Why does the energy sector need to close its experience gap?

The UK’s plans for energy security and nationally significant infrastructure depend on whether these sectors can build the workforce needed to deliver. While the challenge is often described as a skills shortage, many people already have the training, capability and motivation to work. What they often lack is a clear route into employment and the chance to gain experience. To meet future demand, these sectors need to widen access and create better pathways for people who are ready to contribute but are currently overlooked.  

We talk about grid capacity, offshore wind, digital connectivity, infrastructure resilience, and the scale of investment needed to move from ambition to delivery. These are all critical issues. But behind every new project comes a more practical question: who will build, operate and maintain the infrastructure the country needs?  

This was one of the key themes from a recent Energy Skills Roundtable hosted by Cundall, which brought together voices from across industry, education, recruitment and social values to discuss how the sector can build a more resilient workforce.

Across the energy, industrial and construction sectors, employers continue to report difficulty finding the right people. Demand is rising, particularly as projects become more complex and delivery programmes become shorter. The sector needs more skilled people, but the issue is not as simple as a shortage of training. In many cases, people are already in the pipeline.  

The opportunity extends beyond the traditional view of talent pools. Those completing technical and vocational qualifications are seeking their first opportunity to gain experience. Experienced workers are looking to return to employment, and people with convictions may be ready to contribute their skills, but all face barriers to entering the workforce. Together, these groups represent a significant source of talent that could help meet growing demand across the sector.  

The industry often calls this a skills gap, but that is a misnomer. In reality, it is often an experience gap.  

The distinction matters because it changes the solution. More courses alone will not fix the problem if people still leave training without a route into work. Employers cannot keep asking for two to five years of experience while also questioning why not enough new people are entering the sector. At some point, sectors have to create the experience they're asking for.  

Training is not enough without a route into work

For many people, the hardest part is not learning a skill. It is getting the first opportunity to use it.

A learner can complete a construction or engineering course and still find themselves competing for jobs that require site experience. A qualified worker may have the knowledge to do the job but lack up-to-date accreditation or have an expired accreditation. Someone returning to work may be reliable and capable but still be seen as a risk due to a gap in their CV or a non-conventional route.  

The hiring and employment process is expensive, so, understandably, employers can be cautious. Particularly on energy and infrastructure projects, where working safely and productively is vital, supervisors do not always have time to train someone from scratch. Smaller contractors, especially those with tighter budgets, may want to take on apprentices or trainees but could face cost and resourcing challenges for future projects.  

Whilst they are real problems, they cannot be permanent excuses. If the entire supply chain waits for others to solve the problem, nothing changes. Asset owners, contractors, suppliers, education providers, and recruiters all influence how people enter the workforce. However, over the years, responsibility has been passed down the chain until it ends with the employee or disappears entirely.  

This is where the current debate around skills funding becomes important. The Growth and Skills Levy is intended to give employers greater flexibility, but the challenge for many sectors is not just funding training. It is how people are supported from training into sustained employment.  

At our roundtable, we heard inspiring examples of what this could look like, such as site-based training environments where people entering the workforce can gain experience in a controlled setting. Alternatively, contractors could provide ‘masterclasses’ to colleges so people can hear the stories from those in the workforce. Intermediate roles that bridge the gap for those who are not fully qualified but know enough to start helping will give people practical experience. These solutions aren’t lowering standards; they are making progress visible.  

That also means using existing funding more effectively. Large employers can work with smaller businesses in their supply chain and ecosystem to bring new people into the workforce. At the same time, project-based support can remove practical barriers such as travel, workwear, and the costs associated with starting a new job. Looking ahead, there is an opportunity to direct more unused levy funding towards programmes that help people move from training into sustained employment.  

Widening access means designing support properly

There is a tendency to talk about untapped talent as though people need to be ‘given a chance’. That is part of it, but not enough. A chance without structure can fail quickly and ultimately damage both the employee and the employer.  

People with convictions are a clear example. Some are highly work-ready and may only be blocked by the stigma of a record. Others may need more time and preparation before they are ready for the site. Treating everyone the same helps no one. What matters is understanding the individual and assessing their readiness.  

There is also a personal element. People may need help disclosing a conviction or adjusting to the structure of employment after time away. Their line managers may need training too. A supervisor does not need to become a support worker, but good management requires understanding when someone is struggling and knowing how to respond appropriately.  

From social value to long-term capability

There is also a regional opportunity. Major energy and infrastructure projects can create long-term value in the places where they are delivered, but only if local people can access the opportunities they create. Otherwise, regions risk seeing large projects arrive without building lasting capability in the surrounding workforce.  

There is an opportunity to think beyond traditional job titles. Modern energy and infrastructure projects need people across the supply chain in many new areas, unlike traditional construction. For instance:  

• Manufacturing
• Digital construction
• Technical coordination
• Safety
• Logistics
• Maintenance

The UK’s ambitions for energy security and nationally significant infrastructure will depend on whether these sectors can build a workforce that reflects the scale of the challenge. By valuing people who arrive through non-conventional routes and supporting those businesses seeking to do so, we can turn social value into a competitive advantage. The industry already has many of those things it needs to succeed. People want to work, projects need them, and organisations can provide the training.  

To learn more about roles in the Energy sector, please get in touch with a member of our Energy team.