According to the Chartered Institution of Highways & Transportation (CIHT) Employment Trends Survey, 36% of professionals working in highways and transportation are aged 55 or over. Over the next decade, a large proportion of experienced engineers, planners and infrastructure specialists could retire. 

At the recent CIHT National Conference, resilience was the theme that ran through almost every discussion, including the panel I joined where we discussed workforce resilience. It was clear from that conversation, and the conversations we have had with clients and industry colleagues since, that the demographic shift of the current workforce is a huge challenge facing the profession. 

This challenge is compounded by rising demand for engineering capability. Research from EngineeringUK estimates that the UK will require 173,000 additional engineers and technicians by 2030 to meet workforce demand across the economy. At the same time, employers are already struggling to recruit. The Institution of Engineering and Technology reports that 76% of engineering employers have difficulty finding candidates with the right skills.

The scale of the challenge is clear. However, focusing solely on the problem risks missing a more important question: what can the industry do to strengthen its talent pipeline now?

Planning needs to start now.

The first priority must be long-term workforce planning. Infrastructure programmes often run over decades, yet workforce strategies are frequently reactive rather than strategic. Organisations need to assess their workforce demographics, identify where experience gaps may appear, and develop succession plans well before retirements occur. At the CIHT National Conference, we heard a fantastic case study of how David Porter and the team at the Department for Infrastructure in Northern Ireland have been doing just this, with excellent results.

Workforce planning also needs to consider the role of the flexible workforce. Contractors and interim specialists are sometimes viewed purely as short-term capacity support, but in reality they play a much broader role within the infrastructure ecosystem. Contract professionals move between projects, sectors and regions, bringing valuable experience and specialist skills that can strengthen delivery teams and accelerate knowledge sharing, while also ensuring critical expertise remains within the industry. Employers can also identify opportunities for contractors to develop new skills across different projects, helping to build a more adaptable and resilient workforce over time.

We must pass on skills acquired on the job

Knowledge transfer is another critical step. Many senior engineers hold decades of experience that has never been formally captured. Structured mentoring programmes, shadowing opportunities and phased retirement arrangements can help ensure that expertise is passed on before individuals leave the industry.

Expanding entry routes into the sector will also be essential. Graduate recruitment remains important, but it cannot be the only pathway. Apprenticeships, technical training routes and vocational programmes can attract individuals who might not otherwise consider careers in transport infrastructure.

Diversify

The industry should also look beyond traditional talent pools. Many roles within transport infrastructure require transferable skills that exist in adjacent sectors such as energy, construction and environmental services. Creating clear pathways for professionals to transition between industries can significantly expand the available workforce.

Another important opportunity lies in improving diversity across engineering professions. EngineeringUK reports that women currently represent only 16.5% of the engineering workforce, highlighting the potential to attract more professionals from under-represented groups. However, addressing this challenge is not simply about casting the recruitment net wider. It also requires organisations to consider whether their working environments, career structures and leadership cultures genuinely support a more diverse workforce.

Infrastructure delivery has traditionally relied on working patterns and workplace norms that may unintentionally exclude talented professionals who could otherwise contribute to the sector. Flexible working arrangements, inclusive site environments, clearer return-to-work pathways and stronger mentorship programmes can all help make careers in transport infrastructure more accessible. 

Look for productivity gains everywhere.

Technology also presents an opportunity if used thoughtfully. Digital tools, data analytics and artificial intelligence are increasingly integrated into infrastructure delivery. Rather than replacing early-career roles, these technologies should be used to enhance learning and accelerate professional development for new entrants.

There are interesting parallels with the recruitment industry here. Like everyone, we are grappling to stay ahead of fast evolving technology. But rather than replace our entry level recruiters, we are looking investing more heavily in training them to use the technology, then focus on acquiring those human-centric skills that will increase their productivity. In short, in both sectors, technology should fast track early careers professionals into superworkers, not replace them.

Train and retain.

Retention is equally important as recruitment. Survey data across the engineering sector suggests many professionals are satisfied in their current roles and may not actively seek new opportunities. For employers, this means focusing on culture, career progression and professional development to retain valuable expertise.

Clear career pathways can make a significant difference. Professionals are more likely to stay with organisations where they can see opportunities for progression and skill development. Providing structured training and leadership development programmes can strengthen long-term retention.

I am going to draw another parallel, this time with Carrington West. Our learning and development strategy is one of the key pillars that create a positive, high performing culture that people want to be part of. Our culture and employer branding is award-winning, attracting and retaining talent is relatively easy for us because we create progression and earning opportunities others don’t. 

A collective problem needs a collective solution.

Industry collaboration will also be vital. Professional institutions, employers and educational organisations must work together to raise awareness of transport careers and ensure training pathways align with future industry needs. Events like the CIHT conference demonstrate how valuable these cross-sector conversations can be. They provide a platform for industry leaders to share ideas and identify practical solutions to workforce challenges.

The transport sector has always adapted to change. From new technologies to evolving infrastructure demands, the industry has continually developed new capabilities to meet emerging challenges.

The current workforce transition should be viewed in the same way. With proactive planning, effective recruitment strategies and strong industry collaboration, the sector has an opportunity to build a more resilient and diverse workforce for the future.

Infrastructure resilience ultimately depends on the people responsible for designing, maintaining and improving the networks we rely on every day. Ensuring the next generation of professionals is ready to step forward will be one of the most important challenges – and opportunities – facing the transport industry in the coming decade.

Carrington West recruits technical professionals for the UK highways and infrastructure sector. Visit www.carringtonwest.com for more information.

Sources

• Chartered Institution of Highways & Transportation (CIHT) – Employment Trends Survey
• EngineeringUK – Engineering Skills Needs Discussion Paper
• Institution of Engineering and Technology – Engineering and Technology Skills Survey

By Blayne Cahill, Director, Carrington West

Carrington West recruits technical professionals for the UK highways and infrastructure sector. Visit www.carringtonwest.com for more information.