UK Infrastructure business Plans: Workforce impLications 2025
Introduction
Major infrastructure business plans in the UK’s communication, energy and water sectors reveal ambitious investments aligned with the nation’s net-zero transition and infrastructure modernisation goals. These plans come with significant workforce implications, from ramping up recruitment and training to advancing diversity and regional employment. This briefing summarises key elements from three infrastructure business plans:
Senior industry leaders will find insights on projected job growth, skill needs, diversity and inclusion targets, supply chain impacts, and opportunities for cross-sector and educational collaboration. The short-term opportunities include thousands of new jobs and training programs to kickstart delivery, while long-term challenges involve sustaining a skilled workforce pipeline and ensuring no region or group is left behind in this transition.
We have collaborated with Eco-Power Solutions who specialise in project delivery, site services, and operational support across critical assets supporting the UK’s energy and utility industries.
National Grid Electricity Transmission (RIIO-T3)
National Grid Electricity Transmission (NGET) has laid out an expansive RIIO-T3 business plan (covering ~2026–2031) to upgrade and expand the UK’s high-voltage network for net zero. A core component of this plan is an ambitious people strategy to ensure the necessary human resources are in place to deliver one of the largest build-outs in the company’s history. Key workforce-related commitments and issues highlighted in NGET’s plan include:
Workforce Expansion
NGET anticipates a >50% increase in its workforce to meet RIIO-T3 demands. This equates to 1,100+ new trainees, apprentices, and graduates to be onboarded by the end of RIIO-T3. Such growth is unprecedented – NGET developed a Strategic Workforce Plan mapping out ~2,200 roles and projecting needs 10 years ahead to ensure the right skills are in place. This proactive planning addresses the reality of a UK-wide energy sector skills shortage, especially in specialised technical fields. It also reflects global competition for talent, pushing NGET to position itself as an employer of choice in the sector.
Job Creation & Economic Impact
The scale of NGET’s investment will ripple out to the broader economy. National Grid PLC estimates its overall investments will support ~55,000 additional jobs by 2030 across the UK. Many of these jobs are in NGET’s supply chain and delivery partners, which often work across multiple sectors and regions. Accelerating grid infrastructure enables growth in other industries too – for example, new grid capacity supports electrification in steel, transport (EV battery gigafactories), and data centers, indirectly catalysing further employment. NGET notes that local and regional economies hosting new network projects should benefit from jobs and skill-building, a point emphasised by stakeholders such as metro mayors.
Skills Development & Training
To achieve the productivity and innovation required, NGET is investing heavily in skills and training. The company will increase its employee training days by 60% during RIIO-T3, focusing on emerging competencies like digitalisation, data analytics, and AI. This upskilling agenda ensures the existing workforce can adapt to a technology-driven, low-carbon system. NGET’s plan explicitly ties digital transformation to workforce effectiveness, aiming to “leverage digital and data capabilities to transform how we work”. Beyond internal training, NGET’s “Grid for Good” social program is on track to equip 45,000 people in communities with future skills by 2030 (a 10-year commitment begun in 2020) – an example of outreach to develop the wider talent pipeline.
Diversity, Equity & Inclusion (DEI)
NGET has a stated ambition to be among the most diverse, equitable and inclusive companies of the 21st century, underpinned by a clear DEI strategy. The RIIO-T3 plan sets concrete diversity targets: by 2026/27, the workforce should be ~21.4% ethnically diverse and 25.4% female. (These figures build on recent progress – NGET increased female representation by 6.8 points and ethnic diversity by 6.9 points in the last five years.) The company’s initiatives range from inclusive recruitment (targeting a wider talent pool) to internal culture programs. For example, NGET supports multiple Employee Resource Groups and has earned recognition (Times Top 50 Employers for Gender Equality, etc.) for its DEI progress. Still, it is seeking continuous improvement: a new external review of all DEI practices is underway to shape RIIO-T3 actions. As NGET’s workforce rapidly grows (many at entry-level positions), leadership is focusing on maintaining an inclusive culture where all colleagues can thrive. In short, expanding who is attracted into the energy industry is seen as essential to filling the skills gap.
Supply Chain and Skills Pipeline
Delivering RIIO-T3 requires not just NGET’s own staff but a robust supply chain workforce. NGET is collaborating closely with contractors and industry partners to expand capacity and skills. Notably, several key contractors are investing in new training facilities: e.g. Murphy is building a £30m training center in Nottinghamshire for overhead lines and substations (operational by 2027), Omexom Taylor Woodrow opened an institute in West Yorkshire with training towers and VR simulation, and Morrison Energy Services is creating a new overhead line training line in Nottingham. Together these facilities will add capacity for ~400 extra trainees per year in critical power engineering skills. NGET’s plan fosters this joint approach (“a joint endeavour” with suppliers) to address skilled labor bottlenecks proactively. The company also pledges to work with its supply chain to boost local employment and skills, for instance through local hiring and volunteer initiatives, and to promote DEI among suppliers by encouraging small and diverse businesses in procurement. By RIIO-T3, NGET expects 80% of its key suppliers to commit to Science-Based Targets for carbon reduction as well, illustrating how supply chain development ties into broader sustainability and could spur new green skill needs.
Cross-Sector Collaboration
Recognising that the workforce challenge is bigger than any one company, NGET has been working with other network operators and industry bodies. In the past three years, it collaborated with transmission and distribution operators via the Energy & Utility Skills Partnership/NSAP to define 17 common metrics for workforce resilience for the electricity network sector. This provides consistency in measuring skills gaps, diversity, training outcomes, etc., and allows benchmarking. NGET cites this kind of cross-industry approach as vital: “if the UK is to realise its ambitions to decarbonise and grow the economy, then we need to work together on a joined-up approach to improve the resilience of the workforce”. The company is also engaging with government and educators – for example, partnering with the National Grid Energy Skills Centre and supporting STEM education – to ensure a pipeline of future talent. Through forums like the ENA (Energy Networks Association) and regional skills partnerships, NGET seeks to align its workforce development with national initiatives and share best practices on recruitment, apprenticeships, and reskilling.
In summary, NGET’s RIIO-T3 plan couples its net-zero infrastructure ambition with a bold people strategy, a massive recruitment and training drive, clear diversity goals, and innovative collaborations with industry and communities. For senior leaders, NGET’s approach highlights the importance of long-term workforce planning, investing early in skills, and fostering an inclusive culture to ensure deliverability of major green infrastructure programs.
| Theme | Details |
|---|---|
| Workforce Expansion | >50% workforce growth; 1,100+ new hires; 2,200 roles mapped with 10-year outlook |
| Job Creation & Economic Impact | ~55,000 UK jobs by 2030; driven by NGET supply chain; enables growth in steel, EVs, data centres |
| Skills Development & Training | 60% more training days; focus on digital, data, AI; 45,000 upskilled via Grid for Good by 2030 |
| Diversity, Equity & Inclusion (DEI) | Targets: 21.4% ethnic diversity, 25.4% female by 2026/27; recent +6.8pt (female), +6.9pt (ethnic); DEI review in progress |
| Workforce Resilience & Wellbeing | £0.52bn investment; top-quartile performance targets; inclusive facilities (e.g., accessibility, prayer) |
| Supply Chain & Skills Pipeline | Training centres to add ~400 trainees/year; key suppliers to meet Science-Based Targets; focus on power engineering |
| Cross-Sector Collaboration | 17 shared workforce metrics; partnerships with educators and government; active in ENA and regional forums |
Ofgem’s RIIO-3 Business Plan
Ofgem’s RIIO-3 Business Plan Guidance provides the regulatory framework and expectations for energy network companies (electricity and gas, transmission and distribution) as they prepare their upcoming business plans (RIIO-3). A notable aspect of this guidance is the heightened emphasis on workforce and supply chain resilience as enablers of deliverability. Key points from Ofgem’s guidance include:
Mandatory Workforce & Supply Chain Strategy
Ofgem explicitly requires each company to submit a Workforce and Supply Chain Resilience Strategy as part of its RIIO-3 business plan. The purpose is to ensure companies are looking beyond engineering and finance – assessing whether they have the people and supplier base needed to execute the plan. This strategy should detail how the network operator will preserve its long-term ability to fulfill its obligations by having the right workforce and supplier capacity in place.
Future-Fit Workforce Focus
Ofgem expects companies to develop and maintain a modern, diverse, high-quality, and well-trained workforce aligned with a low-carbon, tech-driven energy system. Strategies should address inclusion, diversity, retention, motivation, and productivity—such as hiring more women in engineering, upskilling, and enhancing sector appeal. Key priorities include preparing for emerging technologies (e.g. digital grids, EVs, hydrogen), multi-skilling the current workforce, and safeguarding health, safety, and wellbeing. Overall, companies are urged to treat workforce development as a strategic priority for transformational change.
Identifying Skills Gaps and Risks
Ofgem expects companies to anticipate long-term labour market challenges by identifying future resourcing and skills shortages, along with associated risks. Plans should highlight issues such as impending retirements or national shortages in key roles (e.g. system engineers, cybersecurity experts), and outline mitigation strategies—like recruitment, retention, training academies, or automation. Ofgem also encourages use of flexible regulatory funding (e.g. reopeners) to address critical skills gaps, recognising that some solutions require investment. Crucially, companies must show they are actively planning for talent shortfalls rather than assuming availability.
Collaboration with Education and Government
Ofgem encourages companies to engage in broader talent pipeline efforts, working with government on initiatives to boost UK manufacturing capability and develop a skilled workforce. This includes collaboration on education, training, housing, and immigration policy. Companies are expected to support STEM promotion in schools, advise on visa needs for specialist roles, and partner with colleges or upskilling programs. Practical barriers—such as housing in remote areas—should also be addressed, recognising that workforce development may require community-level investment. Ofgem signals that companies must go beyond traditional hiring and actively help cultivate future talent through apprenticeships, course sponsorships, or public policy advocacy.
Common Metrics & Industry Cooperation
Ofgem calls for a sector-wide approach to workforce measurement and planning. Companies should collaborate with trade bodies to develop standard metrics for workforce characteristics, skills development, and retention—building on efforts like NGET’s work with NSAP. A shared view of sector-wide skills gaps enables stronger engagement with government and targeted interventions, such as identifying national shortages in roles like cable jointers or overhead line engineers. Ofgem also proposes a holistic assessment of high-risk roles and expects improved company-level workforce data during RIIO-3 to support long-term tracking. The aim is greater transparency and collective action to ensure a skilled workforce for net zero.
Contingency and Innovation
The guidance likely also touches on how companies should handle supply chain or workforce disruptions. Given recent global events (e.g. pandemic, geopolitical issues), resilience is paramount. Networks might be expected to have contingency plans if, say, an overseas supplier fails or if a particular skill suddenly is in shortage. Innovation could be part of this – for example, using new construction methods to reduce labour needs, or modular designs to ease pressure on specialist skills. Ofgem’s mention of exploring use of Resilience Reopeners indicates that if unexpected gaps emerge, companies should be ready to act and request regulatory support if needed
Supply Chain Resilience and Regional Impact
On the supply chain side, Ofgem’s guidance is similarly strategic. It notes that ensuring long-term order books and commitments can help suppliers invest in capacity, avoiding the inefficiency of boom-bust cycles of hiring and layoffs. Essentially, if network companies provide visibility of a steady pipeline of work (across RIIO-3 and beyond), manufacturers and contractors are more likely to expand production lines, hire apprentices, and build facilities – which ultimately lowers costs and lead times. Companies are expected to take a strategic approach to mitigating supply chain pressures, especially for items with long lead times or limited global sources. For example, gas networks should plan how they will secure enough piping and compressor units in advance; electricity networks might need strategies for transformers, cables, and semiconductors that are in high demand globally. Ofgem is looking for evidence that companies will not be caught off-guard by supply chain bottlenecks – possibly through actions like bulk ordering critical components, qualifying alternative suppliers, or supporting domestic manufacturing of key equipment. Additionally, while not explicitly quoted above, the context of current policy suggests Ofgem expects networks to support UK supply chain development (aligning with government’s industrial strategy). This could mean seeking UK-made solutions where feasible, which in turn creates UK jobs and skills – linking back to the workforce agenda.
Overall, Ofgem’s RIIO-3 guidance embeds workforce and supply chain considerations into the heart of business planning. For industry leaders, this signals that regulators will scrutinise not just what companies plan to deliver, but how they will have the people and partners to deliver it. Successful plans will likely need to show robust human capital strategies, commitments to training and inclusion, and evidence of collaboration beyond the company’s four walls.
| Theme | Details |
|---|---|
| Mandatory Workforce & Supply Chain Strategy | Submission of mandatory strategy with focus on people and supplier capacity beyond engineering/finance. |
| Future-Fit Workforce Focus | Build a diverse, high-quality, well-trained workforce; align with tech-driven, low-carbon systems; prioritise inclusion, upskilling, and wellbeing. |
| Identifying Skills Gaps and Risks | Identify and address future skills shortages; use tools like recruitment, training, automation, and regulatory reopeners. |
| Collaboration with Education and Government | Collaborate with government on STEM, immigration, housing; support apprenticeships and university partnerships. |
| Common Metrics & Industry Cooperation | Develop and use sector-wide metrics for diversity, skills, retention; collaborate on skills gap identification and data tracking. |
| Supply Chain Resilience and Regional Impact | Provide long-term visibility to suppliers; secure critical items; support UK manufacturing to align with industrial strategy. |
| Contingency and Innovation | Include contingency plans for disruptions; promote innovation (modular design, labour-saving tech); use Resilience Reopeners. |
Yorkshire Water (PR24) Business Plan
Yorkshire Water’s PR24 business plan (2025–2030) centers on improving water and wastewater services across the Yorkshire region, with significant investments in environmental performance (e.g. storm overflow reduction, treatment upgrades) and customer service. Although smaller in scale than National Grid, Yorkshire Water (YW) faces its own workforce and skills challenges to deliver an ambitious capital program and operational excellence. The PR24 plan outlines several strategic priorities related to people, skills, and the supply chain:
Building Internal Capability
Over the past regulatory period (2020–2025), YW made a concerted effort to strengthen its in-house program delivery capabilities, and this continues into 2025–2030. The company grew its programme management team by 40% since the start of 2020, bringing in talent from other sectors and bolstering project management expertise. This improved internal capacity enables YW to act as an “intelligent client,” better overseeing projects and driving value. YW also matured its programme management processes by adopting best practices (like the UK Government’s Construction Playbook guidelines) and learning from other infrastructure owners via the Infrastructure Client Group. These steps mean YW enters 2025–2030 with a stronger skill base in project planning and assurance, which is crucial given the increased volume of work.
Workforce Training & Apprenticeships
Yorkshire Water places heavy emphasis on learning and development to ensure its workforce has the skills to deliver both core services and innovative solutions. The company rolled out extensive Project Management training and accreditation (APM and NEC certifications) for staff, recognising project delivery as a key skill area. It has also invested in apprenticeship programs: Project Management is currently the largest apprenticeship stream with 33 apprentices in training, and an Engineering apprenticeship program has 29 apprentices in place. These apprentices are building a pipeline of qualified professionals to support future operations. YW is committed to continuing professional development (CPD) for employees, including support for chartered status and memberships in professional bodies. In addition, YW is fostering new skills needed for its net-zero and environmental goals – for example, it provided carbon literacy training to staff to instill low-carbon thinking in decision-making. This broad base of training ensures that as technology and regulatory demands evolve (such as the shift to nature-based solutions or smart monitoring), the workforce can adapt.
Diversity and Engagement
While the PR24 main document does not explicitly list workforce diversity targets, Yorkshire Water’s new 10-year corporate strategy (introduced in the plan) emphasises creating engaged, high-performing teams that “work collaboratively to get things right for customers and the environment”. This implies a focus on culture and likely includes diversity and inclusion as enabling factors for high performance. YW indicates it is drawing talent from a broader pool (e.g. hiring from other industries, not just the water sector, to infuse new skills). We can infer that hiring from other sectors also brings diversity of thought and background. The plan also references responsibilities to deliver social value and support communities, which often encompasses inclusive hiring and employee volunteering. Although specific DEI metrics aren’t given in the text we reviewed, YW’s broader initiatives (like its Social Value Commitment) likely cover increasing workforce diversity and inclusion, as well as supporting social mobility in the region. Ensuring an inclusive culture will help YW attract the skills it needs in a competitive UK labour market.
Regional Employment and Supply Chain Impact
As a major regional employer and investor, Yorkshire Water’s plan will have a significant economic impact in Yorkshire. The company estimates that its 2025–2030 investment program will create around 6,000 jobs in its supply chain. These jobs come from the contractors, suppliers, and partners who will deliver construction projects, maintenance, and services as part of the plan. YW spends hundreds of millions annually on goods and services, so ensuring this spend supports local jobs and businesses is a priority. The plan explicitly frames procurement as a tool for regional growth: YW has launched a Sustainable Procurement Code that sets out expectations for suppliers to operate ethically and to contribute social and environmental value. For example, YW is exploring ways to increase the diversity of its supplier base – providing support like faster payment terms to local SMEs and community enterprises so they can more easily work with YW. By doing so, the company not only strengthens its supply chain resilience but also spreads economic opportunity to smaller contractors and under-represented businesses. This aligns with a trend of inclusive growth, where large infrastructure clients use procurement to boost regional skills and employment.
Collaborative Delivery Models
Yorkshire Water plans to use innovative delivery models that rely on closer collaboration with industry partners. For its large storm overflow infrastructure program, YW is creating a new alliance partnership – an enterprise model where YW and key contractors share aligned goals, budgets, and incentives. This approach, inspired by best practices via the Infrastructure Client Group, is intended to improve efficiency and certainty in delivering a multi-year program. It will also likely involve joint workforce planning among alliance members, smoothing demand for skilled labor. Additionally, YW is enhancing its Supply Chain Hub, a collaborative platform with Tier 1 contractors to coordinate procurement of materials and resources. Through this hub, YW will conduct demand forecasting for critical skills and materials and work proactively with suppliers to build capacity or smooth out workloads over time. A practical example: YW identified potential bottlenecks in specialised roles like certified MCERTS inspectors (for environmental monitoring) and hydraulic modellers, as well as critical equipment like river quality monitors. By sharing forecasts and even cooperating with other water companies, YW aims to balance collective demand on these scarce resources across the sector. This cross-company coordination is a notable innovation – it suggests that water utilities will time or sequence projects to avoid overstretching the limited pool of experts, and possibly coordinate training efforts for those roles. Such collaboration helps prevent labour shortages from derailing environmental improvement targets.
Innovation and New Skills
The PR24 plan also involves embracing new methods (e.g. nature-based solutions, advanced analytics for leakage, etc.) which will require developing or sourcing new skills. For instance, YW’s use of constructed wetlands for wastewater treatment (a more sustainable approach) has been done in collaboration with the Environment Agency and NGOs. Implementing and maintaining nature-based systems may necessitate skills in ecology, environmental science, and community engagement beyond traditional engineering. YW’s commitment to innovation means staff and partners must be trained in these emerging practices. The plan notes that knowledge from recent pilot projects is being used to inform future rollouts and that YW will share learning with other stakeholders to spread innovation. This exemplifies a culture of continuous learning and partnership, where the workforce is constantly updating its skill set to incorporate best-in-class techniques.
In summary, Yorkshire Water’s workforce and supply chain strategy for 2025–2030 is about scaling up intelligently, hiring and training to boost internal expertise, leveraging partnerships (alliances, hubs) for efficiency, and creating social value by supporting jobs and skills in the community. The company’s approach underlines that achieving environmental targets (like reducing sewer overflows and cutting carbon) is as much about people and processes as it is about engineering. By investing in its people (through apprenticeships, training, and new ways of working) and collaborating across the sector, Yorkshire Water aims to secure the talent and resilient supply chains needed to deliver for customers and the environment.
| Theme | Details |
|---|---|
| Building Internal Capability | 40% growth in programme management team since 2020; adoption of best practices (e.g. Construction Playbook); enhanced project planning and assurance skills. |
| Workforce Training & Apprenticeships | Emphasis on APM/NEC certifications; largest apprenticeship stream in Project Management (33), Engineering (29); CPD, chartered support, and carbon literacy training. |
| Diversity and Engagement | Corporate strategy focuses on high-performing, collaborative teams; hiring from diverse sectors to broaden skills and perspectives; DEI and social value embedded implicitly. |
| Regional Employment and Supply Chain Impact | Estimated 6,000 supply chain jobs from 2025–2030 investment; Sustainable Procurement Code promotes local and diverse suppliers, faster payments to SMEs. |
| Collaborative Delivery Models | Alliance delivery model with shared goals and forecasting; Supply Chain Hub enables demand coordination and avoids bottlenecks in specialist roles and equipment. |
| Innovation and New Skills | Adoption of nature-based solutions and advanced analytics; new skills needed in ecology and community engagement; continuous learning from pilot projects. |
Opportunities and Challenges for the Workforce on the Path to Net Zero
The convergence of these plans and guidance highlights several opportunities and challenges for the UK labour market as the country builds a greener, more resilient infrastructure:
Surge in Green Jobs
In the near term, the investment programs of utilities like National Grid and Yorkshire Water are creating thousands of jobs, from engineers and project managers to technicians and construction workers. This is a tremendous opportunity to boost employment and upskill the workforce in regions across the UK. For example, National Grid’s electric transmission investments will support tens of thousands of jobs, and Yorkshire Water’s program will support thousands in its region. These are “green collar” jobs vital for the transition – building grid capacity, reinforcing water systems against climate change, etc. The challenge will be filling these positions with qualified people at the pace required. There is competition not only within the energy and water sectors, but also from other sectors (e.g. rail, construction, tech) chasing similar skill sets. Companies may need to cast a wide net for talent, including recruiting workers from other industries and accelerating training for those without direct experience.
Skill Gaps and Training Needs
Both National Grid and Yorkshire Water acknowledge skill gaps – whether it’s power system experts, project managers, or environmental specialists – and are responding with expanded training, apprenticeships, and reskilling programs. This reflects a broader national challenge: as we push into new frontiers (like digital grids, renewable integration, advanced water treatment), the skill profile of infrastructure workers must evolve. Technical training (e.g. apprenticeships in engineering, certificates in project management) is scaling up significantly to meet demand. There is also a need for emergent skills in data science, cybersecurity, AI, and low-carbon technologies, which historically were not core to utilities. A coordinated approach with educational institutions is a huge opportunity: colleges, universities, and trade schools can align their curricula with these industry needs. Indeed, we see companies partnering with colleges for apprenticeships or with universities on research & training centers. The challenge is timing – ensuring training programs produce graduates in time to replace retiring workers and staff new projects. Expanding programs like Grid for Good and STEM outreach in schools will be key to inspiring the next generation to pursue these careers.
Diversity and Inclusion as Workforce Enablers
A clear theme is that improving diversity, equality, and inclusion (DEI) is not just a social goal but a practical necessity to broaden the talent pool. With historically male-dominated sectors like energy and water, achieving net zero goals means tapping into underutilised sources of talent (women, ethnic minorities, people from varied backgrounds). National Grid’s strides and targets on DEI, and Yorkshire Water’s focus on engaged teams, point to more welcoming cultures emerging. The opportunity is that by making these industries more inclusive, they will attract fresh perspectives and innovation, as well as alleviate labour shortages by opening doors to all segments of society. Inclusive hiring practices and mid-career retraining for underrepresented groups can bring in new talent (for instance, programs to retrain oil & gas workers into renewables, or initiatives to interest more women in engineering careers). The challenge is sustaining focus on DEI amid a frantic build-out schedule – there can be pressure to fill roles quickly, which might lead companies to rely on familiar talent pools. Leadership commitment to diversity goals, as seen in NGET’s plan, will need to be maintained and measured to ensure long-term change.
Regional and Supply Chain Benefits
Both plans underscore that infrastructure investment can boost regional economies and level up communities. Yorkshire Water’s commitment to local job creation via its supply chain and National Grid’s engagement with local authorities on growth plans show a proactive approach to distribute the benefits of net zero. There is an opportunity for regions hosting major projects (like new transmission lines or water works) to also host new training centers, manufacturing sites, or innovation hubs, creating a virtuous cycle of employment. For example, the training facilities built by National Grid’s contractors in Nottinghamshire and West Yorkshire will leave a lasting legacy of skills in those areas. The challenge will be ensuring smaller businesses and local workers can participate – hence the importance of measures like Yorkshire Water’s support for SMEs (fast payments, etc.) and National Grid’s inclusion of diverse suppliers. Supply chain constraints (e.g. limited UK production for certain high-tech components) also pose a risk; if not addressed, they could slow projects and limit job growth. Here, policy support for domestic manufacturing and smart procurement (like bulk orders for critical items) will be crucial. Close collaboration between industry and government can help align demand with UK industrial strategy, potentially creating new factories (and thus jobs) for things like cables, transformers, or water tech, reducing import dependence.
Cross-Sector Collaboration
A striking insight is how much collaboration across companies and sectors is happening or needed. The workforce shortage is an industry-wide issue – no single company can solve the engineering skills gap alone. We see Yorkshire Water coordinating with other water companies to manage skilled labour demand, and energy networks collaborating via NSAP on workforce metrics. There is an opportunity to expand such collaboration to actual joint talent pipelines – for example, a shared apprenticeship program that rotates trainees through electricity, gas, and water placements, or a regional training alliance between a water company and an electric network where their service areas overlap. This could increase efficiency (training more people at once) and provide more stable career paths (if one sector slows, workers can move to another). Education providers could act as neutral hubs for these cross-sector programs. The challenge is coordinating competitors and different regulators; however, Ofgem’s guidance and industry bodies like the Energy & Utilities Skills Partnership are helping by providing forums for joint action. Senior leaders might consider formalising cross-sector workforce accords, especially in regions like Yorkshire or the Midlands where multiple infrastructure projects coincide.
Long-Term Workforce Resilience
Looking 10+ years ahead, the energy and water industries face a wave of retirements from an ageing workforce alongside the need to sustain new infrastructure. The plans and guidance stress long-term resilience – meaning continuous recruitment, knowledge transfer from veteran workers, and adapting to technology changes. Automation and digital tools might handle some tasks, but skilled people will remain the cornerstone of reliability and innovation. Thus, a big challenge is maintaining the momentum: the 2020s will see a hiring spree, but what about the 2030s? It will be important to avoid a boom-bust employment cycle. That’s why Ofgem emphasises steady pipelines of work for suppliers and why companies are doing 10-year workforce plans. A consistent, strategic approach to human capital – treating training as a recurring investment, not a one-off – is needed to avoid future shortages. The opportunity here is to professionalise workforce planning in utilities to an extent never done before, using data (as NGET did with role-level forecasting) to predict needs and proactively prepare.
Alignment with Net Zero Goals
Ultimately, the workforce and skills agenda is inseparable from the success of the UK’s net zero commitments. Every gigawatt of renewable energy connected or every litre of water saved through efficiency comes down to people designing, building, and managing new systems. In the short term, lack of skilled labour could be as much a bottleneck as funding or permits. In the long term, a new generation of workers – digitally savvy, climate-conscious, and highly trained – will be needed to run a decarbonised infrastructure. The actions taken now by National Grid, Yorkshire Water, and others (hiring apprentices, partnering with universities, setting diversity targets) will shape whether the UK has that talent ready in time. This challenge is also an opportunity to create a sustainable skills legacy: the investments in workforce development can yield benefits beyond the immediate projects, empowering workers with transferable skills for the broader green economy.
Conclusion
The business plans for RIIO-T3 and PR24, guided by Ofgem’s framework, clearly treat the workforce as a critical pillar of delivering infrastructure transformation. For industry leaders and decision-makers, the takeaway is to prioritise workforce strategy alongside technical strategy. That means securing the right people (through recruitment, training, and inclusion) and the right partnerships (with suppliers, educators, and even competitors) to meet the daunting challenge of upgrading the UK’s networks for net zero. The next five to ten years offer a unique window to invest in Britain’s human capital – creating thousands of skilled jobs, diversifying the utilities workforce, and inspiring new generations to join the effort. By capitalising on this moment, companies can not only deliver on their regulatory commitments but also leave a lasting legacy of skills, opportunity, and innovation that will power the UK’s low-carbon future.
| Workforce Aspect | NGET (RIIO-T3 Plan) | Yorkshire Water (PR24 Plan) |
|---|---|---|
| Workforce Growth | ~53% increase in workforce by 2030 (vs 2024 baseline) to deliver net zero projects | Grew program management team +40% (2020–25) to build capability; further workforce growth expected |
| New Entrants (Early Careers) | 1,100+ trainees, apprentices & graduates to be onboarded by 2030 | 62 apprentices currently (33 in project management, 29 in engineering) supporting talent pipeline; continuing to recruit apprentices in 2025–30 |
| Training Investment | +60% increase in training days for employees (focus on digital, AI skills) | Expanded L&D programs (e.g. project management training, carbon literacy for staff); committed to ongoing professional development (charterships, etc.) |
| Diversity & Inclusion Goals | Targets to reach 21.4% ethnic minority and 25.4% female representation by 2027. Sector-leading DEI record and new initiatives to further improve inclusion. | Emphasis on diverse talent pools (hired from other sectors to gain varied skills) and creating engaged, inclusive teams as part of 10-year strategy. Supplier diversity encouraged via procurement support for SMEs. |
| Jobs Supported (Supply Chain) | ~55,000 additional jobs supported by 2030 through National Grid’s investments (UK-wide impact) | ~6,000 jobs to be created with suppliers during 2025–30 (Yorkshire region) |
| Supply Chain Skills & Capacity | Partnering with contractors to build new training facilities (400 extra training places/year by 2027). Working with supply chain on local hiring, skills volunteering, and requiring DEI and sustainability commitments. | Setting up alliance delivery models and a Supply Chain Hub to collaborate with contractors on resource planning. Coordinating with other water companies to smooth demand for scarce skills (e.g. inspectors, modellers). Launching Sustainable Procurement Code to drive social value and supplier development. |
| Collaboration & Partnerships | Collaborating across energy sector (TOs, DNOs via NSAP) to develop common workforce metrics and share best practices. Engaging with government and educational bodies on skills pipeline (STEM programs, Grid for Good, etc.). | Learning from other sectors through Infrastructure Client Group membership. Partnering with regulators (Environment Agency) and NGOs on innovative projects (e.g. wetlands) to build new knowledge. Sharing data with other utilities to protect vulnerable customers (illustrating cross-utility cooperation). |
How can we help?
Yorkshire Precision Recruitment
We specialise in connecting top-tier engineering talent with forward-thinking employers across the UK. With a deep understanding of industry demands and a commitment to precision hiring, we deliver strategic recruitment solutions that enhance performance, drive innovation, and support long-term growth. Whether you're scaling your team or developing your talent pipeline, we bring clarity, speed, and integrity to every placement.
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Eco-Power Solutions
We are an agile engineering and consultancy business supporting the UK’s energy and utility industries. We specialise in project delivery, site services, and operational support across critical assets. Aligned with the UK’s net zero goals, we focus on regional job creation, strengthening local supply chains, and bringing new talent with the skills and a solid foundation needed to thrive in the energy and utility industries. Through hands-on training and mentoring, we’re helping clients deliver essential infrastructure safely and efficiently while building a resilient workforce ready to meet the demands of a rapidly evolving landscape.
Website: www.eco-powersolutions.net
Email: josh@eco-powersolutions.net / jordan@eco-powersolutions.net
Phone: 07717 865 737 / 07387 154 680
