Can the UK bridge its net-zero infrastructure skills chasm?

Can the UK bridge its net-zero infrastructure skills chasm?

How to keep older workers on track

And it’s not just about energy. Major transportation projects such as Crossrail, HS2 and the Stonehenge Tunnel are also set to rely on a similar transition of engineering skills.

For example, the rail industry has an ageing workforce, with more than 28% of the current workforce over 50 years old, according to research from City & Guilds and the National Skills Academy for Rail. This means the focus has so far been on securing the talent pipeline, with apprenticeships forming an essential route for young people to start a career in the sector.

However, work is also ongoing to help existing workers embrace digitisation as a path to safer, more efficient and more sustainable working. Specialist engineering and technical recruitment firm Morson Group supports clients with this skills challenge through its training delivery arm, which has been heavily involved in HS2 and other major rail projects, often upskilling contractors in the use of technologies that didn’t exist when they began their careers.

“HS2 is a game-changer because of the massive investment in tech, which is advancing at such a pace that how it will look over the lifecycle of the project is unknown,” says group training director Matthew Leavis. “We need to incentivise people to adopt new ways of working and become champions of tech.”

Through its Pathfinder Academy, the company works with employers to retrain existing employees, those who have left the sector or retired, and people from more diverse talent pools, through digital engineering boot camps. By the end of April, the Morson training division will have trained 175 new entrants and upskilled 50 existing workers in the north west, with plans to roll out this model nationally.

Morson also runs ‘train the trainer’ boot camps, upskilling those in training roles to help them overcome resistance to digitisation and to use tech such as VR and digital twins as part of the training methodology.

This upskilling component is likely to be particularly important, as it should help free up entry-level roles for people coming into the sector. What’s more, ongoing training opportunities should make transport more appealing for people at all stages of their careers.

“Part of that is about training,” Leavis adds, “but it also relies on employee value propositions that highlight the positive impact the industry will have on greener and more efficient journeys, for example, along with the opportunities for a sustainable career with progression in terms of skills and salary.”