By Blayne Cahill 

I was honoured to speak at this year’s CIHT National Conference, especially under the timely and critical theme of “The Road to Net Zero.” As Director for Highways, Rail and Transmission & Distribution at Carrington West, and an Associate Member of the CIHT, I used the opportunity to share what we’re seeing in the market when it comes to skills, sustainability, and the workforce challenges facing our industry. I thought it would be interesting for members who weren’t there, if I summarised some of the topics I spoke about at the conference. 

At Carrington West, we placed over 600 professionals into highways and transport roles last year, and our team speaks with around 2,500 people in the sector every week. That gives us a unique lens into both the hopes and frustrations that professionals and employers alike experience around skills, hiring, and sustainable infrastructure.

Where We Are Now: The Challenge

Let’s be honest: the skills gap is a major issue. Estimates suggest we’re short by around 40,000 people per year in transport, civil engineering, environmental and sustainability-related roles. That’s not a minor hiccup, that’s a systemic challenge. We’re struggling to attract people into the sector and, worryingly, to keep those we already have.

The perception issue is also real. Only 12% of girls see engineering as a good fit for them, according to the 2023 Engineering UK Science Education Tracker. If we’re serious about diversity and inclusion, and if we’re serious about Net Zero, we must widen the net of who sees this sector as a place they can belong and thrive in.

Adding to this, the S&P/CIPS UK Construction Purchasing Managers Index came in at 46.4, below the 50-point threshold that indicates growth. Civil engineering, in particular, saw its sharpest contraction since October 2020. Budget pressures and hiring freezes make long-term planning nearly impossible. How can we build the workforce of the future when the current climate forces us to think week-to-week?

What Skills Do We Actually Need?

We conducted a survey among 80 professionals in the sector, asking what sustainability means in their roles. A full 60% said they work on projects that both meet sustainability targets and encourage behavioural change, like designing cycleways or public transport systems.
When we asked what specific skills are most essential, the responses were clear:

• 80% said sustainable design principles
• 76% identified stakeholder engagement
• 67.5% noted lifecycle cost analysis
• 65% highlighted environmental impact assessment

In short, we need both technical and human skills. We need engineers who can integrate renewable energy, but we also need people who can engage communities and win hearts and minds. After all, if you build an EV charging network but no one uses it, have you really moved the dial?

That’s why we’re proud to support CIHT Learn. It’s one way we’re trying to help employers and professionals develop those softer, often-overlooked skills that are vital to sustainable change.

Are We Prepared?

Another simple but revealing question we posed: “How prepared are your teams to deliver on Net Zero goals?”

The average score? Just 3.3 out of 5.

So yes, there’s awareness. But there's also a realisation that we have much work to do. And that’s echoed across the conversations our consultants have each week with employers.

What Our Clients Are Saying

Funding for sustainability-focused projects is coming through. Active travel and EV programmes are in motion, but 55% of survey respondents said budget constraints remain their biggest challenge. A further 35% pointed to a lack of practical experience in delivering sustainability projects, and 33% cited limited availability of skilled professionals.

Interestingly, the recruitment context matters. When hiring for permanent roles, many clients are increasingly prioritising sustainability skills. But for temporary roles, urgency trumps strategy. There’s a tendency to focus on immediate needs, sidelining those longer-term Net Zero priorities.

Budget pressures are squeezing everyone. One General Manager I spoke to put it bluntly: “It’s difficult when you have to disband your major projects team because you’ve got no money.” That stuck with me. It speaks volumes about how hard it is to plan long-term in this climate.

Our Consultants’ View

From the recruiter’s side, we’re seeing more briefs include sustainability when hiring for permanent roles, but much less so when it comes to temps. Yet temporary staff are often at the coalface of project delivery. If we ignore sustainability here, we’re missing a trick.

There’s also growing pressure on salaries, as the demand for these skills outstrips supply. In a market already contending with budget constraints, this creates an uphill battle for many employers.

Looking Ahead: What Needs to Change

So what’s next?

First, civil engineering courses need to evolve—urgently. They must reflect the digital, environmental, and behavioural realities of modern infrastructure work.

Second, attraction is key. We must break down the barriers that stop people entering the sector. This includes everything from making job applications more accessible, to reshaping perceptions of what engineering looks like and who it’s for.

Third, we need to upskill and reskill existing workers. Sustainability isn’t a bolt-on; it should be core. That means developing digital skills, but also stakeholder engagement and behavioural science know-how.

The political landscape adds further complexity. From RIS3 delays to regional devolution, the uncertainty makes long-term planning difficult. But that’s exactly what we need to be doing. The sector cannot afford to be reactive when the Net Zero clock is ticking.

Final Thoughts

We need to be investing now, both time and money, into a workforce that’s capable of delivering a sustainable future. But many of our clients, despite the will, are simply not in a position to do so. There’s a gap between what we want to do and what we can do. And that’s where industry leadership, policy clarity, and collaboration will play a pivotal role.

It’s been a privilege to speak with so many of you and to contribute to the CIHT National Conference. The CIHT’s role in bringing people together, sharing best practice, and raising the bar for the industry has never been more important.

Thanks for reading, and thank you again to the CIHT for having me.

About Carrington West

Carrington West is an award-winning recruitment company providing high calibre technical talent in the UK. We recruit interim, temporary and permanent professionals from entry to board level across multiple disciplines for private and public sector organisations. Founded in 2011, we have grown quickly due to the passion, integrity and excellence of our people who consistently deliver outstanding levels of service so our clients and candidates can achieve their goals.