As we near the end of the year, it feels like a natural point to reflect on the market and the patterns that have emerged over the past twelve months.
Looking back on 2025, it is clear that the Contract and Interim recruitment market across Health, Safety, Environment and Sustainability has not slowed, but it has evolved.
From my perspective, the year has been defined less by volume and more by nuance. Demand remains steady, but organisations are approaching resourcing decisions with tighter budgets, greater scrutiny and a sharper focus on flexibility, outcomes and value.
Flexible resourcing has matured and evolved
Flexible, part-time interim roles have been one of the defining features of 2025.
Earlier in the year, we saw a sharp increase in roles scoped at two, three or four days per week. In our experience, these roles moved quickly from being the exception to a widely accepted option, particularly across construction, manufacturing, real estate and residential property.
As the year has progressed, however, that trend has evolved. While part-time and fractional roles still exist and, in my view, are here to stay, we have also seen this demand level off, with a rise in full-time, five-day-per-week interim and project-based assignments later in the year.
At the start of 2025, many organisations were under significant budget pressure and uncertainty. Fractional interim support often represented a sensible compromise, providing access to senior expertise without full financial commitment.
As budgets have been reviewed and, in some cases, released, we have seen clients revert to full-time interim support where project complexity, risk or delivery timelines require it. Major programmes and periods of change still demand consistent, embedded leadership.
My view is that the market is settling into balance. Fractional roles are now an established option, not a temporary fix. Full-time interim roles remain essential in many scenarios. Most organisations will continue to use a mix of both, flexing resource based on need rather than defaulting to a single model.
Outcomes are taking priority
Alongside this, there has been a clear move towards outcome-focused interim engagements.
In our experience, many roles in 2025 have been shaped around clearly defined objectives rather than ongoing task lists. Organisations are increasingly engaging interim professionals to deliver projects, not just provide capacity.
Examples include:
Interim leadership during transition or change
Clearing audit, compliance or risk backlogs
Supporting the Building Safety Act or CDM projects
ISO Gap Analysis and Management System improvement
HSE leadership on complex projects
This approach has worked well for both organisations and professionals.
As one senior interim consultant recently told us:
“The fractional, part-time consulting pieces of work work very well for me in terms of delivering impact at a high level across multiple organisations.”
That sentiment reflects what we hear consistently from experienced contractors who value variety, autonomy and having a meaningful impact.
Clients are seeking clarity and guidance
Another defining feature of 2025 has been uncertainty.
In our experience, many organisations know they need support, but in some instances are less clear on what form it should take. Permanent or interim. Full-time or fractional. Strategic or operational.
This has increased the importance of proper consultation at the outset. Helping clients clarify what they are trying to achieve, sense-check their plans and choose an appropriate resourcing approach has become just as important as access to the right candidates.
Shorter Contracts
Contract length has also shifted. Three-month initial contracts and rolling extensions have become more common, reflecting ongoing uncertainty around budgets and planning. This can create challenges around continuity and retention.
Where interim assignments work best, communication is usually key:
Clear expectations from the outset
Regular check-ins with all parties
Early conversations about extensions or changes
Transparency around priorities and expectations
Even short-term arrangements can be very effective when deliverables are clear, and communication is good.
Accessing Senior HSE Expertise
We have also seen organisations access senior health and safety expertise in a variety of ways.
Many continue to work with established Consultancies, particularly on large or multi-disciplinary programmes. Alongside this, many engage individual freelance professionals for focused, clearly defined pieces of work.
In our experience, this is not about one approach replacing another. It is about choosing the right level and type of expertise for the challenge at hand. Many organisations use both models depending on context.
What this tells us about the market
The 2025 contract and interim market is not weaker, but it has changed. Clients want flexibility and value. Contractors want clarity and purposeful work. Both benefit from informed, realistic guidance. This places greater emphasis on understanding the problem first, then deciding how best to resource it.
Looking ahead to 2026
Looking forward, I do not expect a return to rigid resourcing models. Fractional and part-time roles feel like they are here to stay and are now a feature of the market. At the same time, full-time interim support will continue to play a critical role where projects are complex, risk is high or delivery timelines are tight.
What is likely to define 2026 is choice.
Organisations are becoming more comfortable flexing between models, adjusting resources as priorities and budgets shift. Interim professionals are becoming more selective, focusing on roles where they can add genuine value.
For me, that points to a more mature and balanced market. One where the focus is less on filling roles and more on solving problems.
If you’d like to discuss your hiring plans for 2026 or explore the latest HSE opportunities, the team at Irwin and Colton would be happy to help.