Mechanical Services Design Engineer Candidate Pack
Welcome The University, established in 1904, is one of the largest higher education institutions in the UK. We are renowned globally for the quality of our education and research. The strength of our academic expertise combined with the breadth of disciplines we cover, provides a wealth of opportunities, and has a real cultural, economic, societal, and environmental impact. It is an exciting time to join the University as Professor Simone Buitendijk became the new Vice-Chancellor in September 2020 and a new institutional strategy has recently been launched. https://forstaff.leeds.ac.uk/homepage/418/vision_and_ strategy_2020-30 The University strives to achieve academic excellence within an ethical framework informed by our values of integrity, equality and inclusion, community, and professionalism. Leeds is truly a community, with more than 38,000 students from 170 different countries, over 9,000 staff of 100 different nationalities and we are in touch with more than 281,000 alumni in 190 different countries. A member of the Russell Group of universities, we are one of the UK’s top ten research institutions and one of the UK’s most prestigious and diverse universities.
UNIVERSITY CORE VALUES
The University’s core values are as follows:
• Academic excellence: knowledge, academic freedom, critical independence, creativity, innovation, and worldclass performance. • Community: public service and citizenship; collegiality,teamwork, and mutual respect. • Integrity: openness, transparency, and honesty. • Inclusiveness: diversity, equal opportunity, and access. • Professionalism: provision of effective and efficient customer focused services in all aspects of our work (internally and externally).
Student Education
At Leeds we have a clear and committed focus on meeting the needs and aspirations of our global student community. We provide a distinctive, research based education for highquality students from diverse backgrounds and nationalities – equipping them with the knowledge, skills and experience to be successful and make an impact in an increasingly complex world. Our new student education strategy builds upon our international reputation for academic excellence. We aim to deliver a worldclass education with an exceptional student experience by establishing a student focused approach, grounded in active learning and supported by ambitious digital transformation. The Leeds Curriculum provides a rich and diverse research based education that emphasises the development of independent, critical thinking. The curriculum also ensures that our students are exposed to global and cultural insights, a framework of ethics and responsibility, and valuable employability skills. Our curriculum broadens through a range of elective, interdisciplinary Discovery Themes and is enhanced by our LeedsforLife programme, which focuses on co-curricular activities, including studying abroad, work placements, volunteering, enterprise and much more. This equips our students with skills and experiences that will be of value throughout their lives.
To meet the growing expectations of our courses now and in the future, we’re engaging students as partners in the design process of curriculum development. Our courses will respond to the needs of our global student community and their career aspirations, providing knowledge and expertise that is continuously aligned to the evolving job market. We’re embedding student-centred active learning approaches into all aspects of our education, both in person and digitally. By combining theoretical study with new collaborative methods of learning, our students are encouraged to be curious, confident, and intellectually engaged as part of their experience. This inclusive approach to learning empowers our students to apply their conceptual understanding to real-world issues, and prepares them to seek solutions to complex global challenges. Our ambitious approach to student education is supported by a digital transformation that offers exciting new ways of teaching and learning throughout the world. Building on our digital advancements in the recent year, we’re investing heavily in our learning environment at the forefront of technology. Our students will benefit from leading software and hardware to support all aspects of their work, whilst encountering the industry-standard tools and technologies they’ll use throughout their working lives.
Through sector-leading partnerships with Leeds University Union and the wider student body, we offer a range of academic and enrichment opportunities to enhance our students’ experience and personal development, whilst preparing them for the life beyond university. We’re also proud of our lifelong Leeds community, which extends far beyond graduation through our active alumni network – connecting staff, students and graduates in a lifetime of learning, research and professional practice. As we execute our new student education strategy, we will collaborate with universities regionally, nationally and internationally to tackle global problems through the development and dissemination of our innovative teaching and research. We know our students face a world of significant challenges alongside a raft of remarkable new opportunities. That’s why our approach to education is designed to ensure our students are able to learn across the arc of their lives, engage with digital technologies, and manage change and complexity in ways that are Inclusive, equitable, caring, and ultimately make a real impact on the world.
HIGHLIGHTS
• We have an enduring commitment to widening access and participation right across the student life cycle, from primary school to graduation, and our contextual admissions programme – Access to Leeds – is the largest in the sector, admitting over 1,200 students in the 2020/21 session. • The 2021 High Fliers Survey ranked Leeds in the top 5 most targeted universities by graduate recruiters. • Leeds University Union was the first students’ union in the UK to be awarded ‘excellent’ status under the National Union of Students’ Quality Accreditation Scheme, and is the first to retain this hard-won accolade. • Many of our courses have a study abroad option, and we have more than 300 partnerships with universities worldwide.
Research Research is at the heart of university life. We are an outstanding research university, securely placed in the UK’s top ten and achieving significant increases in research quality, income, and impact, building on existing research strengths and our commitment to interdisciplinary working.
HIGHLIGHTS
Our research highlights include:
• A total of £196 million in new research awards in 2018/19, an increase of 48% since 2013/14. • Joint third among universities in the UK for the value of awards from the Global Challenges Research Fund (GCRF) and the Industrial Strategy Challenge Fund. We have received more than £45 million from more than 70 awards in over 40 countries. • Taking the lead for the Alan Turing, Rosalind Franklin and Henry Royce Institutes on urban analytics, next generation chemistry, and atoms and devices, respectively. • A range of flagship partnerships, including with the Met Office on atmospheric science and climate impacts and National Centre for Atmospheric Science. • Ranked (2017/18) in the top 10 of UK universities receiving research council funding, with a leading position with the National Environment Research Council and the Arts and Humanities Research Council.
Excellent research takes place in every part of our campus; the breadth of subjects studied, the possibilities for interdisciplinary working and the quality and impact of our research are all contributing to the needs of the wider economy and society. Our active involvement in the main national institutes, an outstanding track record of success in the global challenge research fund, the industrial strategy and nationally funded doctoral training centres, all result from our own investment in technology and talent and a strong University-wide commitment to interdisciplinarity. Our growth of capacity and capability has led to the development of the Leeds Institute of Data Analytics enabling us to lead on urban analytics for The Alan Turing Institute, and our investment in the Bragg Centre for Materials Research has consolidated our strong position in The Henry Royce Institute on the themes of Atoms to Devices. Beyond this, we have supported and developed particular strengths in other high profile areas including our Priestley International Centre for Climate, which brings together world-leading expertise in all the key strands of climate research; the Astbury Centre for Structural Molecular Biology, which brings together researchers from across disciplines to understand the molecular basis of life; and our Cultural Institute, which supports pioneering research collaborations with creative sector partners, widens cultural engagement and participation and helps build the skills of our students. Our efforts have led to notable successes in the Global Challenges Research Fund and the Newton Fund, with more than £45 million of awards in the period 2014 to 2019, supporting 170 projects in 40 countries, we ranked third in the UK for the value of awards (and joint second for the number of awards). We are positioned well for a future in which research funding opportunities are increasingly focused through the main national research institutes; the Industrial Strategy Challenge Fund; and Doctoral Funding and Fellowships. However, we recognise that we need to build on our considerable progress in recent years to improve our research standing still further if we are to enhance the overall competitiveness of the University in the medium and long term.
Enterprise and Innovation Enterprise and Innovation Leeds has an integrated approach to enterprise which promotes creativity, innovation and impact in the University and across the City Region. Central to this is our new Nexus innovation centre which, in addition to providing businesses with a route into our world leading research expertise, also provides incubation facilities and professional support for students, graduates and staff. This £40 million development opened in May 2019, and has led to many new research and education collaborations with businesses and over £11 million joint funding bids with Nexus tenants.
The University provides dedicated modules, industry-facing programmes, specialist support and mentoring opportunities to enable student innovation to flourish. Nexus houses SPARK, that provides start-up support for current students and recent graduates to start their own business. Our academics work with external organisations to harness our research, nurture new ideas and deliver social and economic impact. • We have a track record in transforming our academic research into commercial impact, and since 1995 we have created more than 100 spin-out companies. • Currently, our spin-outs employ more than 1,000 people, with six listed on the Alternative Investment Market (AIM).
International
Leeds is a truly global university. We contribute most effectively to sharing knowledge, innovation and education worldwide by building productive, mutually-beneficial relationships with researchers, universities and other organisations in key countries. Doing so continues to help us create opportunities to widen horizons and bring new perspectives to education, and to generate opportunities for academic staff and students at all levels to collaborate on new frontiers of research. We have made significant progress in recent years towards achieving our ambitious international objectives, evidenced by the fact the University has risen rapidly to be one of the top 40 most international universities in the world in the 2019 Times Higher Education (THE) World University Rankings. We have a Joint School of Engineering with Southwest Jiao Tong University in Chengdu, with 1,200 high attaining students.
Investments in People and Facilities
World-leading education and research requires world leading people and facilities. In recent years we have invested substantially in both. We have made very significant investments in our people, including £43 million so far to recruit 183 worldclass academics and leaders of the future; and a £9 million investment in top performing researchers; an £18 million investment in PhDs since 2015/16, with a further £12 million in the pipeline, bringing the total number to 3,400 by 2023/24. We also host a significant number of doctoral training centres, and a dedicated Doctoral College which creates a sense of community and shared endeavour amongst our sizeable postgraduate community. Alongside this we have invested in our systems and people to underpin and support the highly valued and essential work of our professional services and support colleagues. Our £40 million Nexus Innovation Centre which connects business with research expertise is now fully open. Under the management of the Director of Estates and Facilities the University has undertaken an ambitious £520 million capital investment programme to further strengthen our position as a leading UK university which included £24m for the new Laidlaw Library and £25m investment in the Edward Boyle Library, which together have increased the number of study spaces to c. 4,500 seats. Developments also include a £98 million integrated site for engineering and physical sciences that will house our cuttingedge Bragg Centre for Materials Research; the development of a new technology park to accommodate an Institute of High-Speed Rail and Systems Integration and Centre for Innovation and Materials; significant investments across the University farm in terms of new buildings for the National Pig Centre and a state-of the-art environmental observatory across this large commercial farm; and a major investment to provide state-of the-art Business School teaching facilities.
The University’s Residential Service operates one of the biggest accommodation portfolios in the UK, owning and leasing some 9,000 bed spaces. In recent years the University has invested £155 million in maintaining the quality of its residences which are a key enabler for student recruitment and for the delivery of an excellent student experience. We have continued to invest in our excellent range of sports facilities; including The Edge, Sports Park Weetwood, Bodington Playing Fields, Cromer Terrace Fitness Studios and the Gryphon Sports Centre, providing state-of-the-art facilities to the University community and members of the public.
Further details are available here: https://estates.leeds.ac.uk/ campus-developments/
Our Strategy
Further information about the University and our Strategic Plan 2020-2030, can be found here: https://spotlight.leeds.ac.uk/strategy/
Our strategy identifies three core areas of focus:
• Culture – recognising that collaboration rather than competition is fundamental to yielding excellence in research, education and societal impact. • Community – recognising the importance of diversity, partnership and innovation in forging strong communities internally and externally. • Impact – recognising the need to develop the next generation of global citizens and to focus our research efforts on areas in which we can be truly globally leading, while harnessing the potential of digital innovation to enhance both.
Digital Transformation
Digital Transformation is a fundamental strategic priority for the University of Leeds. Our ambition is to become a global leader in the use of digital technologies, data and digital approaches to support student education, global lifelong learning, research and innovation and ways of working, and as a centre for the digital transformation of education and research. Our aim is to become an innovative leader in the use of digital technology, data and digital approaches, working in effective partnerships with other universities, businesses and organisations, to solve global challenges. We already have a great track record in digital transformation, but there are many more opportunities for us to embrace and an exciting journey ahead. By digital transformation, we do not just mean technology or data, but critically encompassing culture, people, processes and impact. For our University, digital transformation
will be crosscutting across our core business of education and research, and our ways of working. In education, it is about understanding and harnessing the potential affordances of digital technologies to enhance and enrich the education and experience we offer to students studying on campus, in hybrid modes and online, and offering learning opportunities to individuals globally, to support lifelong learning and professional learning. In research, it is about ensuring we have best of breed technologies and platforms to support cutting-edge activities, provide an environment where we can innovate, co-create and embed new and emerging technologies to solve global challenges, build strong bridges between research and education, and create a research-informed evidence-base of the positive and negative impacts of digital technologies.
learning approaches into all aspects of student education. We will continue to redesign our curricula to deliver effective blended learning for on-campus learners and be prepared to adapt our approach and pivot seamlessly to hybrid and online learning in the face of external forces. We will also redesign our assessments, and our processes for managing assessments, to continue to realise the benefits of digital delivery and marking of assessments, whilst maintaining quality, rigour and standards. This is a great opportunity to reimagine assessment to be more inclusive, flexible and authentic. Online education increases access to learning opportunities for people all around the world and is a powerful force to enhance lifelong learning for all. Growing our online education portfolio will help to support global lifelong learning, and to support realisation of the UN’s Education Sustainable Development Goals. Through working in partnership with education providers globally, we can increase and enrich the global learning community, and collaboration will create new knowledge and impact. Through these partnerships with other universities around the world, and with online education platforms, we can provide accessible, stackable, credentialed online learning opportunities to support people solving global challenges. The educational provision created through these activities will be re- used and re-purposed to enrich our students’ learning, and to grow our professional learning portfolio to generate revenue for the University.
Underpinning this is the transformation of our ways of working to ensure that effective use of digital technologies, data and approaches improves our administrative processes, freeing up as much time as possible for our core business. And beneath all of that is transformation of our culture to embrace digital technologies, and ongoing, deep and impactful professional development to support all staff and students to be able to harness the power and potential of digital technology and manage the challenges they present. It is increasingly evident, both from the research literature and evidence- based practice, that digital technologies and online education offer many opportunities for learners to access educational opportunities more flexibly and inclusively, enable rich and diverse learning communities, and support learners to achieve their learning goals. Embracing digital technologies to enrich face-to-face, hybrid and online education improves learners’ motivation and engagement, and use of active learning pedagogies enables learners to work creatively and innovatively with their peers and teachers to co-create knowledge and gain new skills. Digital Transformation will also have a major impact on our campus and the way that we use our space. The campus will need to adopt ‘Smart’ technologies so that we can drive better utilisation, improve building performance and introduce new ‘App’ driven services (for example) to provide students with an integrated way-finding and timetabling system. New ways of working will also require new, digital workspace solutions and connectivity to support hybrid working. We need to continually scan the horizon and invest in new and emerging technologies that we think can support us to improve our students’ learning opportunities, and enhance their experience, and we can develop and evaluate these solutions ourselves, through partnership with our students, researchers and technology partners. As we evolve our student education strategy, we will incorporate the best practice from our hybrid delivery model and embed student-centred active
The Facilities Directorate
The Facilities Directorate brings together Estates and Facilities, Commercial and Campus Support Services, Residential Services and Sustainability, employing over 1100 staff, to provide first class facilities and services to support the University’s strategic objectives and world class aspirations. The Directorate impacts all aspects of the student experience and plays an important role in the day-to-day running of the University of Leeds. The Directorate is responsible for the maintenance and development of the University estate, the commercial and campus support services, residences and sustainability services at the University of Leeds.
Our vision and mission
Our vision is to ensure that our campus offers opportunities for an exceptional student experience, pro- vides first-class facilities for research and external collaborations and meets the best possible sustaina- bility standards. Our mission is to provide first-class facilities and services to staff, students and visitors supporting the University’s strategic objectives and world class aspirations. We play a significant role in the University’s strategy in four main areas, detailed below, with our objec- tives focused on delivering these aims:
• Developing a sustainable, effective and efficient organisation • Delivering an exceptional student experience
• Valuing and developing all our staff • Achieving financial sustainability
For further information about the Facilities Directorate, please look at our webpage here.
Commitment to reach Carbon Net Zero
The University of Leeds has committed to reach net zero greenhouse gas (GHG) emissions by 2030. It is now time to deliver on this commitment. This Climate Plan document lays out an ambitious yet realistic and achievable pathway to reach that target, which makes minimal use of carbon offsetting, improves our resilience and is fully aligned with University values. It also presents a preliminary post-2030 ‘net zero plus’ strategy to bring a wider set of emissions into scope, and to achieve an overall zero emission target. Delivering our Pathway to Net Zero requires an integrated approach across the University, underpinned by cooperation, empowerment and widespread communication across all staff and students. Delivery also requires significant capital expenditure of £152.8m over the next decade and a short-term increase in operating costs of up to £2m per year at 2030. These investments, combined with focused strategy, can deliver a sector leading, rapid and just transition to net zero that enhances the student experience, community wellbeing and our international reputation. By trialling solutions and undertaking new research, our University can have an impact far beyond our campus – to the region, country and world. And our campus will be operating as a net zero living laboratory so we can learn-by-doing and share knowledge worldwide. In line with the UK government strategy to decarbonise electricity generation by 2035, our recommended pathway focuses on electrification. This means we can be
ambitious with our level of planned emissions reductions possible by 2030, while at the same time minimising risk. Our commitment to net zero includes scope 1 (direct emissions from owned or controlled sources), scope 2 (indirect emissions from the generation of purchased energy) and business travel and commuting. The next few years will lay the groundwork to achieve rapid decarbonisation rates after 2025. The move away from natural gas to electricity will require extensive works that, in the short- term, might raise emissions but will ultimately deliver an ambitious and cost-effective pathway to net zero. Our 2020 baseline for emissions covered by the net zero target is 71,546 tCO2e1 and our pathway will reduce this by 48,101 tCO2e by 2030. This will leave 23,445 tCO2e that will need to be offset in a credible way. An annual review by the Priestley International Centre for Climate will look to heighten ambition to further reduce this 2030 offset figure and make sure future offsets are academically verified as net zero compatible. Due to the impact of COVID-19 on scope 3 emissions in 2019/20, this 2020 baseline is made up of scope 1 and 2 emissions from 2019/20, and scope 3 (business travel and commuting) emissions from 2018/19 Energy demand reduction is achieved through targeted refurbishment, LED light installations, energy efficiency and the deployment of low carbon technologies across the estate.
Additional infrastructure works will allow the shift to electrical heat. Finally, our increased electricity consumption will be balanced by a new off-site renewable energy facility. There will be a need to reduce electricity use by behaviour change across the estate. To do this, active engagement and support from the University community will be essential. The University needs to be agile and learn-by- doing so that we can embrace new approaches and technologies to heighten our ambition over time to reduce our reliance on offsetting. A review mechanism will keep track of our progress and optimise delivery. Alongside the annual review of our general progress and our offsetting targets, there will be an external review of our net zero delivery every three years. This will ensure our actions and progress continue to lead the sector. Our students and staff are anxious about the threat from climate change and global society’s lack of progress. These plans are specifically tailored for rapid deployment of meaningful mitigation and adaptation measures. The net zero plans also sits alongside plans for the remaining six principles for climate action which include decision making, research and education, net-zero carbon city, sustainable travel and responsible investment. Together they support climate change mitigation and adaptation locally and globally whilst also contributing to a healthier, greener, fairer and more attractive place to live, work and study. We will involve the University community from the outset to learn from each other and create a climate resilient university that is an exemplar for the sector both nationally and internationally.
JOB DESCRIPTION - MECHANICAL SERVICES DESIGN ENGINEER
Salary: Reporting to:
Grade 7 (£34,034 - £44,706 p.a. depending on experience) Mechanical Services Manager
Overview of the Role
The University of Leeds has committed to reach net zero greenhouse gas (GHG) emissions by 2030. This will involve significant capital expenditure in the coming years to deliver targeted building refurbishment, deployment of low/zero carbon technologies and the electrification of heat across the estate. We are looking for an enthusiastic and experienced Mechanical Services Design Engineer to join our team to be integral in delivering our Net Zero commitment. You will be involved in the innovative design and management of a range of low/zero carbon initiatives for mechanical building services projects. You will have a record of delivering technical projects from scheme inception to completion on site, including project management and contract administration of engineering works. Working within a project team, or independently, you will use your own initiative and experience to manage complex issues and resolve queries
You will have a degree in Building Services Engineering or equivalent in a relevant subject and membership of the Chartered Institution of Building Services Engineers (CIBSE)
Main duties and responsibilities
• Act as a point of specialist expertise providing high quality technical design, professional advice and project management; • Responsible for the Mechanical Building Services elements of new building projects, refurbishment works and maintenance replacements from inception through to completion; For engineering only projects, act as Project Manager accountable for the design, procurement, construction and completion of mechanical building services projects on time, within budget and to the standards expected by the university. • Chair Design and Construction progress meetings with client representatives, multi-disciplinary professional staff, specialist consultants and contractors (both internal and external to the University), building and developing successful working relationships; • Responsible for financial control of mechanical building services works from budget estimate, interim valuations and the agreement & settlement of final account in accordance with financial policies; • Responsible for the preparation of detailed calculations, drawings, specifications, risk assessments and reports and recommendations for engineering solutions to meet the requirements of the project brief;
• Lead and direct the design team using your specialist expertise to produce low/zero carbon, energy efficient solutions in compliance with statutory legislation and professional standards; • Responsible for commissioning, briefing and managing the activities of external specialist design consultants, where used, ensuring compliance with the standards expected by the university.
• Line management, training and mentoring of more junior staff
These duties provide a framework for the role and should not be regarded as a definitive list. Other reasonable duties may be required consistent with the grade of the post.
Qualifications and skills
Essential
• Degree in Building Services Engineering, or equivalent in a relevant subject, with a minimum of 5 years’ experience in a similar role. • Membership of the Chartered Institution of Building Services Engineers, or other relevant professional body. • Preparation of detailed designs and contract documentation and a thorough knowledge of the design and application of low and zero carbon technologies. • Familiarity and competence in the use of computer aided design, calculation and thermal modelling software and Microsoft Office software to produce reports, detailed designs, specifications and contract documentation. • Thorough knowledge of statutory regulations and professional standards relating to mechanical engineering design including a good understanding of CDM Regulations and health and safety requirements.
Desirable
• Full Member status of The Chartered Institution of Building Services Engineers, or equivalent status in another relevant professional body. • Qualified low carbon consultant, able to produce and certify level 4/5 Energy Performance Certificates, (EPC’s).
Key Attributes
• Ability to work as part of a multi-disciplinary team and individually where required with an ability to influence others’ behaviour through effective relationship building. • Ability to use your own initiative and experience to manage complex issues and resolve queries • Communications skills with a customer focused approach to service delivery
WORKING AT THE UNIVERSITY OF LEEDS
Join us and you will become part of a large and diverse organisation – with more than 7,000 staff of around 100 nationalities we are the third largest employer in Leeds. Leeds is a great place to live and work, a bustling city surrounded by beautiful countryside, and our campus is just a short walk from the city centre.
Work-life balance & Wellbeing
• We aim to be a ‘best practice’ employer. We understand that our employment policies need to be flexible and responsive in order to promote diversity and equality, and to attract and retain the highest quality work force • We not only fully embrace the Employment Act, which gives government regulations on paternity, adoption and statutory maternity leave, but we go beyond the statutory requirements to help all staff balance the demands of work and personal life. Take a look at our HR policies to find out more about flexible working hours, job sharing and many other schemes to help you achieve a healthy balance • We believe in supporting our staff at work and providing a range of support services available to everyone who works for the University
Pensions
• Every employee of the University has access to a generous occupational pension • We have four different pension schemes covering different groups of staff. Find out more about pensions , including retirement benefits and additional voluntary contributions • All schemes provide valuable benefits on retirement, as well as life assurance and protection for your family
Bright Beginnings childcare centre
The University has its own award-winning childcare centre, Bright Beginnings, which provides high quality childcare to staff members and students. The centre caters for children aged between three months and five years and provides a Playscheme during the school holidays for children aged three to 11. Find out more on the Bright Beginnings website .
Find out more about the benefits of working at the University and what it is like to live and work in the Leeds area on our Working at Leeds information page.
EQUALITY AND INCLUSION
As an international research-led University, Leeds strives to go beyond our legal duties to create a positive environment for our diverse community of staff and students. The University works hard to promote gender equality and support the career development of talented women working in the traditionally male-dominated fields of science, engineering and technology.The University renewed its Athena SWAN Bronze award in June 2021. Leeds is committed to recruiting the brightest and best students regardless of background and our Reach for Excellence and Access to Leeds (A2L) programmes are key parts of our Access Agreement and Education Engagement Strategy. We have also developed an access strategy to recognise the needs of potential mature students.
Additional information
Candidates with disabilities Information for candidates with disabilities, impairments or health conditions, including requesting alternative formats, can be found on our Accessibility information page or by getting in touch with us at disclosure@leeds.ac.uk.
Criminal record information
Rehabilitation of Offenders Act 1974 A criminal record check is not required for this position. However, all applicants will be required to declare if they have any ‘unspent’ criminal offences, including those pending. Any offer of appointment will be, in accordance with our Criminal Records policy. You can find out more about required checks and declarations in our Criminal Records information page.
APPLICATION PROCESS
The University is being supported on this recruitment campaign by the search consultancy The Management Recruitment Group (MRG).
To arrange a confidential briefing conversation please contact our advisor David Craven of MRG.
Applications should consist of a comprehensive CV (of no more than 4 pages) and a covering letter (of no more than 3 pages). Applications should be sent directly to David Craven .
David Craven E: david.craven@mrgpeople.co.uk T: 07932 717 438
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