Keeping up with digital changeWhy is there such an acute shortage of digital skills around the world, and what should businesses be doing to plug those ever-widening gaps?

IntroductionDigital is very much in demand. Yet worryingly, we have a global acute skills shortage.

We commissioned this report prior to the on-set of Covid-19. Whilst digitalisation has been an important agenda over the last few years, we believe the demand for digital skills will dramatically increase as the true societal and business impacts of this pandemic unfold.

In this report, we hear from experts about just how serious the digital skills shortage is around the world. We also find out from a cross-section of global organisations about the challenges faced in implementing digital transformation programmes.

Organisations are having to ‘buy’ and ‘borrow’ what are often scarce skill sets, but as we’ll see, they shouldn’t neglect the ‘build’ aspect to develop their own. And it’s not just about technical skills. Automation and robots won’t replace soft skills – those who can bridge the divide and communicate strategic concepts will be in high demand.

All of this means employers are having to adapt their employer value propositions to attract and retain the latest cohort of digital native graduates. To plug the skills gaps, they’re also looking beyond traditional talent pools, to the older workforce and the neurodiverse. Reskilling, retraining, return-to-work schemes and apprenticeships are all areas being considered.

This report also covers the topic of diversity and inclusion, which remains a business imperative as companies strive to realize the competitive edge and stronger business outcomes that are proven results of a diverse employee population.

Steve Leach Group Sector Managing Director Alexander Mann Solutions

2

The growing digital skills shortage

33

4

The scarcity of digital skills is a real concern. There is a lack of talent with the relevant digital experience, which is exacerbated by the pace of technological change. As companies continue investing in cloud computing to increase data security and to optimise cost, the whole gamut of developer skills will continue to be in high demand as will the global requirement for data architects, testers, data scientists and DevOps engineers. Investment in AI and machine learning will continue to grow as organisations move to new innovative digital solutions and business models, which means that there will be significant demand for virtually any role in the digital sector. The rollout of 5G networks driving the ubiquity of the IoT will be a gamechanger for the industry too.

“If a job has changed after a month, does the person have the agility to deal with that? In the past, the focus was on technical functional skills; in the future,

it’s about the ability to learn and adapt to change. It’s not just the role as defined in the job description, but how it will evolve in future.”

Neil Jones Managing Director APAC region at Alexander Mann Solutions

“At the moment, we might be seeing a huge demand for some of the more popular digital roles, but many more will be automated. We’ve seen the transformation of

banks on the high street, call centres are increasingly voice chatbot enabled, skills required are changing all the time.”

Janine Chidlow Sector Managing Director for Retail Banking & Insurance at Alexander Mann Solutions

The crux of the problem is that some of the required experience just isn’t available in the marketplace. “Employers might be asking for machine learning experience of five years, or knowledge for digital applications for driverless cars. But that knowledge doesn’t exist. Some of the skills are brand new, so there isn’t enough tech talent. You want to hire for skills for the future, but no one knows what those skills are,” affirms Nicola Hancock, Sector Managing Director, Investment Banking & Technology at Alexander Mann Solutions.

Soft skills are also becoming increasingly more important to employers. Having the right people who can manage change, build relationships, are resilient and able to adapt is important. Despite the rise in AI and automation, never has there been more of a need for human intervention skills. Research from Salesforce found that 84% of customers want to be treated like a person, not a number, and that’s key to winning their business.

“Organisations are looking for techies with leadership and people management experience,” continues Hancock. “In order to identify individuals with these traits, there needs to be a significant shift from skills-based to cognitive assessments in the hiring process.”

Businesses are assessing for aptitude to see if the person will thrive in a changing environment.

5

What are the implications of a digital skills shortage?Despite the growing focus on digital, there are very few countries around the world that are predicting no labour shortages in digital skills. Let’s take the US as an example: currently there are pockets of high-tech density, particularly on the country’s west coast, with growth outstripping supply. And yet, a digital skills shortfall is expected to send shockwaves to the economy by 2030, costing billions of dollars in lost revenue.

Without the right skills, maintaining high levels of growth will start to become challenging – even in a continent like Asia, where there is low unemployment across the larger cities and countries. “Singapore, for example, has a job vacancy rate of 2.6%, but for Tech & Digital roles, it’s double. There is a massive gap in digital skills, from AI roles, digital transformation, digital marketing and analytics,” comments Jones. China too, despite its incredibly rapid growth in digital, which will overtake the US in venture capital investment for tech and digital during this decade, will be faced with a shortage of talent to fill these roles.

Przemyslaw Zakrzewski is Head of Software Development Center at ABB, which specialises in digital transformation in the areas of Electrification, Industrial Automation, Motion, and Robotics & Discrete Automation. As he points out, failing to prepare for digitalization can have far-reaching consequences, “Almost 80% of respondents of an ABB Polska and Computerworld survey in 2019 reported that they don’t have a strategic plan for developing their competencies in relation to the digitalization of their products and business models. We have to raise awareness and understanding, especially among SMEs that digitalization generates a real competitive advantage.”

While the opportunities are huge, organisations are faced with a number of challenges in their transformation journeys. The next section explores these challenges in detail.

6

Digital transformation

7

There has been a fundamental rethinking of how businesses operate and engage with their customer base.

Digital transformation is one of the highest priorities on the business agenda, evidenced by a significant surge in spending over the past decade. According to an International Data Corporation (IDC) forecast, organisations were scheduled to invest over $1 trillion on digital transformation in 2019, an increase of 17.9% on the previous year. That will rise to $2.3 trillion by 2023, which equates to over half of total IT spending.

Large established organisations and start-ups alike, who are all at different stages of the digital transformation journey, have turned to tech in a bid to drive differentiation and efficiencies, often re-engineering their entire business processes and culture as a result.

Organisations have realised that they have to transform their end-to-end business models, rather than using tech as a lever just to create incremental efficiencies. As Iain Simmons, Global Head of Technology Sector at Alexander Mann Solutions, notes, “All it takes is one start-up with venture capital investment and backing to come in and completely shake up an industry, so they can’t afford to sit still.”

8

Which countries are leading the digital change?A recent report by Tech Nation found that the UK remains Europe’s top hub for fast-growing technology-enabled businesses. Britain is third, only behind the US and China in venture capital funding for digital enterprises. In 2019, eight UK digital companies passed the $1bn valuation mark.

Across the APAC region, China has a strong culture of innovation, powered by digital apps like WeChat and leads the way in mobile first tech and digital strategy. Singapore is ranked number one in the Asian Digital Transformation Index, thanks to a strong digital infrastructure and a government that invests in digital skills. South Korea and Japan are also very advanced digitally, with Thailand and Vietnam having a very high uptake in social networking.

But by far the biggest supplier of digital talent is India, a country with a population in excess of 1.3bn. “Clients are looking to use India as a global centre of digital skills and the country will play a prominent role for years to come. The rise of digital talent in India has been nothing short of meteoric and it finds itself in a position of over-supply. The issue is how to match talent to opportunities,” comments Jones.

Whereas banking, travel, hospitality, telco and ecommerce are the most digitally mature industries in Asia, other industries are leading the charge in Europe.

The retail banking sector in the UK was an early adopter of digital. “Financial services organisations have needed a strong digital roadmap and strategy given that people want a consumer-grade experience that’s akin to what retail customers are experiencing. The success of the digital banks, such as Monzo and Starling, has further highlighted the need to invest in digital,” says Chidlow. “Banks now want to be seen as fintech organisations, positioning themselves as businesses that cater for tech talent.”

“There are headwinds in Engineering and Automotive, two sectors that are going down the digital route aggressively. Although automotive is going through tough times, digital transformation is fundamental to their business to stay ahead of the curve.

Automotive engineering in Germany, for example, is a hotbed of digital talent.”

Maxine Pillinger Director RPOS at Alexander Mann Solutions

Challenges faced in implementing digital transformationAn Everest Group report identified that 78% of digital transformation programmes fail to deliver the anticipated value, or any real value at all. But it remains critical to businesses to find a way to continue the journey.

For long-established UK-headquartered global sports betting and gaming giant William Hill – a company that can process as many transactions per minute at peak times as the world’s leading online retailers do on Black Friday – culture and communication are pivotal to success. “I think the digital transformation journey means different things in different sectors and to different people. One of the major challenges is how you can communicate what it will look and feel like when you have ‘transformed’. It’s like shooting a moving target. Having a culture and people that are willing, ready and know how to change is fundamental,” says Mark Skinner, the company’s HR director for Digital & Technology.

The global picture is also markedly different. The US market continues to be tough, given the competition with companies increasing headcount in the tech space due to innovation and transition to a more digital interface with customers.

This may be the most exciting time in the history of tech – with the fourth industrial revolution bringing about a pace of change the world has never seen before – and the onus is on businesses to drive digital transformation by creating innovative strategies to attract and retain talent.

9

10

Working towards digital transformation

1Develop a strategy

3Communicate and engage

2Plan for transformation

4Adapt to the transformation

While digital transformation is by no means a new concept, the imperative for businesses to evolve and create or retain their place in this brave new world is growing exponentially. To meet this challenge, it’s critical for organisations to recognise that they need a broad strategy that looks to maximise the value of existing talent while opening minds to broader pools of potential new talent, and then complementing that with short-term skilled resources. The common theme across the globe is that talent demand and scarcity is one of the main challenges businesses need to address if they are going to remain competitive and relevant in this rapidly changing world.

The most successful programmes start with top-down vision from the C-Suite and the creation of a culture where change is seen as imperative and, in effect, the norm. Resistance to change is a significant barrier that businesses need to overcome, which is why open and transparent communication of the transformation vision, aspirations and progress is so important.

With technology evolving at a rate faster than ever before, planning becomes even more important, but also more challenging. Organisations need to be able to change direction rapidly to take advantage of new market opportunities or new technological advances. While there will be a vision of where a business wants to get to, the specifics of the journey may change often – new tech, new services, new customer thinking, for example. But there is no escaping the requirement of maximising the value of your talent and taking them on that journey with you.

A talent management and acquisition strategy must emphasise activities geared toward helping employees positively adapt to the transformation. This also means assessing and hiring new people with the right attitude and aptitude to embrace ongoing change. The more adaptable an organisation’s people are, the more agile the business can be.

11

Bridging the digital skills gap

12

On the one hand it’s about finding the people with the right mindset, digital expertise and soft skills, but conversely, what are organisations doing to attract the right talent? Given the scarcity of available talent and a shortage of skills that even digital natives don’t possess, organisations are having to think outside the box and look at other ways to bridge the gaps.

Considering that many organisations are looking for product development resources for varying technologies, attracting and retaining talent is a constant challenge. “We’ve looked at engagement and retention schemes, learning and development programmes and also our office environments – we have to be innovative and agile to respond to our colleagues’ expectations. We have also been much more aware of our social media footprint and how we’re rated on company review sites,” says Skinner.

Organisations are also aware that if they don’t retrain their own people or invest in development programmes, potentially partnering with training providers who can give them the capability or infrastructure to do that, then they will lag behind the digital transformation curve.

Build, buy or borrow?Whereas historically most organisations would have been in the ‘build’ or develop from within camp, the landscape has changed over the past 20-30 years. Digital transformation has expedited more of the spread into ‘buy’ (external hiring) and ‘borrow’ (short term/interim contingent resourcing, using contractors, freelancers and consultants for assignments).

Although many organisations are in the ‘buy’ phase, the nature of that is changing, as they are having to realign their strategy between the three. By being overly focused on the ‘buy’, organisations are not only competing for a finite talent pool, but run the risk of losing their cultural identity, given a more transient and costly workforce.

Although most are now looking at more aligned total talent strategies, organisations will need to ‘borrow’ more, given the project-led nature of the work. Such is the case with the GDS. “We have a number of projects that we have undertaken during the digital transformation journey that often require specialist support for interim periods during various phases of the project. However, financial and policy has sometimes impacted our ability to deliver in the most efficient way,” says Joe Pace, Resourcing Manager at the Government Digital Service (GDS), UK.

For Zakrzewski and ABB, business relevant experience and hands-on domain knowledge are fundamental to success. “The difficulty is that experience cannot be bought, it just comes with time. The key is the right selection and team combinations of young generation Z analysts with the experience and work style of their X or Y counterparts.”

According to Chidlow, organisations should be combining all three. “Rather than worry about whether someone may or may not have done the job before, focus on moving internal talent. There are people who live and breathe company values, and who are quick to learn and demonstrate tech savvy skills. Investing in training around ‘build’ is the biggest disruptor. It’s about being more agile in knowing the skills you have and moving them around.”

“From a salary/day rate perspective, we are competing with the private sector, which can simply pay more money for peoples’ services. That’s why WebOps engineers and technical architects have been the most difficult to source.”Joe Pace Resourcing Manager at the Government Digital Service (GDS), UK

Strategies to attract the right talentGiven that Gen Y and Gen Z will make up around three quarters of the global workforce by 2025, organisations are having to tailor their talent strategies and employer value propositions (EVPs) to ensure that they can stay relevant and attract the younger workforce.

These are generations used to having everything ‘on demand’ in an environment where access to an enormous array of data is instantaneous. These individuals are looking not just for greater flexibility, but and an improved work-life balance. As a survey from Workhuman found, if workers’ personal values align to those of their organisation, they are three times more likely to recommend their company to a friend and four times more likely to love their jobs.

As Zakrzewski explains, “We have to cater for the ‘always online, always with a smartphone’ generation. This means focusing on communication and paying even greater attention to the true and genuine values held by ABB, which are built on trust, authenticity and transparency. Our message must be super concise, often expressed only with symbols and emoticons, using the medium of video to drive home the message succinctly and impactfully.”

While Gen Z is an extremely good fit for ABB, the company realizes that it has to get its messaging right if it is to attract the top talent. This includes highlighting its corporate social responsibility and sustainability initiatives, such as ‘Mission to Zero’, its target to achieve a zero-emission reality. The company has also redefined profiles and ways of working to appeal to the new generations.

13

14

To attract skilled specialists, the GDS has had to adapt its EVP and sell the importance of its work as a public service.

“The key lies in being better at bringing in permanent and contingent recruitment holistically – the contract type shouldn’t matter, hiring the

best talent should always be the end goal.”

Nicola Hancock, Sector Managing Director, Investment Banking & Technology at Alexander Mann Solutions

“With Gen Z in particular, we find that priding ourselves on facilitating learning and development for our perm staff is an attractive proposition. We have been able to

offer incentives, such as apprenticeship courses, alongside the main day job, as well as the opportunity to take learning days and the chance to attend courses.”

Joe Pace Resourcing Manager at the Government Digital Service (GDS), UK

Gen Z want to work for exciting start-ups, so more established organisations have to position themselves differently if they want to compete for top talent. “You have to take it back to the starting points, namely the application and selection process – if it isn’t automated and digitised, you’re already up against it. Younger individuals need to see that organisations are agile, as they want to come in and make a difference. Big banks have become savvy to that, hence why they are positioning themselves as fintechs to resonate with today’s digital workforce,” remarks Chidlow.

The battle for digital talent also requires a different mindset. As Joy Koh, Head of Consulting, APAC for AMS, sums up, “Millennials and Gen Z expect the ‘Amazon experience’ with the business applications and technology they work with. Candidate and Employee experience needs to reflect the same consumer-grade user-centric design that they’re used to. They want the flexibility to work on projects that reflect their commitment to being good global citizens, and demand greater personalization in how their career journey evolves. Organisations need to provide an environment that makes them want to stay.”

Individuals recruited for digital roles tend to have entrepreneurial and creative mindsets and are likely to stay in a role for shorter periods of time. Organisations typically have a digital roadmap with a three year plan to build it out and then they scale back headcount once they have executed. “We could actually see a wealth of digital talent becoming available in the market in a few years’ time,” says Chidlow.

Organisations have to recognise the needs of candidates and not see this as a negative.

Developing talent from withinAnother way for organisations to bridge the talent gap is to see if the skill sets of their current employees can be transferred to other areas of the business. A key area of focus for employers is how to harness the skills of other under-utilised talent pools, such as the older workforce. This is the decade of the ‘yold’ or ‘young old’, the ‘baby boomer’ generation who are continuing to work beyond retirement age.

“Some engineers might want to go down a more digital than mechanical route,” explains Pillinger. “People have different aptitudes and digital is all about interaction with consumers, so there will be different categories of workers who demonstrate the right behaviours and can move into digital roles. There may be some individuals whose skills will have already touched digital – do they have the appetite to go into it in a more detailed way?”

As many studies have shown, these individuals not only bring a wealth of experience to the workplace but are just as productive, if not more so, than their younger counterparts. According to the US Bureau of Labor Statistics, the percentage of 65-74 year-olds is forecast to reach 30.2% of the population by 2026, up from 26.8% (2016) and 17.5% (1996). For the over 75s, the numbers read 10.8%, 8.4% and 4.6% respectively.

According to Simmons, “Companies need to become more age friendly. Older workers can often understand the organisation’s culture and politics very well and it’s just as important that they’re offered development and retraining opportunities as well. There’s an enormous pool of older workers who have the elasticity, willingness and ambition to learn. Most of the focus around training and reskilling is based on the younger generations, those in the early and middle stages of their career rather than more established workers. Older workers bring a whole set of attitudes and skills that can add a huge amount of value to organisations.”

Having a mix of cross-generational talent also brings many advantages. ABB’s Zakrzewski notes, “Although the average age of our teams is probably in the early 30s, we have people from all the generations, so X, Y and Z. This is a big benefit as generational differences can complement and strengthen each other. Reverse mentoring, for example, is something that we’ve found extremely beneficial with Gen Z, showing how to interact with new technologies, networks, communication styles and how to value the world.”

15

16

Here are some global examples of organisations and countries that have invested considerably in programmes to reskill their employees.

Malaysian low cost airline AirAsia launched a new tech academy in partnership with Google, offering courses on digital marketing, software engineering and tech infrastructure design.

‘Tech She Can’ Charter is a UK initiative where organisations can demonstrate their commitment to work with schools to boost the number of females in tech.

Amazon, the multinational technology giant, announced its intention to train 100,000 employees as part of its ‘Upskilling 2025’ programme.

Henkel, the German chemicals giant, is offering an 18-month training programme providing young professionals with the opportunity to be directly involved in the company’s digital transformation projects.

The Singaporean government introduced its ‘SkillsFuture’ programme in 2016, which is open to all citizens over 25.

US investment banking conglomerate JPMorgan Chase & Co. will partner with the Massachusetts Institute of Technology (MIT) to identify and forecast future workplace skills.

Reskilling and retraining for a ‘digital first’ reality

“It’s important that managers are supported by HR or trained on how to manage a diverse workforce, as they’ll be working with people who

are not used to working in a 9-5 environment.”

Janine Chidlow Sector Managing Director for Retail Banking & Insurance at Alexander Mann Solutions

Looking at other diverse pools of talentWhile there is an increasing awareness and a big focus on D&I, the concept and its implications vary among countries.

“The reality is different across Asia,” explains Jones. “For Singapore, it might be about fair employment practices, in India more gender focused. Japan has realised that it needs more female leaders given the ageing population and dwindling number of male managers. There has been an increase in spending on childcare facilities in Japan. But generally, as there is less legislation on diversity in APAC, organisations are still taking the lead and the policies around diversity are mainly gender based. What we’re really talking about is talent and opportunity for talent. In digital transformation, an inclusive team is likely to perform better than a non-inclusive team.”

More rigid and traditional hiring processes have hindered the D&I agenda with more work needing to be done so that digital roles can appeal to more diverse audiences, such as the neurodivergent, including those with learning disabilities, such as autism and dyslexia, who represent around 10% of the population. According to the National Autistic Society, only 16% of autistic adults in the UK are in full time employment, yet 77% want to work.

“It depends how open minded the organisation is. Are they willing to hire more neurodiverse candidates, such as autistic individuals who have such amazing skills that are suited to tech roles? Similarly, targeting returners to work would encourage a real positive lens on an inclusion strategy for getting more women into digital and tech careers,” stresses Chidlow.

That’s one of the things the GDS has been doing. “We have run a ‘Return to Work’ scheme to allow people who have been out of work for a longer period to apply and be considered for fixed-term contracts if successful at interview. We have also had great success with the ‘Movement to Work’ scheme in partnership with the DWP where people looking for work join us on an eight week placement. Many have actually stayed on working with GDS in full time jobs. Apprenticeships is something new for GDS, but this is now another avenue that we are exploring to attract talent,” says Pace.

But just how much are current D&I programmes really changing things within the overall workforce? “It’s not just how you bring talent in but what you offer in terms of progress and talent development,” signals Hancock. “Some organisations are focused on internal mobility, which means people understand the culture, but that doesn’t align with increasing the diversity of your workforce. Lots of things need to be considered holistically to really move the dial. It’s not easy, but there are lots of opportunities to drive change.”

17

Developing an authentic Employer Value Proposition Vision and brand have never been more important than they are today. To attract and retain talent, businesses need to be clear and authentic in their communications and engagement activities. With so many organisations reaching out to the same groups, differentiation and honesty is key. Being able to get employees or potential new hires excited about the transformation journey, but also helping to shape their thinking about the role they themselves could play in that makes a huge difference to success.

Promoting learning agility How can you hire people with skills that don’t exist or ensure your business is resilient and agile enough to change as an industry changes? There will always be times where bringing in new skills may be the right choice – versus retraining and vice-versa – but the consistent theme should be to aim to have learning agility as much as possible across the workforce. Retaining and reskilling staff is important to keeping the culture of a business thriving, but for a business to evolve, employees in the digital age need to be adaptable and able to learn.

Achieving a ‘sustainable core’The prevalence today of tools and platforms supporting self-learning and social learning gives people more opportunity than ever before to reskill. A flexible and sustainable core can be created, provided organisations have the right focus on assessing learning ability and other key soft skills, as well as any potential tech skills through the recruitment process.

Buying for the short termThe pace of change of technology and agility required to deliver projects and the changing needs of workers is driving major change in the world of work. The gig economy is continuing to grow and the average tenure of digital workers is lower. This means that organisations benefit from having specific skills on a short-term basis. However, the major hiring challenge, and just as important in engaging the best talent, remains the competition for those with real world experience of these skills and the need for a compelling proposition for candidates.

Engaging with non-traditional talent pools Businesses who either have a more diverse workforce or are genuine about their plans to create one are seen as more attractive employers, especially by the “digital native” generations. A diverse employee base leads to greater diversity of thought, which in turn boosts creativity, generates better ideas and ultimately delivers stronger business outcomes. Having diversity at the heart of a talent acquisition strategy is also key to finding talent that other businesses may miss, which can be a real competitive advantage as talent shortages create significant risks to businesses ambitions.

1

2

3

4

5

How can companies start bridging the skills gap?

18

Focusing on talent retentionWhile there has been an increasing move towards to ‘buying’ and ‘borrowing’ talent, there’s no question that organisations still need to focus on talent retention to keep the culture of their businesses from being diluted or even lost. Domain and business knowledge develops over time and this is likely to become even more important in the coming years.

6

Looking beyond technology skills The sophistication of bots, AI and machine learning technology will move the human work environment more towards softer rather than logic-based skills. The ability to solve complex problems using empathy, creativity, persuasion, collaboration and adaptability is likely to be more important in the future than technical skills, so this shouldn’t be overlooked in an effective talent strategy.

7

19

What does the future hold?We sought out the opinions of industry leaders and our own specialists to bring you a true picture of the current state of digital transformation across industry sectors around the world. Covering a wide range of topics, this is what we discovered:

The talent shortage in digital skills across the globe is very real. It remains a top business priority for organisations striving to keep up with the frightening pace of technological change.

Employers realise that this is the talent of the future and are investing in their EVPs, training and benefits packages to make their organisations attractive to the new generations. L&D programmes have become increasingly popular in the fight to battle the skills gaps.

In the digital age where tasks are increasingly being automated, the value of soft skills cannot be underplayed. A survey by digital customer service software provider Helpshift found that over half of survey respondents (50.7%) said that the top challenge in dealing with a chatbot is that it would keep them from speaking to a real person.

Governments, educational establishments and businesses all have a joint responsibility to help resolve the digital skills crisis. And as we’ve seen, there are many positive examples of companies and countries doing just that.

Such are the advancements in technology that, unsurprisingly, companies are struggling to keep up with the demand of ever-changing skills. Even Millennial, Gen Y and Gen Z ‘digital natives’ often don’t possess the specific skills required.

But businesses have to cast the net wider and hire from much more diverse talent pools. There are many under-represented groups who have very relevant transferable skills and the learning agility to pick up new ones. Companies need to tap into these and look at how they can offer more training, for example, to their older workers. According to the Harvard Business Review, there should even be a C-Suite level role dedicated to reskilling.

20

alexandermannsolutions.com

This document is the property of Alexander Mann Solutions Limited and Alexander Mann Solutions retains the copyright herein. The information contained herein is confidential to Alexander Mann Solutions and should not be copied or disclosed to any third party without our prior written consent. The information contained herein should be disclosed only to those of your employees who are directly involved in the project to which the document relates.

This document is subject to a formal contract and not an unqualified offer. No binding relationship (in law or in equity) and no legally enforceable right or obligation will be created until formal contract documentation has been executed.

For the avoidance of doubt, all information in this document is subject to obligations of confidentiality and is not “Feedback” to be freely used.

@weareams

WeAreAMS

Alexander Mann Solutions

WeAreAMS

WeAreAMS

AMSofficial

AMSofficial

Get in touch