A global community of like-minded people
We offer all the benefits you would expect of a global organisation - but without the 'impersonal' feel of working in a large multi-national conglomerate.
Our scale – the Ricardo group has around 3,000 staff worldwide – means it is easy to meet colleagues who share interests similar to your own.
We also have professional communities and informal networking groups debating issues ranging from data security in connected vehicles – to innovations in the current Formula 1 season – or the protection of endangered wildlife habitats.
We are committed to helping you develop your own career trajectory and achieve your personal aspirations and ambitions. And we take a pride in allowing colleagues to explore their interests as they develop their careers with us.
Personal development
All staff take part in an annual development review that sets out medium and long-term development goals, meaning training and development can be tailored specifically to your own individual objectives.
Professional memberships and qualifications
Membership and engagement with professional bodies and industry groups is fully supported, as is the pursuit of external qualifications to suit technical development.
This year we launched an initiative to enable colleagues in Asia and Europe to take part in one of two MSc Systems Engineering courses run by the University of Birmingham. All memebrs of staff were invited to apply for the funding and addtional paid leave to take part in the programme - helping them to gain high-level qualification in an increasingly important field within our industry, and also extend their professional networks.
A global, multi-sector business
The scale and breadth of the Ricardo group means we can also offer variety and choice in your future direction: up or across the rail division, abroad on short and long-term assignments, or collaborating with project teams supporting clients in other sectors served by Ricardo, such as high performance vehicles, power generation or motorsport.
