The UK rail industry is facing a well-documented skills gap, with high-profile projects like High Speed 2 (HS2) highlighting the scale of the challenge in its latest report. HS2 has had to recruit and train a workforce of unprecedented size – around 33,000 people are currently working on HS2.
The workforce pressures encountered on HS2 offer a snapshot of wider industry challenges that those working in the industry are already abundantly aware of. An ageing workforce, surging demand for specialist skills, and competing infrastructure projects are straining the talent pipeline across engineering, project delivery, track maintenance, and digital rail systems.
This article examines the current skills shortages in critical rail roles, showcases successful workforce initiatives (from HS2 and beyond), and proposes practical steps for SMEs to help close the gap.
HS2’s Workforce Challenge Reflects an Industry-Wide Problem
The sheer scale of HS2’s construction – spanning multiple regions and dozens of worksites – brought early recognition that business-as-usual recruitment would not suffice. HS2 Ltd launched a comprehensive Skills, Employment and Education Strategy in 2018 to forecast and meet the project’s needs.
This forward planning proved prescient: the Construction Industry Training Board (CITB) has since forecast that an extra 240,000 construction workers will be needed over the next five years to meet Britain’s infrastructure and housing ambitions. In rail specifically, research by City & Guilds and the National Skills Academy for Rail (NSAR) projected that between 7,000 and 12,000 additional people would be required each year for the rail sector, totaling up to 120,000 new workers within a decade (with demand peaking around the mid-2020s).
Such demand coincides with a looming retirement cliff in rail. Nearly 28% of the rail workforce was over 50 as of 2020, implying some 15,000 experienced staff could retire imminently. More recent NSAR surveys continue to show an ageing profile – about one-third of rail workers are 50 or older – and warn that up to 70,000 workers may leave by 2030 through retirement or attrition. This loss of expertise, combined with fewer young entrants, has turned skills shortages into a pressing concern despite a stabilizing overall headcount.
In short, HS2’s difficulty in sourcing enough skilled people is mirrored across the industry. From civil engineers and project managers to skilled track technicians and signal systems experts, there are not enough qualified candidates coming through to replace those leaving. The rapid push for digital railways and automation is adding to the demand for new skill sets in software, data analytics and systems engineering, roles where rail must compete with other sectors for talent. As HS2 transitions from civils to high-tech rail systems (installing signalling, communications equipment, overhead electrification and rolling stock), it will require a “new cohort of talent” to deliver these specialised tasks – a need broadly echoed in Network Rail’s drive for digital skills to modernise the national network.
Critical Skills Shortages Across Key Roles
Several categories of roles are acutely affected by the skills gap, as indicated in HS2’s report:
- Engineering & Technical Roles: The industry is grappling with shortages of civil and structural engineers, rail systems engineers, signalling technicians, and rolling stock engineers. Many veteran engineers are retiring, and not enough graduates and trainees are available to replace them. HS2’s experience recruiting engineers from a limited talent pool illustrates this crunch. In response, the project cast a wide net, attracting candidates from other industries and upskilling them. This approach of seeking transferable skills is increasingly important as traditional pipelines (e.g. rail-specific graduates) struggle to keep up.
- Project Delivery & Management: Complex rail projects require skilled project managers, planners and cost controllers. These roles are in high demand across construction sectors. Industry reports note a lack of younger project professionals – few recent graduates are moving into rail project management, leaving a potential leadership gap. HS2 has mitigated this by growing its own talent; for example, some apprenticeships on HS2 are in project management and quantity surveying, not just manual trades. Building project delivery skills early in careers will be vital to replace the seasoned managers soon to retire.
- Track Maintenance & Operations: Maintaining Britain’s existing rail infrastructure is an ongoing challenge complicated by workforce shortages. Skilled track engineers, maintenance technicians, and signallers are in short supply as older workers retire and fewer young people enter these physically demanding fields. This has safety implications as well – rail regulators have flagged that attrition in experienced track staff can affect maintenance standards. The industry is responding with initiatives like predictive maintenance systems to reduce manual workloads, but ultimately it still needs new technicians on the ground. Upskilling local workforces in railway engineering (as seen in regional programs tied to Northern Powerhouse Rail and other initiatives) is one approach being taken to address this gap.
- Digital & Systems Specialists: The future of rail is increasingly digital – from advanced signalling (ETCS, CBTC) to data-driven operations and cybersecurity. However, the rail sector has historically had a limited pool of ICT and software professionals. Recruiting tech talent is challenging when other industries often offer higher pay or more obvious career paths. Efforts are underway to make rail more attractive to IT professionals (for example, highlighting opportunities to work on cutting-edge projects like HS2’s automation and train control systems). Nonetheless, a broader, more diverse talent pool must be tapped to fill digital roles. Only 16% of the current rail workforce is female, for instance, and attracting more women and people from varied backgrounds into rail could help relieve recruitment pressures in digital and engineering fields.
Building the Talent Pipeline: Initiatives and Success Stories
Despite these challenges, there are encouraging examples of how the rail industry is tackling its skills shortage. HS2, in particular, has pioneered initiatives that both address its immediate labour needs and leave a lasting skills legacy for the sector:
- Apprenticeships: Apprenticeships have been the “lifeblood of the industry,” offering paid on-the-job training across a range of roles. From groundworks and bricklaying to design engineering and project management, HS2’s contractors have embraced apprenticeships to grow talent. The project set an ambitious target at inception to create 2,000 apprenticeships, and it has already exceeded that goal – 2,032 apprentices have started work on HS2 to date. These apprentices split their time between classroom study and hands-on experience, earning while they learn. Notably, while the majority are young (16–24), about one-third of HS2’s apprentices are over 25, showing that mid-career reskilling is also part of the solution. Each apprentice that “graduates” into a qualified role not only fills a gap on HS2 but is also a resource for future rail projects. For example, HS2’s very first apprentice, employed in 2017, went on to win awards and now mentors newer apprentices – a real testament to the long-term career path an apprenticeship can spark.
- Job Brokerage and Skills Hubs: To reach communities and individuals not traditionally engaged in rail, HS2 set up a network of 11 skills training centres and 8 partner college hubs along the route. These skills hubs, often run in cooperation with local further education colleges and Jobcentre Plus, offer entry-level training (“bootcamps”, short courses, certifications) to prepare people for rail construction jobs. They have been crucial in tapping underutilized labor pools. Through face-to-face outreach, work placements and tailored training, the HS2 job brokerage model has so far helped over 5,600 previously unemployed people into sustainable jobs on the project. Many had never worked in construction or rail before. This model of bringing the jobs to the people – via local recruitment events and even dedicated job centres in deprived areas – has proven effective in widening the talent pipeline. It illustrates how proactively engaging communities can both alleviate local unemployment and fill industry skills gaps.
- Local Skills Partnerships: Collaboration with regional education providers and authorities has amplified the impact of these initiatives. For instance, in the West Midlands, HS2’s contractor Balfour Beatty VINCI (BBV) opened a flagship skills academy in Bordesley Green in partnership with South & City College Birmingham. Aimed at upskilling local jobseekers, this academy provides free training and certifications required for construction roles, along with paid work placements to give real experience. The results have been impressive: since 2021, BBV’s academy has delivered over 32,000 hours of training to more than 400 unemployed residents, and 142 people have secured employment as a direct result. Additionally, partnerships with colleges have enabled BBV to support 94 T-Level students (16–19 year-olds in technical education) with 45-day industry placements on HS2 worksites – planting seeds for the next generation of rail engineers. For the existing workforce, BBV runs the Kingsbury training centre, where over 100,000 hours of upskilling training and 13,000 courses have been delivered in areas like safety and plant operation. These examples show how major projects can act as hubs for skills development, working with local institutions to train not just their own employees but also a broader community of future workers.
- Wider Industry Initiatives: Beyond HS2, other rail sector efforts complement the drive to build skills. Network Rail and train operating companies have expanded their apprenticeship and graduate schemes. The industry, through NSAR and bodies like the Railway Industry Association, is actively promoting “Routes into Rail” to raise awareness of rail careers among school leavers and underrepresented groups. Additionally, cross-industry “learning legacy” programs (inspired by the 2012 Olympics and adopted by HS2) are ensuring that lessons on upskilling and community engagement are shared with upcoming projects. For example, HS2 has been sharing its skills strategy experience with other infrastructure projects like Sizewell C (nuclear) and Tideway (Thames Tideway Tunnel), so that successful approaches – from clear training targets in contracts to on-site skills centres – can be replicated elsewhere.
These success stories demonstrate that meaningful progress is possible. Thousands of new entrants have joined the rail workforce through apprenticeships and local training programs, and many more have upgraded their skills. The challenge now is scaling and spreading these practices across the whole industry, including to small and medium-sized enterprises (SMEs) that form a vital part of the rail supply chain.
Practical Steps for SMEs to Address the Skills Gap
While mega-projects like HS2 have dedicated resources for workforce development, SMEs in the rail sector often face capacity and funding constraints. However, SMEs can adopt several practical strategies – often in collaboration with industry partners – to tackle skills shortages. Here are evidence-backed recommendations from the wider industry:
- Form Shared Training Hubs: SMEs can band together or partner with larger firms to create joint training facilities and programs. By pooling resources at a regional level, a group of SMEs can establish a shared skills hub where new hires and existing staff receive essential training (e.g. railway safety, engineering skills, digital systems). HS2’s model of working with local colleges and setting up skills centres along the route is instructive – it shows that training infrastructure can be built through partnerships. SMEs should engage with industry bodies (like NSAR or local enterprise partnerships) to access funding and expertise for such collaborative training. Shared hubs reduce individual cost burdens and ensure consistent, high-quality skill development for all participating companies.
- Leverage Apprenticeships and Bootcamps: Even smaller firms can take advantage of the UK’s robust apprenticeship framework and short-course bootcamps. The apprenticeship levy and various government incentives can effectively subsidize the cost of training new talent. SMEs should consider hiring apprentices not just in traditional rail engineering roles but also in project coordination, data analysis, and other support roles. Apprenticeships can be tailored – some training providers offer to handle the administrative overhead for SMEs. The HS2 experience shows apprenticeships pay off: having “earn-and-learn” roles attracts enthusiastic people and builds loyalty while filling skills gaps. Similarly, Skills Bootcamps (intensive 8–12 week training programs) in areas like welding, digital design, or electrification are now funded by government and can rapidly upskill mid-career entrants. An SME could, for example, send a new hire on a bootcamp for rail signalling, and gain a productive junior technician in a matter of months.
- Adopt Flexible Hiring Pipelines: Traditional hiring criteria may be limiting the talent pool. SMEs are encouraged to widen their recruitment approach – hire for attitude and aptitude, then train for skills. This could mean recruiting from non-rail industries (ex-military personnel, automotive engineers, IT graduates) and providing them with rail-specific top-up training. It also means being open to part-time or flexible work arrangements that might attract candidates who cannot commit to full-time roles initially. HS2’s recruitment outreach into disadvantaged communities and its success with older apprentices highlight the value of thinking outside the usual talent channels. SMEs can liaise with local job centres or use sector-based work academies to find motivated people who, with a bit of training, can become valuable employees. Embracing diversity and inclusion is key here – reaching more women, minority candidates, and young people will enlarge the hiring pipeline. Over time, a more diverse workforce also tends to be more resilient and innovative in problem-solving.
- Participate in Regional Upskilling Initiatives: In many parts of the UK, regional authorities and industry groups are investing in skills programs tied to infrastructure projects. SMEs should get involved in these initiatives – whether it’s a local skills partnership led by a city council, a mayoral “jobs and skills” taskforce, or a new Institute of Technology offering courses in railway engineering. For example, the West Midlands Combined Authority has a “Jobs for Everyone” program championed by the Mayor, which aligns with HS2 to train local people. By engaging with such programs, SMEs can help shape training curricula to their needs and gain early access to trainees eager to find work locally. Even something as simple as offering site visits, mentorship or work placements to students in a local college course can pay dividends by inspiring new talent to join the rail sector. Moreover, SMEs should encourage their existing staff to continue developing skills – many regional schemes offer free or subsidized upskilling courses (in leadership, digital skills, etc.) which can help smaller companies improve productivity and staff retention.
- Knowledge Transfer and Mentoring: Finally, SMEs must prepare for the retirement of their own seasoned employees by capturing know-how before it walks out the door. Setting up mentoring between older and younger staff is an effective, low-cost way to transfer practical knowledge. Some companies are creating “Phase-down” roles or consultancies for retirees to stay involved part-time and coach new recruits. Documenting best practices and encouraging experienced engineers to contribute to guides or training sessions can preserve institutional memory. This mirrors the “learning legacy” concept used on large projects – scaled to an SME context, it simply means fostering a culture where lessons learned are shared and recorded continuously. In a skills crunch, a company’s veterans are an asset to train the next generation on the finer points of railway work.
By implementing these strategies, SMEs can turn the skills gap from a threat into an opportunity – leveraging it to modernize their practices and become more attractive employers. Importantly, no organization needs to face the skills challenge alone. Collaboration is crucial: rail employers, educators, and government must continue working hand-in-hand. HS2’s success in meeting its workforce targets was built on close cooperation with training providers, local communities and its supply chain. If smaller rail firms similarly embrace cooperation – sharing training resources, aligning on standards, and advocating collectively for skills investment – the entire industry will be better positioned to secure the talent it needs for the exciting rail developments ahead.
Conclusion
The current skills gap in UK rail is undeniably large, but it is also surmountable with concerted action. HS2’s experience has shown both the enormity of the challenge and a blueprint for solutions: proactive planning, robust investment in skills, and inclusive outreach can yield tangible results. For rail professionals and businesses across the country, the task now is to generalize these lessons – ensuring that whether it’s a mega-project or a small regional contractor, the workforce has the capacity and capability to deliver. By focusing on training, partnerships, and innovative talent pipelines, the rail industry can “future-proof” itself against labour shortages and continue to drive Britain’s economic growth. Mindful of the old slogan “Mind the gap,” the sector is heeding the call to mind the skills gap – bridging it with the next generation of rail workers who will build, maintain, and digitalize a world-class network for the UK.
Sources:
- HS2 Jobs & Skills Report 2026 – “Mind the skills gap: How HS2 is building a workforce for Britain’s future”
- NSAR Rail Workforce Survey 2025 – Findings on workforce demographics and retirement projections.
- City & Guilds/NSAR Back on Track rail skills research – projected demand for rail workers (2020–2025).
- Balfour Beatty VINCI Skills Academy case study (HS2 West Midlands) – training and employment outcomes.
- Infraspec Industry Analysis – critical skills in demand and challenges for rail (2025).
Extra Reading and Useful Resources
Download the HS2 Mind the Skills Gap report here
