Celtic Renewables

Our Client

Celtic Renewables, a rapidly expanding cleantech company headquartered in Edinburgh, is at the forefront of sustainable innovation. The company’s technology converts low-value by-products, residues and wastes into high-value green chemicals, and other commercial and environmentally valuable commodities. Following the construction of their state-of-the-art commercial processing plant in Grangemouth, the company is focussed on expanding into new markets on a global basis. As they embarked on a journey of strategic growth, they recognised the need to strengthen their HR function and conduct a substantial recruitment drive. Celtic Renewables turned to AAB People, a trusted HR outsourcing partner, for their expertise in facilitating this transformation highlighting the invaluable role played by Aoife from the HR team at AAB People.

Our Challenge

Celtic Renewables was at a pivotal stage in its growth, and they needed to strengthen their HR capability and scale their workforce significantly. This task came with a host of challenges, including the need for structured HR processes, competitive compensation schemes, and the recruitment of 15 critical roles. Jim Purves, Head of Corporate Operations at Celtic Renewables, recognised the need for an external strategic partner to fill a critical gap in internal resource and expertise; and help navigate these challenges.

Our Solution

Aoife, a highly knowledgeable HR professional from AAB People, joined forces with Celtic Renewables to lead this transformative journey. Her multifaceted role included:

1. Creating Rewards and Recognition Schemes: Aoife collaborated with Celtic Renewables to establish reward and recognition programmes that would motivate and retain top talent while aligning with the company’s sustainability goals.

2. Salary Benchmarking: To remain competitive in the job market, Aoife conducted comprehensive salary benchmarking analysis, ensuring that Celtic Renewables’ compensation packages were attractive to potential hires and competitive to retain existing talent.

3.Performance and Development Process: Aoife supported the implementation of a robust performance and development process, encouraging employee growth, career progression and company wide effort towards achieving Celtic Renewables strategic goals. In doing so, Aoife collaborated closely with the CEO and senior managers, to facilitate the setting of clear, measurable, and achievable goals and SMART objectives aligned with the company’s strategic objectives.

4.Contracts and Documentation: Streamlining HR processes, Aoife ensured that employment contracts and documentation met legal requirements and aligned with Celtic Renewables’ values.

5. Recruitment: The most important aspect of this contract was recruitment. Aoife with support from her colleagues played a critical role in sourcing, interviewing, and hiring 15 professionals, including a Head of People, lab technicians, and engineers.

6. Onsite presence: Aoife worked onsite with Celtic Renewables, building strong relationships with line managers and employees working closely with the team to overcome challenges as they arose.

‘’Our partnership with AAB People, and specifically with Aoife, has been transformative. As we embarked on a journey of strategic growth, Aoife’s expertise and dedication were instrumental in establishing robust HR processes and recruiting a motivated team of professionals. Her commitment to aligning our HR initiatives with our company’s sustainability mission was impressive. With her support, we’re now in a strong position to grow sustainably and make a lasting impact in the cleantech industry.”

Jim Purves, Head of Corporate Operations, Celtic Renewables

 

Our Impact

Celtic Renewables’ collaboration with AAB People, guided by Aoife’s exceptional HR leadership, exemplifies how strategic HR outsourcing can empower a company’s growth. This partnership not only addressed immediate HR needs but also set the foundation for long-term success, ensuring that Celtic Renewables remains at the forefront of sustainable innovation for years to come.

 

“I have thoroughly enjoyed my time working with Celtic Renewables. It has been so great to be able to add value to a Company with an incredibly talented and innovative team, and working on such an important cause that will have huge impact on the UK’s sustainability goals and the cleantech industry. I am excited to see where the Company will go and have no doubt that they will be incredibly successful.”

Aoife Travers, HR Consultant at AAB People

 

Future Focused HR: Embracing topical trends and progressive practices

Future Focused HR: Embracing topical trends and progressive practices

We know that employers are facing more challenges than ever before when running their business. From the risk of losing staff, the worry of how best to be a supportive employer to the uncertainty of using AI in your business when it is such an unknown but powerful tool.

On 8 November, AAB People are hosting a webinar that will cover some of the most topical HR matters facing employers right now, based on our conversations with clients and from what we see in businesses we deal with day to day. We have included a varied range of topics detailed further below and provide pragmatic advice to business owners, manager and HR professionals on how to effectively deal with the issues we believe they are facing.

The impact of Hybrid Working on Mental Health and how to manage it

Having been catapulted 10 years ahead of where we would have expected to be following the pandemic, has the pendulum swung too far and how do we find a balance between Hybrid working practices and the increase in mental health issues.

This seminar will help employers look at their Hybrid working practices form a “people” perspective to avoid the “one size fits all” approach.

AAB People can work with employers using specialist skills to identify roles, behaviours and personalities best and worst suited to Hybrid working ensuring they get the best out of everyone

How to Retain and Engage Talent

We will cover the importance and benefits of engaged employees and how this links to retention. We know that holding on to great employees is a focus for a lot of employers right now due to a very buoyant recruitment market. We will also discuss factors which can impact employee engagement and methods of increasing engagement and in turn employee retention levels.

Managing AI in the workplace

You will likely have seen the recent influx in conversations about Artificial Intelligence and how people think this is going to impact on the workplace. We are going to look at where AI can be useful, and how to manage it effectively and ethically within the workplace to ensure that it is used in a positive and productive manner.

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Soiltech

Our Client

Founded in 2011, Soiltech is a Norwegian cleantech service provider specialising in the treatment, recycling and responsible handling of contaminated water and solid industrial waste streams. With a clear purpose to provide clean technologies for a greener future, Soiltech designs, builds, owns and operates its treatment technologies, providing services in close cooperation with the customer on their sites.

 

Soiltech has 100+ employees working with several clients world-wide, with headquarters in Norway and a strong presence in the UK and the Middle East.

Our Challenge

Unusually for most AAB People clients, Soiltech already has an HR manager in place (based at HQ in Norway). But with no presence in the UK, they sought HR expertise in 2022 for UK-specific recruitment and employment.  They turned to the AAB People team to set up a new UK entity and identify, locate and recruit UK-based North Sea offshore field personnel, including operators and supervisors. Ever since the collaboration began and now 9 recruits later, AAB People continues to act on a retained basis as the UK recruitment and pre-onboarding arm for UK-based employees. An ongoing responsibility is to create appropriate salary and benefit packages for Norwegian recruits aiming to work in UK and other overseas territories, but who remain employed by a Norway-based company.

This HR collaboration is a unique set-up in that the onboarding process, the ongoing management of employment issues, the performance management and professional development is led by the Norwegian HQ once AAB People has created the UK-compliant systems needed for UK-based employees. Once new recruits are hired, they go on to report to their Norwegian line manager.

Our Solution

Before recruiting could begin, AAB People created a UK arm for Soiltech, registered in Aberdeen.  A complete HR infrastructure for Soiltech UK was introduced, putting in place employment contracts, an employee handbook compliant with UK legislation, a payroll process (managed by our dedicated AAB Payroll arm) and several other HR tools to benchmark salaries, make salary recommendations and create bespoke, competitive benefits packages.

In the first few months, AAB People sought and recruited seven engineers for Soiltech UK. This involved creating job descriptions, identifying strong candidates, screening, shortlisting (and sometimes helping to interview) them and creating onboarding documentation once they were hired. In 2023 more engineers were and still are being recruited, and AAB People has helped to create a performance management structure that works for UK employees.

AAB payroll in particular are closely involved with the practical management of UK personnel’s day-to-day financial needs, including the support and upload of all travelling expenses and changes and additions to contract relating to benefits.

With deep knowledge, experience and expertise in the entire HR lifecycle, AAB People acts as an always-there sounding board for Soiltech. Whether it’s about attracting and hiring new team members, developing their careers, managing their performance or managing their salary and benefits, it’s key to the relationship to have fresh perspectives and a reliable steer on the best course of action.

Our Impact

Soiltech’s VP of People and Organisation, Bente Skogen, echoes this last point:

“We have only a small HR team in Norway, and AAB are like an extension of our team. We see them as our colleagues and it’s an, friendly co-operation. I find Frances very knowledgeable – she’s a professional HR person and a great discussion partner. I value her time and the way she’s into the details. If I have a question or an issue that needs help, she always responds quickly.”

“Both Frances and Michael have worked in Norway before, so they understand the nuances and country differences around workplace and employment, which means they can communicate appropriately with Norwegians planning to work in the UK. This is important, because remuneration and employment trends are quite different here, and you can’t compare UK and Norway without understanding why. AAB have helped us create competitive solutions that appeal to Norwegians working abroad.“

“It’s very important to us to have their immediate expertise on UK law, compliance issues and regulatory frameworks. We need to know that we have the correct pension schemes and insurance policies, for example. It saves me a lot of time to have that knowledge on hand and it means expertise on laws and regulations are compliant”

“The AAB team is always there and they follow up well. I feel as if we are their only client even though they have several others. We recently gave just one week’s notice of a recruitment trip to UK and they arranged everything quickly and easily. We use their meeting rooms for interviews and are always warmly welcomed not just by HR but by payroll, finance and other departments too.”

“it’s also important to mention that this co-operation helps us live by our Vision, which is about delivering quality, acting with integrity and taking responsibility. We need their UK expertise to live this fully.”

Employment Legislation Changes: What Employers Need To Know

There are three employment legislation changes that we are expecting to take place in the year ahead. These changes will affect family friendly provisions in the workplace.

Three key changes have been announced by the government which will be the most significant developments to family friendly legislation since 2015 – flexible working rights will be getting a shake up, along with the introduction of carers’ leave and extended redundancy protections for pregnant and new mothers. It is anticipated they will become effective for employers in the year ahead, and the below sets out what employers need to know at this stage about the upcoming changes.

Redundancy Protections During Pregnancy & Maternity Leave

It is well understood by employers that employees expecting a baby, or those on or returning from maternity leave, are already the most protected category of workers in employment law. However, these new proposals will broaden the rights of expectant and new mothers a step further by extending the period of protection for redundancy from the point of an employee informing their employer they are pregnant until 18 months after the birth of their child. What this means in practice is that in redundancy situations pregnant women and expectant mothers will have the right to be offered suitable alternative employment for a longer period. It does not mean that this group of workers will be immune from redundancy, but essentially there will be additional protections from pregnancy, right through to a child reaching 1 and a half years old.

Carers’ Leave Introduction

Carers currently have very limited rights under what is known as Time Off For Care Of Dependents providing ‘reasonable’ unpaid time off. The proposed legislation would be much more prescriptive giving the right for unpaid carers to take up to one week (five working days) of unpaid leave per year. Like the changes to flexible working outlined below, it is anticipated this would be a right regardless of length of service. Employees will not be required to give evidence of the request for leave, and employers will not be able refuse requests, but they will be able to delay requests on limited grounds. It is expected employees will be able to choose to take leave in a flexible way such as single days, half days, or a full week.

Flexible Working Changes

Probably the most wide reaching of the three proposals is the reforms to flexible working, and the changes proposed are a significant shift from the status quo:

Employees will no longer have to justify the effect of their request for the employer, and how the change might be dealt with;

• Rejecting a flexible working request will require consultation by the employer;
• Employees will be able to make two flexible working applications per annum rather than the current right to one application; and
• Decisions on the outcome of a flexible working request will require to be made within 2 months as opposed to the current 3 months.

Impact of Changes

Whilst these are the most significant changes to family friendly legislation we have seen in nearly a decade, even collectively, the impact for working families is likely to minimal. However, they are definite progress – the fact that the government are implementing several new pieces of legislation to give enhanced rights and protections for those with caring responsibilities are a step in the right direction. For employees, the new legislation will give that little bit more protection and confidence in making requests to support their family. For employers, although many have become far more flexible than ever, the introduction of additional laws will serve as clarity on what is expected. Further updates are expected in due course to firm up the details and specific dates of when these laws will become effective in practice.

Furthermore, whilst the upcoming changes are somewhat limited in reach, these three initial reforms are likely to be a catalyst for further change coming down the track in mandating employers to improve their family friendly support to their staff. There is already further provision anticipated with statutory neo-natal leave and pay already approved and also set to be brought into effect over the next year or so. It’s clear that further reform in this area can be expected so watch this space.

Our specialist HR & Employment Law team are here to support you. If you have any questions about the employment legislation changes please do not hesitate to get in contact with a member of the team

Right to Work Checks – What you need to know

What are right to work checks?

As part of the onboarding process right to work checks are a vital part of ensuring businesses are compliant with the law. So, what are right to work checks? They are checks employers carry out with new staff members to ensure they have legal authority to work in the country where they are to be employed. They should also be carried out throughout employment to ensure their right to work is still valid if they do not have a permanent right to work status.

What documentation is considered as evidence of right to work?

There is a useful document on the government website which details what evidence is required. An employer’s guide to right to work checks: 6 April 2022 (accessible version) – GOV.UK (www.gov.uk). If the employee is from the UK, the right to work would be their valid UK passport and a document that details their national insurance number. This will differ for foreign employees and will usually require evidence of a visa; employers should keep in mind that employees from the EU may be part of the EU settlement scheme and should ask for evidence of this. It is important that all employees are treated the same no matter where they are from to avoid claims of discrimination. Right to work checks should be completed for all employees. Employers should then also carry out ongoing checks on their employees’ right to work, to make sure their visas or passports are in date. If an employee is waiting for confirmation of their visa/ national insurance number, documentation from government bodies evidencing they have applied can be used in the interim.

How should this be stored?

It is important to note that for all right to work checks, employers should sign and date a copy of the right to work documents to say they have seen the original. This should then be clearly labelled and securely stored on the employees’ personal file. Any updated documentation should also follow the same process.

What if an employee is unable to provide appropriate right to work?

It is a criminal offence to employ/ pay individuals who do not have appropriate right to work and so is vital employers keep on top of this. If employees are unable to provide accurate right to work, after a grace period to gain this, they should either have their offer of employment revoked or their employment terminated if they are unable to evidence that it will be obtained in a reasonable amount of time.

Changes that took effect from 1^st October 2022

During the pandemic there were changes made to right to work checks to allow employers to check right to work remotely. The changes allowed employers to check right to work by arranging a video call with the employee and checking their scanned documents, if they were unable to check in person. As of 1^st October 2022, these changes are no longer valid. Checks will now either need to be in person, or by appointing an Identification Service Provider (“IDSP”). The IDSP will then use Identification Document Verification Technology (“IDVT”) to check the passport of the British & Irish national on behalf of employers. If the employee does not have a passport, then you must see their documentation in person. Please be aware that this could be carried out before the first day of employment, such as at a second stage interview. If the applicant is outside of the UK and Ireland you can use the government checking service, which will require a share code that the employee will have been issued with. View a job applicant’s right to work details – GOV.UK (www.gov.uk).

If you have any queries about the right to work checks process or any questions about your HR & Employment Law processes please do not hesitate to get in contact with or a member of our HR & Employment Law Team.

Fios Genomics

Our Client

Fios Genomics provides bioinformatic data analysis services to pharma companies and academia for drug discovery, development and applied research. (Bioinformatics is the science of collecting and analysing complex biological data such as genetic codes.)  

Founded in 2008 and based in Edinburgh,  Fios is listed among the top bioinformatics providers, with a large client base in all life science areas. In the last six years alone, its 10-strong team has grown to 46, working with top pharma companies around the world.

Our Challenge

Fios has a specialised team of bioinformaticians, statisticians and biologists based mainly in Edinburgh, AAB People has supported the company for over six years in all things HR, excluding recruitment. In the absence of internal HR expertise, Fios sought a long-term partner who could manage, develop and advise on all aspects of workplace life, employment practice and employee relations. The ongoing brief is wide-ranging general HR expertise, guidance and practical tools, from compliance and procedures to performance management, professional development and employee engagement. 

A priority since 2022 has been to provide team training across ever-evolving areas relating to people management, such as company-wide diversity and inclusion awareness, to reflect and respect the changing nature of the workplace. Also vital in the post-pandemic landscape of hybrid and remote working has been the provision of training relating to a re-distributed workforce. Pre-2020, almost all Fios staff were based in Edinburgh. Now, most work remotely or within a hybrid arrangement, presenting fresh challenges for leadership, communication and performance management.
 

Our Solution

Consultant Donna ran training workshops for all 46 Fios employees, including management team training. They included performance management and appraisals guidance for new and established managers, where sessions were created for managers to learn how to manage processes relating to performance management and employee feedback. 

Also vital was awareness training in several continually evolving areas: diversity and inclusion, the importance of emotional intelligence in a highly technical, analytical, often ‘black and white thinking’ environment, giving sensitive feedback and having difficult conversations, building resilience and the challenges and practicalities of working from home and here-to-stay hybrid working. 

AAB People also provided employee relations guidance, featuring end-to-end process education on all aspects, from mediation, casework, performance management issues to annual leave, maternity leave, absence management, occupational health referrals and disciplinary procedures.  In addition, a benefits review and set of recommendations was conducted for Fios in 2022.  

Turning to company culture, AAB People ran a Values workshop for Fios in 2020. The outcomes have since underpinned all workplace behaviour, outlook and recruitment, as well as approaches to everyday challenges and problem-solving. An adapted version of AAB’s own ‘Ways of Working Charter’ was introduced, covering mindful, respectful communication with colleagues, people development, time management and overall company culture guidance.  

An employee engagement forum was established, in which six representatives of different departments meet voluntarily every six weeks to discuss workplace incentivisation schemes, any emerging team issues and ideas for all-important team social activities, many of which happily include AAB People! 

Ensuring robust policies, procedures and compliance is another key part of the brief, including a Right to Work audit to ensure that correct documentation is supplied for every employee in every circumstance. 

Ongoing support and a ‘listening ear’ is central to the AAB People-Fios Genomics relationship. CEO Sarah Lynagh has weekly calls with Donna to discuss emerging HR issues and challenges. These might include retention challenges, performance management or specific cases relating to individuals. As testament to her trusted role as senior advisor and HR Lead, Donna is regularly invited to internal leadership meetings where people strategies and decisions play a significant part. She is also first port of call for any employees with HR questions or concerns. 

 

Our Impact

CEO Sarah Lynagh particularly values the advisory role that AAB People play over and above the practical support and guidance of everyday HR issues: 

“We have the ideal arrangement, where AAB People are part of our team but act as a slightly independent, neutral source of knowledge and expert guidance. They also ‘keep us right’ in negotiating the teething problems associated with business growth.“ 

“As CEO of a growing business, you can sometimes get lost in the weeds and the trees. It’s great to have a sounding board in Donna, who can help us decide what to sometimes let go and what to pursue. It’s also beneficial for our business to have access to her wider team and all their client experiences. It takes away the typical pain points of running a company.” 

“Before we found AAB People, we had academic processes in place and legal support, but we lacked the ‘softer touch’ expertise needed to nurture a growing team. We needed to take stock and professionalise our HR!” 

“We’ve had several new managers facing new scenarios – people whose roles are very technical and who’ve benefited from AAB People’s management training, having never run teams before or been responsible for the development and wellbeing of other colleagues. The training around diversity and inclusion and emotional intelligence really opened our eyes.” 

“The emerging issues around post-Covid hybrid-working have been particularly challenging to navigate. It was like a grenade being thrown into our working practice, leading to several new flavours of contract and with them, new types of policy and new people management issues!” 

“The world has changed; the levels of flexibility that new recruits, especially younger ones, are demanding, is brand new territory. It’s a fine balance between encouraging office-based working to suit the needs of the job Vs. alienating the discerning talent you’ve worked hard to find. The ‘Monday-to-Friday in the office’ culture is simply no longer an option for some recruits.”

“The values workshop that Donna ran for us was terrific and very worthwhile. We apply the outcomes to our daily practice and stick to those values in our comms, our marketing and in recruitment interviews.” 

Mocean Energy

The Client

This 17-strong start-up team of renewable energy specialists has recently opened satellite offices in Aberdeen and Orkney in addition to the main Edinburgh base in order to meet growing interest in decarbonisation of North Sea assets. Their flagship project is the development and installation in Orkney of a prototype wave energy machine to provide green energy with zero carbon power to the North Sea.

The Challenge

In scaling up the team and in approaching new investors to accelerate the commercialisation of its wave energy technology, Mocean Energy wished in 2020 to develop robust HR systems, policies and procedures to support ambitious growth plans. They turned to AAB People for advice and support with employee relations, recruitment and onboarding.

The original goal was to ensure that all compliance needs were being met. But support for employee relations and recruitment followed quickly as it became clear that this would be a proactive, human partnership where AAB People would help to drive the HR strategy and suggest continuous improvements and a fresh perspective.

“AAB People are embedded in our company and have given us confidence in our ability to grow. We now have strong systems and the right culture in place to do that. We didn’t know what we were missing until we met them!”

The Solution

The partnership began with a whole-team values exercise to determine the foundations of a strong, unified company culture. Trust, Expertise, Awesomeness and Morals were chosen by Mocean Energy as the basis for all day-to-day teamwork and problem-solving and for longer-term decisions about company direction.

AAB People’s own early experience as a start-up was an important influence. Helping a fledgling company develop confidence in its structure and internal systems and feel less vulnerable is key to successful growth. The depth of understanding from a similar-sized team with a similar growth history was a significant factor for Mocean Energy in choosing to work long-term with AAB People.

As well as getting to know the whole team and introducing a range of HR policies and an HR system, AAB People led and advised on the recruitment of five new hires during 2021. Job design for and consultation with engineers, technical project managers and support staff was followed by interview help and the creation of thorough onboarding and induction processes, thus relieving the management of time-consuming admin.

Employee relations, including helping the management team to support employees with any work-related concerns, is a key element of the partnership. AAB People remains on hand as another avenue for employees to discuss and address any emerging issues. The team also act as a valued sounding board for emerging conversations about people strategy and development.

The Outcome

MB and founder Cameron McNatt is clear about the value of having a well-aligned HR advisory team.

“AAB People are embedded in our company and have given us confidence in our ability to grow. We now have strong systems and the right culture in place to do that. We didn’t know what we were missing until we met them! Left to our own devices, we probably wouldn’t have written down those values. Now, we refer to the values in all our decision-making and hiring conversations, and to reflect on and preserve our culture as we grow.”

“As a result of having AAB People on board, our employees and our managers feel better supported and we feel like a fully developed company with good systems and foundations, rather than a vulnerable start-up. We feel like we have access to the whole team if we need it and our main contact Scott feels very much like part of our team, never like an outside consultant.”