In association with Carrington West

When we talk about resilience in the transport and infrastructure sector, the conversation usually centres on assets, networks and climate risks. But one of the most pressing resilience challenges facing the industry is far less visible: the workforce itself.

This became a major theme at the CIHT National Conference 2026. While discussions throughout the day focused on climate adaptation and infrastructure planning, it was clear that none of these ambitions can be delivered without the right people in place. The sector is facing a demographic and skills challenge that, if left unaddressed, could become one of the biggest barriers to delivering future infrastructure programmes.

The scale of the issue is already evident in the data. 

The latest CIHT Employment Trends Survey shows that 36% of respondents are aged 55 or above, highlighting how much experience could leave the sector within the next decade. At the same time, research suggests the annual skills gap across transport, civil engineering, environmental and sustainability roles could reach 40,000 people per year.

These figures point to a systemic challenge rather than a short-term recruitment issue. If the sector is to maintain and improve the UK’s transport networks while responding to climate pressures and investment programmes, it will need a significantly larger and more diverse workforce pipeline.

There are, however, some encouraging signals from the wider construction sector. Data released recently from the Construction Skills Certification Scheme shows that one in four CSCS card holders is now under 30. That indicates meaningful progress in attracting younger workers into construction careers.

For highways and transport, the challenge now is to replicate that progress.

One positive example highlighted during the conference came from Northern Ireland. The Department for Infrastructure recognised the ageing demographic within its workforce and made a deliberate decision to address it early. By increasing the intake of entry-level professionals and graduates, the organisation has strengthened its long-term talent pipeline and created a clearer pathway for future leadership within the sector.

This kind of proactive planning will become increasingly important across the industry. Waiting for experienced professionals to retire before addressing the talent gap will simply leave organisations scrambling to replace decades of knowledge and expertise.

The impact of AI

Another factor complicating the workforce landscape is the rapid rise of artificial intelligence and automation. Technology has enormous potential to improve productivity across engineering and infrastructure delivery, but it also raises an important question about entry-level opportunities. If AI systems begin to take on tasks traditionally carried out by junior professionals, the industry could unintentionally reduce the very pathways that allow people to enter and develop within the sector. At a time when we need to bring more people into transport, civil engineering and environmental roles, we risk narrowing those entry routes.

The solution is not to slow technological progress, but to ensure that employers, educators and professional bodies work together to maintain accessible career pathways. Technology should enhance human capability, not limit the opportunities for the next generation of engineers and infrastructure professionals.

Retention is as important as attraction.

Alongside attracting new talent, the sector must also focus on retention. During the workforce resilience panel I joined at the conference, a recurring theme was the importance of organisational culture. Businesses that create strong, engaging cultures are far more likely to retain their people. The panel referred to this as building a “sticky” environment, somewhere individuals want to stay, grow and develop their careers. Culture begins at the hiring stage. Recruitment processes should assess cultural alignment as well as technical ability, ensuring that individuals can thrive within the organisation.

At Carrington West we use tools such as Thomas International to support this approach, helping us understand behavioural preferences and team dynamics alongside technical expertise. But recruitment is only the first step. Creating a resilient workforce requires continued investment in development, learning and engagement. Providing access to professional development resources, setting clear self-development objectives and embedding learning into regular reviews all contribute to building an environment where people feel supported and motivated to progress.

Resilience, however, is not only organisational. It is also personal.

One of the simplest but most effective ways to support individual resilience is encouraging employees to define both personal and professional goals. When people are anchored to a clear long-term purpose, it becomes far easier to navigate short-term challenges or setbacks.

At Carrington West we also talk about the concept of “rehearsing adversity”. By actively considering potential challenges and preparing for them, individuals and teams are less likely to be caught off guard when difficulties arise. This approach strengthens decision-making and confidence, particularly in high-pressure environments.

Ultimately, though, workforce resilience cannot be addressed by culture and development initiatives alone. The sector must also strengthen its employer value proposition.
Survey data presented at the conference suggests that while many organisations plan to hire this year, 87% of professionals say they are satisfied in their current role and 70% do not expect to move jobs. At the same time, sectors such as water and energy are experiencing significant investment and are competing for the same skillsets.

In such a competitive environment, employers cannot rely on salary alone to attract talent. Organisations must clearly communicate what makes them a great place to work. Career development opportunities, meaningful work, inclusive culture and visible progression pathways all play an important role in attracting the next generation of professionals.

A strong employer value proposition can also help the sector reach groups that have historically been under-represented. Younger professionals, career changers and individuals returning to the workforce all represent valuable sources of talent if organisations are prepared to create accessible and supportive entry routes.

The key takeaway from the workforce discussions at the CIHT National Conference was simple: resilience is not just about infrastructure. It is about people.