Perspectives on the energy transition

Just in our area of networks, we estimate that we’ll have two and a half times more work over the next five years compared to the last five. The talent need is huge. The solution is to be much more thoughtful and strategic over how we work with the supply chain. We’re working more collaboratively, and this has also been helped by Ofgem through the Accelerated Strategic Transmission Infrastructure regulation and the Advanced Procurement Mechanism which mean we can start the planning processes earlier.

We need to tear up the rulebook. There are communities that just don’t know what energy has to offer in terms of a career – with so many skills that are transferable between different roles and geographies. The good news is there’s a new feeling amongst a young generation who want to do something better for the planet. We need to harness that and create new entry routes for diverse talent.

Training is a massive part of it. A lot of it is about upskilling rather than new recruitment – for example, upskilling electricians to install or maintain equipment like smart meters and solar panels. Apprenticeships are also key. At Energy UK, we were very supportive of the government when it lowered the qualifications needed to get onto an apprenticeship through the Skills and Growth Levy. As an industry, we need to focus on creating tangible career pathways for 16-18 year olds, showing them what actual roles they could end up doing.

A consistent challenge is that many big suppliers don’t directly employ much of the workforce – they contract with SMEs. As a result, they don’t invest in training because they’re not their people. We need to find ways around this. At Crossrail, we set up a Tunnelling Academy – and then realised that none of our trainees would ever work on Crossrail due to the timescales. We were doing it altruistically for the next generation. You’ve got to balance the costs and the pay-offs.

We’ve really increased our focus on this area. We started internally, forecasting our future needs and identifying the gaps, which created a powerful call to action. With strong executive sponsorship, we were then able to build the data and build the story, identifying if not exact numbers at least the direction of travel. From there, we’ve been working externally with suppliers and partners to create common frameworks around critical roles. Another key factor is becoming a more skills-based organisation – that way, you have a more mobile talent base where people can transition into the roles you really need doing.