The January Reset – What UK Manufacturing Leaders Are Prioritising in 2026

January always brings a natural pause. For many manufacturing leaders, it’s the moment to step back, review the year just gone, and reset priorities for what’s ahead.

In conversations we’re having across UK manufacturing, FMCG, logistics and operational environments, one thing is clear: 2026 is about being deliberate. After years of disruption, businesses are thinking less about quick fixes and more about building teams that can sustain growth.

Headcount planning with purpose

Rather than simply asking “who do we need?”, leaders are now asking “why do we need them?”. Headcount planning is becoming more strategic, with a focus on roles that genuinely add value, strengthen capability, and support long-term goals.

This shift is particularly noticeable in senior and management appointments, where the right hire can influence culture, productivity and retention across entire teams.

Leadership capability under the spotlight

Leadership remains a top priority. Technical ability will always matter in manufacturing, but in 2026 we’re seeing greater emphasis on people leadership - communication, decision-making, and the ability to lead through change.

Strong leaders set the tone on everything from safety and performance to engagement and wellbeing. Many organisations are reassessing whether their current leadership structure is fit for where the business is heading, not just where it’s been.

Skills gaps across manufacturing, FMCG and logistics

Skills shortages haven’t disappeared; they've evolved. While technical expertise is still in demand, employers are increasingly looking for individuals who can adapt, collaborate and think commercially.

Digital awareness, continuous improvement mindsets and cross-functional experience are all rising up the agenda. For many businesses, the challenge isn’t finding people it’s finding the right people.

What we’re seeing this January

This month, we’re having more considered conversations. Fewer knee-jerk recruitment decisions. More time spent discussing culture, succession and long-term fit.

It’s a positive shift, one that positions recruitment as part of the wider business strategy, not just a reaction to gaps.

If you’re using January to reassess your leadership capability or team structure, now is a good time to sense-check those decisions. We regularly support manufacturing and operational leaders with honest, informed conversations about what’s working and what may need rethinking.