News & Events

​As a recruiter in the food and fresh produce industry, I spend most of my time speaking with clients about people, not passwords. But over the past few months, even from the outside looking in, it’s become impossible to ignore the rising importance of cybersecurity. At MorePeople, we are exposed to a monthly training to achieve a Cyber Essentials qualification, just to ensure we are as safe as possible, as you can imagine having a potential leak of data could be disastrous to the clients and candidates we work with. It’s impossible to ignore with two-factor authentication seemingly required to log in to everything and phishing emails coming through daily, as well as the ever-present request for Gift cards as a reward for staff. The recent cyberattacks on Marks & Spencer and Co-op have been headline news, no doubt spoken about in boardrooms across the food sector and even brought up in my friendship group, to which I jokingly exclaimed IT recruitment isn’t my field. The fallout has impacted everything from customer orders to supply chain logistics, and the ripple effect has reached every corner of the industry. M&S’ recent hit by a major cyberattack is estimated to be costing the retailer £43 million a week in lost sales. That’s on top of serious reputational damage and the start of legal action from affected customers. Meanwhile, Co-op faced a data breach that forced systems offline and caused significant disruption to stock availability in its stores. These are big names. Big businesses. And while most of us recruiting for or working in the food industry may not be cybersecurity experts, the message is pretty clear: this stuff matters. So why does it matter for the rest of us? From what I’ve read and the conversations I’ve had, there are three big reasons why everyone in the food supply chain, including growers, producers, distributors, and retailers, needs to be thinking about cybersecurity: For consumers, it’s about trust. When online services go down or personal data is breached, it damages confidence, and trust is hard to win back. For retailers, it's not just a tech problem, it's a business continuity problem. The M&S situation shows how cyberattacks can bring trading to a halt and cost millions. For suppliers, when systems go down, so do supply chains. Delays, miscommunication, and stock issues start to snowball, and everyone pays the price. What’s the takeaway? As someone who works in recruitment, my focus is on people. And what I take from all this is that cyber resilience isn’t just about systems, it’s about having the right people in place to spot risks, provide training, lead during a crisis, and build a culture of responsibility and preparedness. You don’t need to be a tech whiz to appreciate how vital this is. Just like food safety or compliance, cybersecurity is becoming a core business priority even if you’re not working in IT! So if you’re running a food or fresh produce business and you’re not already thinking about cybersecurity, the events at M&S and Co-op are a loud wake-up call. And if you're hiring, whether it's for IT, logistics, operations, or any leadership role, it might be time to ask: does this person understand how digital risks could affect our business? Because these days, cybersecurity isn’t just a ‘tech thing’. It’s everyone’s business. ​

​Lately, the UK agricultural market has seen a significant rise in the horsepower of tractors. This prolificacy of heavy hitters of the market has sparked a debate on our desk here at MorePeople: how big is too big? With the introduction of the John Deere 9RX 830 pushing out a bonkers 913 max horsepower - enough to make even the most stoic pit viper wearing, mullet sporting Agri-bro weak at the knees - the question has never been more relevant.When the 9RX 830 landed onto the pages of the Farmers Weekly last month, I’m certain low whistles of appreciation emanated from farm offices and houses all across the UK. Though how many of those, I wonder, were thinking “yes, the 9RX 640 sitting in the shed out there really just isn’t enough”? Now, don’t get me wrong, I can appreciate ‘big kit’ as much as the next person in the sector. Yet I can’t help but feel the introduction of this behemoth is a bit unnecessary on our little island. The average power of tractors registered in the UK has been steadily increasing. In 2023, the average power reached 173.9 horsepower, just over 5 horsepower higher than the previous year. The growth is particularly evident in the higher horsepower ranges, with tractors in the 241-320 horsepower category seeing a 29% increase in registrations. While the 9RX 830 will undoubtedly excel in specific environments, its utility in the UK is somewhat limited. Our agricultural landscape is diverse, with varying soil types and farm/field sizes. High-horsepower tractors are most beneficial in areas with heavy clay soils, where pulling through compacted soil requires significant power, but also in large, open fields where their ability to pull wide implements can be fully utilised. This grunt I can see being ideal for prairie-style farming in the USA, Australia or Eastern Europe, or areas with huge fields draped across undulating landscapes (the hills and hollows of Washington State spring to mind) but that’s got to be it.  For many UK farms, a tractor with such high horsepower surely has to be overkill. Most farms would not require the immense power of the new 9RX. In these environments, a more ‘modest’ tractor, such as the Case Quadtrac with its measly range-topping 715 horsepower, would be more than sufficient. And that’s before you even start to consider getting these machines from farm to field. The big 9RX has a base weight of 33-and-a-half tonnes and a ballasted weight north of 38 tonnes. Add to that the 10-or-so tonnes which would be hooked up to the back of the thing, and some will question whether the driver would need to be licensed, similar to STGO/overweight trucks. Then add into the mix the roads and bridges equipment has to negotiate even in those parts of the UK with the biggest fields and you soon think the odds are stacking up against machinery this big.I remember being surprised at the range of implements that could be pulled by more modestly powered tractors. At home, our biggest tractor, boasting 200hp, more than adequately manages a 4m seed drill, a 6m disc cultivator or a 6 furrow plough. We, being a mixed operation in Northumberland, obviously aren’t in the target audience of John Deere with their latest range addition, but this experience has made me appreciate the balance between power and practicality. And on some larger operations I’ve worked on, a Quadtrac 620 easily coped with a 12m Kockerling Allrounder and a Vaderstad TopDown 700, unless pulling up a significant hill.Anyway, on that note, what actually requires 913 horsepower? I’m no expert on the UK implement market but I’m pretty sure the most horsepower intensive implements in the UK are those in the deep tillage category – think Vaderstad TopDown, Kuhn Performer, Sumo Quatro, etc, and after a quick google, the most their respective specs state as a requirement is 700hp. This begs the question – what is the big green crawler going to be used for that other high-HP crawlers wouldn’t be able to handle? I suppose John Deere may be angling toward providing the capability for manufacturers to create even bigger implements, but that’s a lot of chicken-and-egg supposition. The final nail in the coffin in my mind is the topic of the cash you need to part with to have one of these rumble into your yard. The top-of-the-range 9RX will set you back a pretty terrifying £840k, with no added extras. If we compare this to the top of the range Quadtrac, which chimes in at a smidge under £600k un-spec’d, it’ll surely be tough to justify the extra £240k? (yes, I know almost all will be on H-P agreements/leased, but the argument remains). And with farming finances being in the parlous state they are at the moment, if Joe public catches wind how much the machinery sat in farmyards is worth, especially with the new JD present, it’ll be hard to continue to convince them to be ‘on our side’. Anyway, I’ll be in the presence of the new 9RX at Cereals this year – perhaps I’ll be won over when I see one in person. Those who aren’t going, maybe you’ll have to wait until a Yorkshire hill farmer gets one for his ‘awld Marshall side discharge spreader in a few years time. Drop me a message if you are attending Cereals this year, it would be great to meet and/ or catch up!Contact me  

​I recently ran a LinkedIn poll asking a simple question: Why did you leave your last job? The responses were clear and eye-opening. Out of 68 participants, 44% voted management as their primary reason for moving on. That’s nearly half! Salary was second with 25%, followed by shift patterns (15%), location (9%), and a small percentage were other reasons.In conversations I have daily with engineers and professionals across the industry, the theme of management comes up again and again. People rarely leave just for money or hours; they leave because of how they’re led and managed.Leadership matters. It’s not just about hitting targets or holding team meetings. Good management creates a culture where people feel respected, trusted, and supported. When employees feel unsupported, micromanaged, or undervalued, no salary can make up for the daily stress and frustration that poor leadership brings. On the flip side, when employees feel backed by their manager and they’re given opportunities to progress and feel they’re listened to, they’re far more likely to stay and do their best work.In highly skilled environments like engineering and manufacturing, where collaboration is everything, management issues don’t just affect job satisfaction; they can affect productivity, safety, and the bottom line.Too many organisations still underestimate the long-term cost of poor leadership. They invest in equipment, tech, and recruitment, but overlook leadership development. The results of the poll are a wake-up call. If nearly half of the respondents say “management” drove them away, it’s time for companies to dig deeper into how their leaders are trained, supported, and held accountable. Building strong management isn’t just about avoiding resignations, it’s about creating workplaces where people can do their best work and want to stay. So if you're wondering why turnover is high or why engagement is low, don’t start with salary reviews. Start by asking how your people feel about the person they report to every day. Because ultimately, good management isn't a benefit, it's a necessity.If you are considering your opportunities within the Engineering industry or are intrigued to know how the recruitment market is looking, please feel free to reach out.Contact me

​There’s a quiet but steady shift happening in the UK food and fresh produce sector. More mergers. More acquisitions. More consolidation.These moves make perfect sense on paper—streamlining operations, broadening reach, or creating new efficiencies. But behind every deal, there are people wondering what it means for them, their teams, and their future.Whether you're in a commercial, technical, or leadership role, it's not just “those two businesses” being affected. These moves send ripples across the whole industry.Change Always Starts with PeopleEvery M&A triggers change. And change triggers questions:Is my role secure?Will my team look the same in six months?Is now the right time to explore other opportunities?That uncertainty is natural and widespread. Research shows that even when job cuts aren’t on the table, employees can still feel unsure. That’s often when movement begins. People start quietly weighing their options or paying more attention to new opportunities, even if nothing’s “officially” changing yet.From a people's perspective, this is the moment that matters most: not when the deal completes, but when it’s announced.Culture CountsIn sectors like chilled food, fresh produce, and high-care manufacturing, the pace is intense, and the pressure is real. Culture can feel like a soft topic. But it isn’t.Culture shows up in shift patterns, decision-making speed, management style—even how teams approach problems on the line. When two businesses come together, these things don’t always blend easily. That’s why many failed integrations come down to cultural misalignment, not commercial missteps.For businesses undergoing M&A, there’s a real opportunity here: to listen more, explain the “why” better, and bring people into the process early. Those that do are more likely to hold onto knowledge, stability, and trust.What Does This Mean for the Wider Sector?Even if your business isn’t going through a merger, you’re still likely to feel the ripple effects.In the months after large M&A deals are announced, we often see:Experienced people entering the job market—not because they have to, but because they’re ready for something new.A reshuffling of leadership roles, sometimes creating gaps that need urgent filling.Supply chain and procurement strategies shifting, creating both pressure and opportunity for smaller, agile businesses to step up.There’s nothing inherently negative about this. It’s change. And change creates movement—for individuals and organisations.​How Can Businesses Respond Well?If you’re leading a team right now—whether through a merger or adjacent to one—this is a good time to check in. Not just on KPIs, but on how your people are feeling.Ask yourself:Do we have clarity on our direction, and are we sharing it?Are our strongest team members still feeling invested and secure?Are we keeping an eye on the wider market, not just for threats, but for opportunity?The smartest businesses use moments of industry change to reflect, adapt, and sometimes, to attract great people who might not have been open to change six months ago.Final ThoughtsWe’re in a period of evolution across food and fresh produce. Consolidation is part of that. So is innovation. So is people's movement.The businesses that come through strongest won’t necessarily be the biggest. They’ll be the ones that communicate well, retain trust, and keep their people engaged through change.Because when deals are done and systems are aligned, it’s still people who make it all work.

​The recent warning from Save British Farming (SBF) about the UK's food supply disruption is a frightening reminder of the fragility of our food system. During their recent event at Westminster, farmers and industry experts highlighted the urgent need for government action to prevent severe disruptions to food supplies.Key Concerns RaisedGovernment Inaction: Former Foreign Secretary James Cleverly noted that the government is underestimating the potential impact of food supply disruptions and seemingly not taking into consideration the severity of the current and future risks.Food Security as National Security: SBF founder Liz Webster poignantly stated, "An army marches on its stomach, and those who feed the army – farmers, food workers, manufacturers – must be protected too."As someone who is passionate about the UK’s agricultural sector and recruiting within it, I resonate with the concerns raised personally. The challenges faced by farmers are not just about crops and livestock; they're about the togetherness of our society and economy. The Government's acknowledgement that "food security is national security" in its 2024 general election manifesto is a step in the right direction, but actions must follow words, and I feel they have taken many steps backwards from that statement and are going against this! We may not be feeling the issue just yet, however it won't be long. Actions need to be taken now. In my conversations with clients and candidates, the recurring theme is the struggle to adapt to forever-changing policies and economic pressures. The resilience of our farmers is incredible, but they cannot do it alone. It's important for stakeholders at all levels to collaborate and support the backbone of our food system. Every aspect of the food supply chain is affected by this, therefore, strength is in numbers, and those in the industry must work together, not against each other.If you're facing challenges in the agricultural sector or wish to discuss these issues further, please don't hesitate to reach out. Let's work together to ensure a stable and secure food future for the UK.Contact me, Ryan Bainborough

We’re excited to launch the MorePeople 2025 Salary & Benefits Survey – and we want to hear from you! Every other year, we run this survey to get a clearer picture of what's really going on in the world of salaries, benefits and working life across the fresh produce, food manufacturing, horticulture and agriculture sectors. Yes, we’ll be looking at salary benchmarks, pay reviews and remote working trends – but this isn’t just about the numbers. We want to understand what really matters to people in their jobs. What benefits do employees actually want – and which ones are just fluff? How important is job satisfaction compared to salary? What role does culture, flexibility, and learning new skills play in someone’s decision to stay or move on? This year’s survey will be our most comprehensive yet. We’re building on previous years by diving deeper into specific job functions and seniority levels, so we can provide more relevant and useful insights for both employers and employees. The final report will help businesses benchmark their offering and make more informed decisions when it comes to attracting and retaining talent, and it’ll give individuals a clearer view of where they stand in the market. Want to be part of it?Whether you're a farm manager, food technologist, agronomist, commercial director or anything in between – your input matters.Click here to take the surveyIt only takes a 5 minutes, and all responses are completely anonymous. Everyone who takes part will have access to the report via our website and will have the opportunity to be in a prize draw to win one of five £100 Amazon gift cards. Thanks in advance for sharing your insight – let’s shape the future of our industry together. ​

​Last month I ran a quick poll asking my network of professionals in garden retail what their biggest challenge is right now – what’s keeping them up at night? Over half of you—51%—said staff shortages. And honestly, that lines up with what I’ve been seeing and hearing across the industry. Garden centres are busy. Spring’s here, customers are out in force, and there’s a real buzz around gardening and outdoor projects. But behind the scenes, teams are stretched thin. There simply aren’t enough people on the ground—and even fewer with the kind of horticultural knowledge that customers are really after. It’s Not Just About Hiring More People (pardon the pun) The problem isn’t just numbers. It’s about finding the right people—those who actually know their stuff and can talk with confidence about plants, compost, and care. That kind of knowledge doesn’t just appear, and it’s getting harder to find. And for some businesses, even if they do find someone great, they just can’t afford to hire right now. National Insurance & Rising Costs Are Making It Worse As of April 2025, employer National Insurance rose from 13.8% to 15%, and the threshold is dropping. That’s a tough hit—especially for independents. Across the retail sector, it means billions in extra costs. For horticulture alone, the HTA estimates an extra £134 million in pressure. So now we’ve got a situation where garden centres need more people to keep up with demand—but rising costs are forcing them to freeze or cut hiring. It’s a lose-lose. The Bigger Picture Garden centres are more than just shops. They’re places where people go for advice, ideas, and a bit of calm. But when teams are short-staffed or burnt out, that experience starts to slip. I don’t have all the answers—but I do think it’s worth talking about. If you’re in garden retail, how are you handling the staffing challenge? Have you been able to bring in the right people? Or are you having to compromise just to stay afloat? Would really like to hear your take—especially if you were one of the 51%.

​I recently had the privilege of spending two eye-opening days in Shropshire, diving deep into the inner workings of our food supply chain — from the soil to the supermarket shelf. It was a brilliant experience that brought to life just how much effort, precision, and teamwork it takes to deliver fresh food to our tables.This was part of the Future Farmer Programme I’m currently undertaking with Harper Adams University and sponsored by Tesco. Applications have just opened for next years cohort, and I’d really recommend the programme to anyone in the sector. You can find out more and apply here.Day 1: From Field to Factory at PDM ProduceOur journey began at PDM Produce (UK) Ltd, where an astonishing 60 bags of salad are produced every minute. We traced the lifecycle of salad from planting in the fields to operations in the factory where produce is washed, packed, and prepared for distribution.The scale and efficiency of the process were impressive, but what really stood out was the level of detail and care behind every step. From precision planting to temperature-controlled logistics, it was a powerful reminder of how much coordination goes on behind the scenes.Day 2: Yoghurt ProductionThe second day kicked off at the Müller UK & Ireland facility in Market Drayton, where 15 million pots of yoghurt are produced each day. Watching the storage of incoming milk into the factory to produce an array of yoghurt products in large-scale production and quality control was really interesting.We then visited a local dairy farm with 1,300 units, which supplies milk to Müller. Seeing the farm-to-factory connection first-hand made it clear just how interconnected and essential each link in the chain really is. To round off the trip, we stopped at a Tesco Superstore, where we saw the final leg of the journey – the product reaching the consumer. It was fascinating to see the supermarket from a different perspective following our previous visits. It was interesting to understand how even the smallest changes in logistics or presentation can ripple through the entire supply chain!Leadership in Agriculture: Lessons from Izak van HeerdenWe were also lucky to hear from Izak van Heerden, who shared insights from his travels with the Nuffield Farming Scholarships Trust, focusing on leadership and emotional intelligence in the agricultural sector. Three key takeaways that resonated deeply:1. Authenticity - Lead with who you are. Be honest and be real.2. People remember how you make them feel - Leadership is about relationships.3. Ubuntu - "Humanity to all". A reminder that empathy and collaboration can move mountains.Izak also spoke about issues in agricultural recruitment and, as those in the industry, how we can tackle these problems and overcome them. I’m incredibly grateful for the experience, the people we met, and the chance to see our food system and enitre supply chain in action. Remember, applications are now open for next year's cohort! Feel free to reach out with any questions. 📩 hannah.cuthbert@morepeople.co.ukContact me!​

​With rainfall scarce this spring and upland soils already drying out, wildfire risk is becoming an urgent concern across the UK. As summer approaches, how we manage moorlands, whether through traditional grouse shooting practices or natural moorland restoration, has never been more relevant.Few topics spark as much debate as moorland management in the UK's upland landscapes, particularly the contrast between areas managed for driven grouse shooting and those following a path of natural moorland restoration. At the heart of this discussion lies a tension between conservation, land use, rural culture and environmental risks, especially concerning wildfire resilience, biodiversity, and community livelihoods.So, what exactly are the differences between these approaches and how do they compare in terms of ecological health, wildfire risk, and opportunities for people living and working in the uplands?What are the differences between grouse-managed moors and natural moorland restoration?Grouse-managed moors are upland areas deliberately maintained for driven red grouse shooting. Landowners apply techniques like controlled heather burning (muirburn), predator control, and selective vegetation management to enhance grouse populations and maintain open moorland habitats. This model is closely tied to rural traditions, game shooting economics, and seasonal employment.In contrast, natural moorland restoration, often associated with rewilding or low-intervention conservation, is guided by ecological processes rather than intensive human control. Here, burning and predator control are minimal or absent, with a focus on peatland restoration, hydrological balance, and allowing vegetation to evolve over time. These landscapes aim to support biodiversity, carbon storage, and natural resilience.Wildfire Risk: Controlled Burning vs Natural ResilienceOn grouse moors, muirburn is a key tool used to reduce wildfire risk by creating a patchwork of young and old heather, which acts as a natural firebreak. By regularly removing dry, woody vegetation, land managers aim to prevent the buildup of fuel that can lead to severe fires. Additionally, the human presence on estates, such as gamekeepers, means faster detection and response to potential wildfires. Meanwhile, natural moorland restoration approaches wildfire prevention through a different lens. Instead of regular burning, they promote the rewetting of peatlands and the restoration of sphagnum-rich bogs, which retain moisture and naturally resist ignition. While this reduces long-term fire risk, unmanaged vegetation can pose a short-term hazard if peat remains dry from past drainage or in drought conditions. However, the structural diversity of these landscapes, mixing wetland, scrub and open moor, can slow fire spread across larger areas.Biodiversity: Managed Habitat vs Wild ComplexityIn terms of biodiversity, grouse moors tend to favour a narrower range of species that thrive in open, heather-dominated habitats. Rotational burning supports early successional plants and benefits birds like red grouse, curlew, and golden plover. Predator control further boosts nesting success for these ground-nesting species. However, the ecosystem may become overly simplified, limiting the presence of woodland edge species, mammals, and invertebrates that require more varied or older vegetation.In contrast, natural moorland restoration allows biodiversity to develop through natural succession. As vegetation matures and becomes more structurally complex, often including grasses, shrubs and wetlands, a broader range of species emerges. These moors can support rare peatland plants, amphibians, raptors and invertebrates. With minimal interference, predator-prey dynamics re-establish, helping to build more balanced and resilient ecosystems. While some open ground species may decline with scrub encroachment, overall species richness and ecological function often increase.How This Affects Rural EmploymentGrouse moors play a significant role in supporting rural employment, offering roles like gamekeepers, beaters, estate staff and hospitality workers during the shooting season. These jobs are often locally rooted and provide apprenticeships and training for land-based skills. In remote areas with limited economic alternatives, these estates can be lifelines for young people seeking meaningful employment and housing opportunities.At the same time, natural moorland restoration is giving rise to new employment opportunities in conservation, habitat restoration, eco-tourism and scientific monitoring. Rewilding and peatland restoration projects increasingly hire ecologists, land managers and carbon specialists, often through NGO's or public schemes. These jobs may offer more consistent year-round employment and align with long-term climate and biodiversity goals. However, the transition between these sectors must be managed carefully to ensure that communities are not left behind and that new skills are supported.Could There be a Middle Ground?As climate change intensifies and biodiversity loss accelerates, both grouse and natural moorland restoration approaches offer lessons and limitations. Grouse moors provide immediate fire control and habitat for some upland species, but risk environmental costs if mismanaged. Natural moorland restoration offers a vision of ecological renewal and long-term resilience, but may require time, investment and public support to reach full potential. Many experts argue the future lies in blending both models, using targeted muirburn where needed, restoring peatlands, supporting natural regeneration and ensuring that rural communities benefit through employment, education, and sustainable land stewardship. This hybrid approach may offer the best path forward for resilient, biodiverse and economically viable uplands.Whether managed for grouse or undergoing natural moorland restoration, upland moors are a vital part of the UK’s ecological and cultural fabric. As our understanding of wildfire risk, biodiversity, and rural livelihoods evolves, so too must the conversation about upland management. A future-fit approach will be one that blends evidence, inclusivity, and adaptability, ensuring that these wild, windswept places remain vibrant, valuable, and alive.If you are considering your employment options within the rural sector - whether it be some of the roles I listed above, or forestry and farming opportunities, do reach out so we can discuss them in more detail.Rachel@morepeople.co.ukContact me