Morson Group has recorded another record year as Group revenue jumped from £1,151.7m in 2022 to £1,332.9m in 2023, underscoring Morson’s ability to scale its operations efficiently while maintaining high levels of service and client satisfaction.
The Group also reported an adjusted EBITDA of £53 million, a noteworthy increase from £45.1 million in 2022, and increased its contractor numbers by 1,000. It has also been a year of recognitions for the Group, which was awarded seven prestigious awards, including the APSCo Outsource Talent Partner of the Year (APSCo Awards for Excellence) and the Armed Forces Covenant Gold Award (Ministry of Defence Employer Recognition Scheme), a distinction Morson has held since 2017. Morson also received a 3* Accreditation – the highest standard of workplace engagement – from Best Companies in their list of World Class Employers.
Morson’s success was propelled by buoyant, investment-centric core sectors such as rail, defence, energy and power, with particularly strong performances from several of its businesses, including the Morson Engineering Group (comprising design consultancy Morson Projects and Waldeck), Morson Talent and Vital Human Resources.
Morson Group CEO Ged Mason commented:
“Our unwavering focus has been to listen to our customers, adapting and innovating to provide tailored and relevant people solutions and services, pushing technological advances and drawing from a rich tapestry of knowledge and expertise within the companies under our wing. With another year of strong growth, it’s clear that this approach is paying off. Beyond the financial performance, driven by our people, colleagues, and client partners – our most valuable assets – I am incredibly proud of our family team ethos across the Group.
Their contributions are essential, and without their dedication and alignment with our core values, we wouldn’t be able to achieve this success. I’m also thrilled with our environmental, social, and governance efforts, particularly initiatives that promote social mobility and create opportunities for disadvantaged or overlooked talent to thrive.
Our partnerships with organisations like IntoUniversity and The University of Salford highlight the powerful impact of industry-academic collaboration in nurturing future talent.”
Morson Group CEO Ged Mason
Morson Group CFO Paul Gilmour added:
“With our breadth of highly valued services in demand from our clients, valued contributions have been made across the Group and we have again achieved record results for the year 2023. Thanks are due to all involved, including our support and systems teams’ efficiency and dedication. Our ethos, characterised by a strong sense of family and community, is evident in every corner of the Group, and I take immense pride in witnessing our collective strength grow with the passing of each year.”
CFO Paul Gilmour
Our purpose is to positively impact lives every day, and every member of the Morson Group is driven to fuel innovation, empower industry and enable opportunities for people.Read our Morson Group STEM Foundation Impact Report here
Our purpose is to positively impact lives every day, and every member of the Morson Group is driven to fuel innovation, empower industry and enable opportunities for people.
The UK’s ongoing STEM skills shortage has been estimated to cost the UK economy £1.5billion per year. It is a problem that can be alleviated by increasing the provision of opportunities for young people, regardless of their background. The initiatives we have supported as part of the Morson STEM Foundation in association with the University of Salford, have been centered on the dual challenges of developing a robust skills pipeline to future-proof STEM industries and opening up educational and career opportunities to underrepresented or disadvantaged members of our society.
From our Gerry Mason Scholarships, which have helped undergraduates since 2015, to our recent partnership with Primary Engineer to engage primary school age children into STEM, our Foundation aims to make a difference across multiple touchpoints and age groups.
Our inaugural Impact Report documents the results of these partnerships and measures the tangible differences we are making in our commitment to STEM futures.
Students from the University of Salford’s Salford Racing team celebrated an amazing achievement at the annual Formula Student event, ranking P8 in the world in the prestigious student engineering competition.
Taking place each year at the home of British racing, Silverstone, the IMechE Formula Student event is a student engineering challenge aimed at developing the next generation of world-class engineers. Students design and build a race car from scratch, and then put their engineering and business skills through a series of challenges, including chassis, noise, brake tests and more.
Morson sponsors the team as part of our STEM Foundation programme, which aims to increase the talent pipeline for STEM by widening participation and creating pathways into education and training.
In 2024, the Salford Racing team not only passed all scrutineering challenges for the first time ever, they also managed to make the endurance race, a 22km test of the cars’ reliability and overall pace. The final stage was completed by the two drivers, earning the team an amazing 8th place finish overall, soundingly beating all of the other North West-based universities, including the University of Central Lancashire, the University of Manchester and the University of Bolton.
This is by far the best result the team has ever achieved (P46 in 2023, P31 in 2022, P58 in 2019). During the 2023 event the team were unable to get past the noise test, as a problem with the engine upon arrival at the track had led to a frantic rebuild, which sadly led to time running out. But there would be no such issues this year, as the team completed the build 48 hours ahead of their 2023 time.
Ollie Parsons, an aeronautical engineering graduate who took on the role of Team Principal for the end of the 2021 season through 2022, talks about the important skills required to make the project work:
Rigorous build and testing
TThe car consists of a single cylinder engine and a space-frame chassis made up of steel tubes. The students buy long 6m lengths of tube steel, which they laser cut, and weld together into the design that they have come up with. Once assembled at the event, the car faces a series of scrutineering challenges to judge the car overall. Design judging asks students to explain the design engineering decisions behind the car they have built. Cost and manufacturing assesses their understanding of the real-world implications of building a design, including how much will it cost to make components at scale, and how the manufacturing processes affect that.
In the business presentation the team pitch a fictitious business plan to a series of judges in a Dragon’s Den style format, asking for investment in the continued growth of their company.
Before the engine can be started and the car moved under its own power the team must prove to motorsport safety experts and IMechE scrutineering volunteers that it is safe. Technical scrutineering (“Tech”) involves passing a rigorous checklist, ensuring that the car complies with both the 190-page Formula Student rule book and adheres to general good engineering design practices. Safety involves includes checking the drivers can escape from the car within 5 seconds, starting from a fully strapped in position and ending with both feet on the ground and not touching the car, and ensuring that protective safety equipment is in date and undamaged.
Chassis checks the structure of the car matches the detailed chassis design that was submitted for review by design judges. This is important to check that the car will be strong enough to keep the driver safe in the event of a crash.
Tilt tips the car over at 45 degrees and then 60 degrees to check the centre of gravity is low enough for safe operation, and that the car won’t be leaking fluids like oil, coolant, or petrol all over the track. Noise checks the car is underneath the maximum noise level at a particular engine speed/RPM. The RPM is calculated to achieve a certain linear piston speed. Brake checks the car’s brakes can stop the car quickly and effectively.
Upon completing the scrutineering challenges, the car is then put through it’s paces on a custom track on Copse corner on the Silverstone track on Sunday. The endurance race is designed to test the cars reliability and overall pace, with 25 laps of the circuit needing to be completed in order to attain a final ranking in the competition.
As they’d never before passed all the required stages of scrutineering, the Salford Racing team had never been on the track before. The two drivers completed the endurance race in good time, and finished the event ranked in the top 10 globally.
Dr Maria Stukoff, Director of the Morson Maker Space at the University of Salford, commented:
“I’m just proud as punch of the team for making the track for the first time ever. Last year’s team had real battles on their hands, having to work through the night to even get through to scrutineering but ran out of time. But the 2023 team, some of whom form part of the 2024 cohort, was able to pass on their experience nad learning onto this years team, which really showcases how successful it is when students have that longevity to pass on what they learn to the next generation.
I see students come into first year and join Saldord Racing and go all the way through to graduate, there’s so much personal learning that goes on. Not only have they learned teamwork and negotiation skills, but the tenacity and that sense of resilience for when things don’t go right. They grow with all of those ‘smart skills’.”
Click here to find out more about how we’re collaborating with businesses to understand their skills needs and aligning them with a strategy for creating career opportunities developing skills, delivering social value, and enabling brighter futures.
Karting champion Daniella Sutton may only be 15, but she’s setting her sights on something huge.
Since her first experience in a kart at TeamSport Trafford Park at the age of 6, Sutton has enjoyed an enviable rise in racing. 2023 saw her winning numerous trophies, with one of the highlights being her fourth-place finish in the prestigious Daniel Ricciardo series. What started as a hobby has quickly turned into a potential career path, with an exciting chapter opening up as she switches from karts to cars for the first time, competing in the Fiesta Junior Championships.
For International Women’s Day, Daniella spoke to us about how her passion for motorsport has developed over the years and how her sights are firmly set on becoming the UK’s first female Formula 1 driver.
What was your first karting experience?
My dad took me for my sixth birthday to TeamSport Trafford, which was originally Daytona. At first, I actually didn’t want to put the suit on. I cried because I didn’t like the feel of the suit and didn’t want to put the suit on, but as soon as I got that helmet on and got in the car, I loved it!
Daniella Sutton on the podium
How did karting change from a hobby to a potential career path?
It was more of a hobby and not a very regular thing up until I was about ten and then we started going more regularly to indoor kart tracks. When I was eleven we were like, ‘Well, why do we take it further?’ Someone suggested the Daniel Ricciardo series and to race in that I had to get my Motorsport UK license for karting. Once I acquired my Motorsport UK license for karting, we took it very serious from then on, realizing that I wanted it as my career path.
I competed at Shenington for my first ever race and it was just amazing. Even though I was towards the back of the grid, it was like, wow, I’m racing with such amazing drivers and inspirational drivers as well, such as Alisha Palmowski. Alisha is one of my good friends now, she raced in the Ginetta Juniors last year and is looking to take her career further within motorsport.
How easy is balancing racing with school?
Alongside racing, my academia is very important because obviously the main goal is to become a racing driver, but you always have to have something to fall back on. I try and catch up with school as much as possible and sometimes it is tough, but my teachers help me a lot and the school support me with my racing. I think the hardest thing is when I’ve been sick
What is your planned route to reach F1?
We know that there are lot of women-driven ambitions these days to get women into the sport, such as the F1 Academy. We’re competing in the Fiesta Junior Championship this year, so we’d be looking then further along the line at trying to get scouted for the F1 Academy if possible, because if a rally driver has done it, it doesn’t mean a tin tops driver can’t as well.
How difficult is it to battle through illness when racing?
I have Juvenile Idiopathic Arthritis as well. So, I’ve had a lot of time out of school because of that. But then I manage to catch up in school, which is the main thing. Then also fitness comes into play as well, to be a high-performing athlete, you need to work on your fitness because of the G-forces endured during the racing. If you are physically fit, you’ll be mentally fit as well to be able to tackle any tasks at hand on track. I often find that the adrenaline helps, so the adrenaline of the racing, takes the pain away if I do have any pain. My arthritis is manageable at the moment with Immunosuppressant medication called Adalimumab and so that helps my body to stop fighting itself essentially. I don’t really get that much joint pain, but if I do, then we manage it with Naproxen, which is an anti-inflammatory.
Where do you see yourself in the next five years?
I want to see myself racing at the highest echelons of Motorsport that I physically can but to do that, I’ll need backing from sponsors such as yourself and other people who are willing to support me on this journey.”
We look forward to continue to follow Daniella’s incredible journey in the season ahead and all of Morson will be cheering her on.
One of the most anticipated moments in video game (or indeed, entertainment) history happened on Tuesday 5th December 2023, with Rockstar Games unveiling the first official trailer for the next entry in the Grand Theft Auto series, GTA 6.
Well, that would have been the case, had the trailer for the game not been leaked the day before, forcing Rockstar into crisis mode as they attempted to realign their meticulously planned global marketing campaign timelines to adjust for the unexpected early release – the latest in a series of similar leaks that have plagued the closely-guarded development of the game in recent years.
LONDON, UK – July 2023: Rockstar video game company logo. 3D Rendering.
With the previous instalment, GTA5, selling an estimated 190 million copies to date and becoming the second-best selling video game of all time (after Minecraft), the hype, anticipation and indeed the budget for the sequel has been unlike anything ever seen before. Couple that with the almost complete silence from Rockstar Games since the 2013 release of that game, and the tremendous success of their project in-between, Red Dead Redemption 2, and you can begin to see why the first trailer release broke YouTube records.
But aside from these headline-grabbing achievements, Rockstar Games has found itself in the news more in recent years because of something very different to an anticipated new release.
Behind the phenomenal success and acclaim of the company, headquartered in New York with notable studios in Edinburgh, London and San Diego, lie reports and allegations of a toxic culture at Rockstar that have surfaced over the years. These allegations have shed light on issues related to excessive crunch, lack of work-life balance, discrimination, and all-out harassment, issues that Rockstar is not alone in facing. In fact, it’s something that much of the tech industry has had to work on.
In this article, we take a look at the allegations of a toxic culture at Rockstar Games, the work that they have been forced to do in light of this, and why workplace culture is something all businesses must excel at in the fight for the best tech talent.
Crunch time at Rockstar Games
One of the most prominent issues in the supposed toxic culture at Rockstar Games has been the pervasive culture of crunch. Crunch refers to the practice of requiring employees to work long hours, often unpaid or under extreme pressure, to meet tight deadlines or milestones in game development. Reports emerged about developers working 100-hour weeks during the development of Red Dead Redemption 2, sparking controversy, and drawing attention to the company’s demanding work culture. This practice not only takes a toll on the physical and mental health of employees but also contributes to a high turnover rate within the company.
This crunch culture is deeply intertwined with the lack of work-life balance at Rockstar Games. Many employees reported feeling pressured to prioritise work over personal life, leading to burnout and mental health issues. The expectation of long hours and constant availability fosters an environment where employees struggle to maintain a healthy balance between their professional and personal lives.
A former employee stated that they had “worked 80 hour weeks at Rockstar until [they] had a breakdown. If I hadn’t, my contract would have been terminated.”
Former PR and social media employee Job Stauffer claimed in 2018:
“It’s been nearly a decade since I parted from Rockstar, but I can assure you that during the GTA IV era, it was like working with a gun to your head 7 days a week. Be here Saturday & Sunday too, just in case Sam or Dan [Houser, co-founders of Rockstar Games] come in, they want to see everyone working as hard as them”
Job stauffer, former PR and social media at Rockstar (2005-2010)
The development of Red Dead Redemption 2 (2018) saw Rockstar face accusations of promoting “100-hour working weeks”
Sexism, discrimination and the ‘lads club’
Aside from the issues around crunch, there have been allegations of discrimination and harassment within the company. Former employees have spoken out about instances of sexism, homophobia, and racism in the workplace. These reports shed light on a toxic environment where marginalized groups feel undervalued, unwelcome, and unsafe.
A 2018 gender pay gap report on Rockstar North revealed that female staff were paid 64% less than male staff on average, with only 8% of the highest paid staff female.
Sources within the company also reported that the developer had a workplace culture of “drinking, brawling and excursions to strip clubs.”
The lack of proper mechanisms to address these issues further exacerbates the situation, leaving employees feeling unsupported and vulnerable.
How has Rockstar Games worked to change its toxic culture?
Rockstar Games’ management has faced criticism for its handling of these allegations. Critics argue that the company’s response has been inadequate and that a systemic change in the company’s culture is necessary to address the root causes of these problems. Despite public statements promising improvements, the recurrence of similar issues suggests that fundamental changes have yet to be implemented effectively.
The toxic workplace culture at Rockstar Games has not only affected current employees but has also tarnished the company’s reputation. It has led to negative publicity, affecting the perception of both consumers and potential employees. The gaming industry, which has increasingly focused on promoting healthier work environments, has scrutinised Rockstar Games for its failure to address these pressing issues adequately.
However, it is important to note that not all employees’ experiences at Rockstar Games have been negative. Some have praised the company’s dedication to creating innovative and groundbreaking games while acknowledging the challenges and sacrifices that come with game development. Additionally, there have been efforts to improve conditions within the company, such as implementing employee wellness programs and reevaluating work practices. In 2018, Rockstar North’s co-studio head Rob Nelson talked about the need to change the way they operate. While acknowledging that it was challenging to produce something as creative and ambitious as the titles Rockstar are known for, he admitted that progress was being made:
“[We are working] as best we can, and it’s something that we’re always striving to get better at. We’re growing as fast as we can, and we’re structuring our departments based on need, because we don’t want people working too hard. Do people work hard and is there overtime and extra effort put in? Yes, there is. Is it something we want happening regularly for long periods of time or as an accepted part of our process or as a ‘badge of honour’ thing? No, it is not. We are always trying to improve how we are working and balance what we are making with how we make it and we will not stop working to improve in this area”
Rob Nelson, Rockstar north
More recent noises from within the business suggests that, while not fully there yet, the company are indeed on the right track. The development time for GTA 6 has been much longer than many previous Rockstar titles, due in part to the reduction in crunch. Couple this with a restructuring of the design department and converting contractors to full time employees with additional leave benefits, it’s apparent that Rockstar Games is on a journey to change its culture for the better.
The next instalment of the series will also see a playable female character for the first time since the original Grand Theft Auto, released in 1997 and the first time in the 3D era. This is something that fans have been wanting for many years, with Rockstar listening to some of the criticism levelled at its previous titles.
The gaming industry continues to watch closely as Rockstar Games navigates the path toward meaningful cultural change within its organisation.
Why workplace culture is vital in the war for gaming tech talent
In recent years, the tech industry has seen a dramatic increase in the demand for skilled workers, due in part to a substantial skills gap. Thus, a tech talent war has heated up, with employers desperate to fill roles and candidates often able to negotiate inflated salary and benefits packages.
Video game companies like Rockstar have long relied on their employee’s innate passion for creating the games to keep them in their roles. While working for one of the most world-renowned companies on some of the biggest games ever released is certainly a positive, a poor culture at Rockstar could lead the best talent to look elsewhere, with many game developers, designers and coders more willing to pore their passion into indie titles at smaller companies, where they are less likely to be just one of many working on any project. Crucially, fostering a sesnse of inclusion and purpose, alongside work-life balance, is incredibly important to retaining the best the industry has to offer, as the video game industry grows and truly becomes part of the ‘Big Tech’ picture.
According to a survey by Bain & Company, 85% of people who exited gaming companies in the past five years remained in the industry. Their passion for creating games remains even when they decide that the company they’re working at isn’t for them. This should be an alarming stat for gaming companies, and an important lesson Rockstar must continue to build upon throughout the cycle of its next project and beyond.
Read our related article about the workplace culture at Brewdog here
Thinking about a career in tech but don’t know where to start? We’re passionate about creating pathways and opportunities in tech. Our Pathfinders Academt is focused on levelling up the skills landscape through training and re-skilling in digital and engineering disciplines. Learn more here
