The South West has a significant pipeline of infrastructure planned for the upcoming years. However, this ambition doesn’t guarantee delivery. Many of these projects will only come to fruition if there is a skilled workforce available to meet sector-specific labour needs.
The ‘skills gap’ is a buzzword of the 2020s. But what does it mean in practice? What are the drivers, and what can we do to resolve the underlying issues?
We talked to Phil Smith, Managing Director of Business West, who shared his views, while drawing on wider industry insights, including comments from Paul Santer, recently retired as regional director at CECA South West.
Overview of the skills gap
Current skills don’t always align to project pipelines, creating uncertainty for employers and ultimately limiting investment in training. With this uneven demand across sectors, as well as an ageing workforce, limited support for skills and other contributing factors, the region faces a growing challenge to ensure the right people are in place to deliver long-term infrastructure plans.
Ageing workforce and loss of experience
A widely recognised challenge is the ageing workforce, which Paul Santer raised as one of the driving factors of the skills gap. Research shows that 35% of construction workers are over 50, while only 20% are under 30. Without intervention, the sector could lose up to 750,000 workers through retirement by 2036.
This poses a significant challenges in an industry where skills are highly specialised and take years to develop. Simultaneously, rapid technological change is creating an ‘adaptation gap’, creating challenges for the workforce who must keep pace with new digital tools and processes.
Long-standing perception of construction careers
According to Phil Smith, another contributing factor is the long-standing perception of careers within construction and infrastructure as “dirty, outdoor, and unrewarding work.”
Awareness of the sector’s challenges remains limited. In a survey of the public, construction workers and UK contractors, only 31% knew about the workforce shortage affecting the industry. However, with generational shifts and technological advances, a change in mindset is coming.
Post-Brexit shift
Brexit has reshaped the South West’s approach to workforce planning. A few years ago, employers relied heavily on overseas recruitment rather than developing local talent. Since then, businesses have had to rethink this approach, exposing weaknesses in long-term planning.
“Employers have to catch up with what young people want in the world of work and the need to grow talent locally has never been clearer,” says Phil Smith.”
Stop-start investment
It’s also been highlighted how “inconsistent infrastructure investment reduces employer confidence.” Skills funding announcements don’t always reach the infrastructure sector in a sustained way. When pipelines are uncertain, businesses are cautious about committing to long-term training programmes.
Solutions
| Apprenticeship and training hubs | Paul Santer who has been closely involved in skills and workforce development initiatives in the South West, highlights schemes such as the training hubs in Chudleigh near Exeter, which provide apprenticeships in a safe environment where learners can develop practical skills linked to live construction sites. Expanding such hubs and connecting them with local employers can provide a pipeline of skilled workers for industries that face shortages. |
| Adapting to changing workforce needs | Phil Smith explained that “Over the past 20 years, many people preferred well-paid, clean office jobs. However, with AI changing the landscape, people need to take advantage of trade-based roles and be proud of their skills.” Upskilling and reskilling programmes can make transitions into these roles smoother, helping workers remain relevant in a dynamic economy. |
| Promoting diversity | It’s important to have a diverse set of role models within the workforce to inspire and attract younger generations. This in turn will bring more varied perspectives, fostering better decision making and innovation. |
| Long-term workforce planning | Attracting and training skilled professionals takes 5–7 years, making short‑term fixes ineffective. The ICE’s State of the Nation 2026 says a national, long‑term workforce strategy, aligned with infrastructure delivery, is “essential”. |
Future pipeline: retaining talent for the long- term
Addressing the skills gap isn’t only about attracting new entrants into the sector, but also about retaining and developing talent over the long term. Creating clear career pathways within infrastructure helps workers understand the evolution and adaptability of their role, while recognising that demand changes.
This flexibility is particularly important in an industry where project pipelines can fluctuate.
Paul Santer also highlights the role of better communication in supporting this pipeline, noting the importance of “using platforms such as social media to showcase the range of roles.” This approach, he suggests, can help give a clearer understanding of the breadth of opportunities the sector offers.
To deliver the South West’s ambitious infrastructure pipeline, coordinated action is needed now. Policymakers, training providers, professional bodies and industry leaders must align skills provision with future demand, commit to long-term investment in training, and prioritise local talent development to ensure projects are not delayed by workforce shortages.