Upskilling key to civil engineering's future

The UK civil engineering and infrastructure sector is at a pivotal point.

With a strong pipeline of projects across some sectors, including energy and data centres, demand for skilled workers continues to grow.

Alongside this opportunity sits a longstanding challenge: how to attract, develop and retain the next generation of talent.

At Civil Engineering Contractors Association North East, our members consistently highlight the same issue – while workload is expected to increase, the availability of suitably skilled, site-ready operatives is increasingly stretched.

This is not a short-term pressure; it is a structural issue that requires long-term thinking and co-ordinated action.

Upskilling must sit at the centre of the response.

If we are to deliver the infrastructure the UK needs, we must invest in recruitment and development at every level of the workforce.

Encouragingly, positive examples are emerging across the region, including through the Foundations Group within Civil Engineering Contractors Association North East, whose members support engagement with schools and colleges and contribute to Civil Engineering Contractors Association North East’s college bursary programme, helping to strengthen links between education and employment.

The group also reflects the value of progression within the sector, with its newly-appointed chair Lauren Parsons, of Seymour Civil Engineering, demonstrating a clear apprenticeship-led career pathway.

Having started as an apprentice design technician in highways maintenance, Lauren progressed through roles including site engineer and agent to her current position as project manager.

This early engagement is vital.

Too often, the industry is still misunderstood, with perceptions limited to traditional site-based roles.

In reality, it is a diverse and evolving sector, offering careers in engineering, project delivery and beyond.

By widening that understanding, we open the door to a far broader and more inclusive talent pool.

However, attracting new entrants is only part of the solution.

We must also focus on those already working in the sector.

The pace of change – driven by net-zero targets, digital transformation and evolving safety standards – means continuous upskilling is essential.

Apprenticeships, mentoring and structured training pathways all have a key role to play in ensuring the workforce remains adaptable and resilient.

Employers who invest in their people are seeing clear benefits, not just in capability but in retention, productivity and safety.

A culture of learning helps create stronger teams and better project outcomes.

Retention is often overlooked in discussions about skills, but it is just as important as recruitment.

We must create clear progression routes and supportive working environments that encourage people to build long-term careers in the industry.

Without that, we risk losing talent just as quickly as we bring it in.

It requires collaboration across industry, education and organisations.

No single body can solve the skills challenge alone.

Progress will come from partnership, shared responsibility and a sustained commitment to investment in people.

Upskilling is fundamental to the long-term success of our industry and the delivery of the UK’s infrastructure ambitions.

If we get it right, we will build not only better projects but a stronger, more resilient workforce for the future.

Stuart Miller is director of the Civil Engineering Contractors Association North East

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