Nurturing Tomorrow’s Infrastructure Workforce; Capacity Building & Upskilling

Foreword from the President

Catherine Karakatsanis M.E.Sc P.Eng ICD.D FEC FCAE. LL.D President, FIDIC

As the global infrastructure sector confronts unprecedented challenges, we find ourselves at a pivotal moment in history. The urgent need to decarbonise, coupled with technological advancements and the demands of a fast-evolving workforce, means that the way we plan, design and build our infrastructure must radically transform. This report, Nurturing Tomorrow’s Infrastructure Workforce: Capacity Building and Closing the Sustainability Skills Gap, delves into one of the most pressing issues facing the industry today - how to equip our workforce with the skills necessary to meet the complex demands of a sustainable, net zero future.

At the heart of this report lies a fundamental truth, that infrastructure is becoming much wider than engineering and/or construction. It is about sustainability, innovation and resilience.

Engineers are no longer tasked with building bridges, roads and power grids; they are tasked with building a future - one that is greener, more efficient and more equitable. The role of the infrastructure sector is evolving and with it the skills required to thrive in this new landscape. This report identifies the critical skills gaps that must be addressed and provides a clear, actionable roadmap for closing those gaps.

Throughout the report, we address some of the most critical questions shaping the future of our industry:

• How can we ensure the current workforce is equipped with the skills needed to drive the global sustainability agenda?

• What role should industry leaders, governments and educational institutions play in upskilling and reskilling for a net zero future?

• How can emerging technologies like artificial intelligence, automation and digitalisation be leveraged to enhance workforce capacity and accelerate sustainability outcomes?

• What strategies can ensure that all regions, including those in the global south, benefit from capacity-building initiatives?

As the voice of the global engineering community, FIDIC has always been at the forefront of promoting sustainable practices. This report builds on that legacy by offering practical strategies and case studies that showcase how industry, academia and government are working together to address the skills gap. Whether it is through partnerships with institutions, the creation of learning pathways, or the use of digital tools, the report highlights the steps needed to ensure that our workforce is equipped for the future.

One example that stands out in the report is the increasing role of interdisciplinary collaboration in shaping sustainable infrastructure. Engineers, architects, environmental scientists and policymakers must work together to deliver projects that not only meet technical standards but also align with global climate goals. This kind of cross-sectoral partnership is a hallmark of FIDIC’s mission and one that we continue to foster through platforms like the FIDIC Academy, which is pivotal in delivering world-class training programmes designed to future-proof the workforce.

The challenges ahead are immense, but so too are the opportunities. The journey to a net zero world presents the infrastructure sector with an unparalleled opportunity to lead the charge in combating climate change, driving innovation and ensuring that no region is left behind. This State of the World report continues FIDIC’s role in being a leading voice for the sector and providing calls to action for all stakeholders - policymakers, educators, industry leaders and engineers alike. Together, we must take decisive steps to build a workforce that is not only capable of delivering sustainable projects but is also poised to lead the way in transforming the infrastructure landscape.

As we move forward, let this report serve as both a guide and an inspiration. It is a roadmap for action, collaboration and growth. The infrastructure workforce of tomorrow will not only build the structures that support our economies but will also shape the world we leave behind for future generations. It is our responsibility - and our privilege - to make sure they are prepared for the task.

Together, we can build a more resilient, sustainable and innovative future.

As the infrastructure sector navigates its critical role in global sustainability, FIDIC presents this report, Nurturing Tomorrow’s Infrastructure Workforce: Capacity Building and Closing the Sustainability Skills Gap. This report addresses one of the most important challenges for infrastructure professionals - building a workforce that is not only technically excellent but also equipped to meet the urgency of sustainability and net zero and societal imperatives.

The urgency of the skills gap in infrastructure

The infrastructure sector is responsible for significant carbon emissions and environmental impacts, and is one of the focal points in the race to achieve net zero targets, not only for its own emissions but also for the impact it can have on reducing operation and lifetime emissions of infrastructure assets. The challenge, however, is that change begins at home and the infrastructure sector’s workforce need to deliver on climate commitments is not where it needs to be.. There are critical gaps in areas such as renewable energy integration, digital literacy, AI-driven innovation and sustainable construction practices. As governments and industries alike commit to reducing emissions, the infrastructure workforce must drive to upskill to meet the future challenges we face and deliver on climate, emissions and biodiversity promises.

The report goes beyond identifying the gaps, it calls on infrastructure leaders, educators, policymakers and engineers to take decisive and coordinated action. The skills gap cannot be tackled in isolation. A collective approach involving cross-sector collaboration, government intervention and educational reforms is required to create a sustainable and future-ready workforce.

FIDIC’s role in driving change

FIDIC is uniquely positioned to lead the transformation toward a sustainability-focused infrastructure workforce. Through its initiatives, such as the FIDIC Academy, its contracts (such as the continuing development of net zero clauses) and flagship events like the Global Leadership Forum and Global Infrastructure Conference, FIDIC provides platforms for engineers and stakeholders to discuss sustainability strategies and workforce development. This report reinforces FIDIC’s long-standing commitment to empowering the engineering community with the knowledge, tools and skills needed to meet the challenges of climate change.

FIDIC’s advocacy for continuous learning, capacity building and global partnerships is a central pillar of this report. By fostering dialogue between industry leaders, government bodies and educational institutions, FIDIC aims to ensure that engineers and infrastructure professionals remain at the forefront of sustainable development.

A collaborative approach to capacity building

As aforementioned, addressing the sustainability skills gap requires collaboration. This report highlights several case studies from different regions, showcasing successful collaborative efforts that have integrated sustainability into training and upskilling programmes. Examples include partnerships between academic institutions and industry leaders, initiatives in Africa and Southeast Asia promoting sustainable infrastructure development and various public-private collaborations in Europe and the US aimed at enhancing sustainability-focused training programmes for engineers.

These examples demonstrate that effective collaboration is crucial for aligning workforce development with the evolving demands of the infrastructure sector. FIDIC calls on industry leaders to prioritise partnerships that foster continuous learning and skills development.

Recommendations for action

To address the sustainability skills gap effectively, this report outlines several key recommendations:

Embed sustainability across training programmes

Organisations must integrate sustainability principles into all aspects of their workforce development programmes. This includes incorporating sustainability-focused training modules into professional development and offering interdisciplinary courses that blend engineering with environmental science.

Leverage emerging technologies

The integration of AI, automation and digital tools is essential for meeting sustainability goals. Infrastructure companies must ensure that their workforce is trained in digital literacy, with a particular emphasis on technologies like BIM, AI and data analytics that enhance sustainability efforts.

Foster cross-sector collaboration

Government, industry and educational institutions must work together to develop and implement sustainable training programmes. Examples from Europe and Asia demonstrate the importance of industry-led curriculum reviews and public-private partnerships that create scalable, sustainable workforce solutions.

Policy interventions for continuous learning

Governments should support upskilling initiatives through targeted policies that promote continuous learning in sustainability. By offering incentives such as tax breaks or subsidies, governments can encourage companies to invest in sustainability-focused training.

The global community in infrastructure has to drive change

The report emphasises the importance of considering regional differences in workforce development strategies. It provides insights into how regions like Africa, Southeast Asia and the Middle East are addressing the sustainability skills gap, offering lessons that can be applied globally.

Position Infrastructure as a Purpose-Driven Sectore

The industry should focus on promoting infrastructure as a dynamic field where professionals can make meaningful contributions to addressing global challenges, such as climate change and resource management. This shift in perception will help attract talent that is motivated by purpose, ensuring the sector becomes a top destination for individuals looking to create impactful, sustainable solutions.

Strengthen Industry Communication on its Evolving Role

It is crucial for companies and professionals within the infrastructure sector to consistently communicate the evolving role of infrastructure in shaping sustainable futures. By embedding sustainability, technology, and social impact into its core messaging, the sector can align itself with the growing global demand for purpose-driven work, ensuring it remains attractive to future generations of professionals.

The challenge is significant and the road ahead, whilst uncertain, is clear for the infrastructure sector to meet its sustainability commitments, it must invest in the skills of both today’s and tomorrow’s workforce. This report provides a comprehensive roadmap for organisations, governments and educational institutions to work together in closing the sustainability skills gap.

By leveraging the above recommendations, the infrastructure sector will shift significantly towards meeting not only the challenges of sustainability but also position itself as a leader in driving meaningful environmental and social change. The time to act is now and FIDIC calls on all stakeholders to take a proactive role in shaping the future workforce.

Introduction: Shaping the future of infrastructure

Context of sustainability and net zero

The urgency of addressing sustainability and achieving net zero emissions has never been more critical for the global infrastructure sector and it is directly linked to the challenge of capacity building and closing the sustainability skills gap. As nations strive to meet the climate targets outlined in the Paris Agreement, infrastructure – encompassing transport, energy, water and urban systems –plays a pivotal role. However, as infrastructure projects grow more complex and sustainability targets more ambitious, the sector faces an increasingly evident skills shortage, particularly in areas such as sustainable design, green construction and the integration of renewable energy systems.

The infrastructure sector contributes to approximately 70% of global greenhouse gas (GHG) emissions, underscoring its centrality to achieving climate goals. To meet these targets, significant capacity building is required to upskill the workforce in areas such as decarbonisation, climate resilience and the use of emerging technologies. Without the right skills in place, the sector will struggle to deliver the change required on infrastructure projects at the scale needed to support global sustainability and net zero targets.

Sustainability and capacity building in infrastructure

Sustainability and sustainable infrastructure is not just about reducing emissions, but ensuring long-term resilience and adaptability in the face of climate change. The growing demand for infrastructure that supports both environmental and social goals has created an urgent need to build capacity within the workforce. For instance, civil engineers, architects and urban planners must now be equipped with an increasingly bigger range of existing and new skills related to low-carbon design, sustainable materials and climate risk assessment.

Governments and organisations worldwide are recognising the importance of this shift. For example, the European Union’s Green Deal, which aims to achieve climate neutrality by 2050, has highlighted the need for a green infrastructure workforce to meet these goals. Similarly, the United States Infrastructure Investment and Jobs Act (2021) sets aside significant funding for sustainable infrastructure projects, but achieving the goals of these projects depends on developing a workforce skilled in sustainability.

Addressing this skills gap requires coordinated efforts across industry, government and educational institutions. Training programmes, apprenticeship and upskilling initiatives must be expanded to include sustainability-focused content, ensuring that professionals across the infrastructure sector are equipped to meet the challenges ahead. The need for capacity building has never been more urgent.

Net zero and workforce development

Achieving net zero emissions by 2050 is an essential goal for governments and industries around the world, and this target cannot be met without a workforce trained in the specific skills required to reduce carbon footprints in infrastructure projects. Countries like the United Kingdom and Japan have made net zero targets legally binding, and many corporations are also setting ambitious goals. There is, however, a growing recognition that the workforce needed to implement these plans is not yet fully developed.

One of the most pressing challenges is the decarbonisation of the construction industry, particularly in relation to high-emission materials like concrete and steel. The cement industry, for example, is responsible for roughly 8% of global CO2 emissions. While innovative solutions, such as carbon capture technologies and alternative construction materials, are emerging, the workforce must be trained in these new methods to effectively implement them. Without sufficient skills, even the most advanced technologies will struggle to gain traction in the market.

Building the skills for the net zero future

The transition to a net zero economy presents a unique opportunity for the infrastructure sector to position itself as a leader in sustainability. For this transition to be successful, it requires not only policy and technological advancements but also significant investment in workforce development. According to a report by the International Labour Organization (ILO), the transition to a green economy could create 24 million jobs globally by 2030,1 but this potential can only be realised if workers are equipped with the necessary skills.

Introduction: Shaping the future of infrastructure

In response to this need, there has been a rise in programmes aimed at closing the sustainability skills gap, such as the United Nations Industrial Development Organization (UNIDO)’s initiatives to train engineers and technical professionals in green technologies. Similarly, the World Green Building Council is working to promote sustainability training in construction across the globe. These efforts, while commendable, must be scaled up significantly to meet the net zero targets set by governments and businesses alike.

The urgency of skills development to meet climate goals

The 2023 UNEP Emissions Gap Report warns that current policies still put the world on track for a 2.8°C increase in global temperatures by the end of the century.2 To close this gap, infrastructure professionals must be equipped with the skills necessary to integrate sustainability into all stages of project development. This is not only a regulatory necessity but also a strategic opportunity for the sector to redefine its workforce as purpose-driven, innovative and prepared to tackle the challenges ahead.

Building capacity is therefore not only key to addressing the sustainability skills gap, but also essential for ensuring that infrastructure projects can support the global transition to a low-carbon future.

Infrastructure as a career with purpose

In today’s rapidly changing world, the infrastructure sector stands as a key enabler of sustainable development and climate resilience. For individuals seeking purpose-driven careers that offer meaningful contributions to both the built and natural environment, infrastructure provides a unique and compelling opportunity. Given the increasing focus of the younger generation on sustainability, why are we not oversubscribed with those want to change it through careers such as engineering?

The challenge we face

As an industry that will be vital for meeting the challenges of climate change, it is vital we attract talent that can meet these challenges. Currently we lose too many engineers and professionals to other sectors where they don’t play the pivotal role they could to enact true change.

As the infrastructure industry continues to evolve to meet the demands of the 21st century, it has to not only improve but needs to become a top destination for professionals who are passionate about creating solutions to global challenges such as climate change, urbanisation and resource management. This is something that every person and company across the infrastructure sector will need to communicate, promote and ensure is at the forefront of minds going forward.

A new era of purpose in Infrastructure

Infrastructure is no longer solely about technical expertise and engineering feats. It has become a dynamic sector at the intersection of sustainability, technology and social impact, offering professionals the chance to influence the quality of life for millions while helping combat some of the world’s most pressing challenges.

According to a report by the Global Infrastructure Hub, over USD 94 trillion in infrastructure investment will be needed globally by 2040 to meet the demands of population growth, urbanisation and climate adaptation.3 Within this investment lies a critical opportunity for the sector to redefine itself as a career path for those motivated by a sense of purpose.

A prime example of this is the European Investment Bank (EIB)’s Clean Energy Transition Programme, which funds infrastructure projects promoting renewable energy and energy efficiency. The professionals working on these projects are not only developing infrastructure but are also contributing to a net zero future, showcasing how the sector can be a leader in global sustainability efforts.

A career that combines innovation with social impact

Infrastructure is a field where technical innovation meets social responsibility. Today’s workforce increasingly seeks careers that align with their values and contributes positively to society. A survey by LinkedIn found that over 74% of millennials and 83% of Gen Z workers would prefer a job with a social or environmental impact over one focused purely on financial rewards.4

Introduction: Shaping the future of infrastructure

In response to this shift in workforce values, the infrastructure sector is now being positioned as an industry where individuals can make a tangible difference. Whether through designing climate-resilient transportation systems, delivering clean water solutions to underserved communities or constructing energy-efficient buildings, infrastructure professionals are at the forefront of solving complex global challenges. For instance, the development of green cities offers infrastructure professionals the chance to contribute directly to environmental stewardship. Copenhagen, for example, is working towards becoming the world’s first carbon-neutral capital by 2025, with infrastructure professionals playing a crucial role in its green building projects and public transportation systems.

Attracting purpose-driven talent

The increasing demand for sustainable and resilient infrastructure is creating a significant opportunity to attract talent driven by a sense of purpose. Professionals entering the sector are no longer just builders or engineers – they are becoming agents of change who drive societal and environmental progress. The infrastructure sector is drawing attention for its potential to create careers where individuals can address pressing global challenges.

Educational institutions and training programmes are increasingly focusing on sustainability and social impact to ensure that new graduates are equipped with the necessary skills. The World Economic Forum estimates that over 75 million jobs could be created by 2030 as part of the transition to a green economy and many of these jobs will be within the infrastructure sector.5 This offers a wealth of opportunities for companies within the infrastructure sphere and professionals who wish to pursue careers that are both financially rewarding and personally fulfilling.

The infrastructure industry is also highly interdisciplinary, bringing together diverse professionals, ranging from civil engineers and urban planners to environmental scientists and project managers. The diversity of skills required allows individuals to either represent a broad set of skills or increasingly find niches that align with their career aspirations, making infrastructure an attractive field for those motivated by purpose-driven work. Whether it is building sustainable cities or designing water systems that mitigate the effects of drought, the infrastructure sector allows professionals to address some of the most urgent issues facing the world today.

Infrastructure as a path to global impact

One of the most compelling aspects of a career in infrastructure is the direct, far-reaching impact it has on global communities. Infrastructure projects influence everything from the water we drink, the transport we take, the economic growth we benefit from, to social mobility and environmental sustainability. The development of resilient water infrastructure in regions suffering from drought, for example, can dramatically improve health outcomes, economic stability and community resilience.

Infrastructure’s global reach provides professionals with the opportunity to work on projects that cross borders and affect entire regions. Whether it is building climate resilient housing in coastal areas, expanding renewable energy grids in rural regions or implementing circular economy initiatives in urban centres, infrastructure professionals are playing a critical role in shaping the future. The scope of impact offered by a career in infrastructure is unmatched by many other sectors, making it an ideal choice for individuals seeking a career with purpose.

A future built on purpose

As the world grapples with challenges such as climate change, urbanisation and resource scarcity, there has never been a more crucial or exciting time to work in the infrastructure sector. For those seeking a career that offers both personal fulfilment and global impact, infrastructure provides the chance to work on projects that will shape the future of the planet, making it more sustainable, resilient and equitable.

By embracing new technologies, sustainability practices and innovative approaches, professionals in the infrastructure sector can contribute to building a better world. This makes infrastructure not only a rewarding career path but also one that provides a sense of purpose and accomplishment as individuals help create long-lasting, positive change.

/Understanding the current state of skills in infrastructure

Understanding the current state of skills in infrastructure /

Analysis of existing skills gaps: Sustainability and net zero competencies

The infrastructure sector sits at the nexus of global efforts to combat climate change, with infrastructure projects accounting for a significant portion of global Green House Gas (GHG) emissions. As governments, industries and communities increasingly prioritise sustainability and the transition to a net zero economy, the infrastructure sector faces an acute challenge. It lacks a sufficiently skilled workforce equipped with the sustainability and net zero competencies required to meet these demands.

Addressing the pressing need for infrastructure that is resilient, resource-efficient and climate-friendly requires far more than policy initiatives or technological innovations. At its core, achieving sustainable infrastructure hinges on the workforce’s ability to integrate sustainability principles into every stage of infrastructure development – conception, procurement, design, construction, operation and maintenance and finally decommissioning and/or renewal. Yet, there remains a profound gap between the skills required to meet these objectives and the current capacity of the global workforce.

The International Labour Organization (ILO) estimates that the shift to a green economy could create 24 million jobs globally by 2030, but to fill these positions significant efforts are needed to equip the workforce with the necessary skills. Moreover, without adequately trained professionals, infrastructure projects may face delays, increased costs or even failures in achieving sustainability goals. Below, we will explore the most pressing sustainability skills gaps within the infrastructure sector, providing real-world examples that illustrate the tangible impacts of these shortages.

Key sustainability skills gaps in the infrastructure sector

1Low-carbon construction and materials expertise

One of the most critical areas of skills shortage in the infrastructure sector is the expertise required for low-carbon construction and the use of sustainable materials. The construction industry is responsible for nearly 40% of global CO2 emissions, with cement production alone contributing around 8% to this total. As the demand for infrastructure grows, so does the need for professionals who can design and implement low-carbon solutions. The industry, however, continues to face significant shortages of engineers, contractors and construction managers who are proficient in low-carbon technologies and materials.

The need for expertise in low-carbon materialsO

One of the most critical gaps is in the use of low-carbon materials, particularly cement and concrete, which are central to most construction projects.

The transition to carbon-neutral or low-carbon concrete, for example, has been slow, largely due to a lack of technical knowledge and practical experience in implementing these alternatives on a large scale. Carbon-neutral concrete could reduce emissions from construction by 30-40%, but only a limited number of projects have incorporated this material. According to the Global Cement and Concrete Association,6 while the technology for low-carbon concrete exists, the skills required to effectively use these materials are not yet widespread across the global workforce.

Challenges in scaling low-carbon construction

Despite the environmental benefits, scaling low-carbon construction is slow due to a lack of practical experience and training in handling these materials. Engineers and construction managers need to be equipped with the skills, data and real life examples to be able evaluate the performance of low-carbon materials under varying conditions, integrate them into traditional construction workflows, and ensure long-term durability. The complexity of retrofitting existing infrastructure with low-carbon materials also requires a deep understanding of sustainability assessments, including Life-Cycle Analysis (LCA) and carbon accounting.

Understanding the current state of skills in infrastructure /

Large-scale projects that have aimed to incorporate low-carbon construction methods frequently face delays or compromises due to skills shortages.

For example, the Morandi Bridge Replacement Project in Genoa, Italy, highlighted the limited availability of professionals with low-carbon expertise. The project aimed to integrate sustainable materials into its construction but encountered delays due to a lack of trained personnel.

This highlights a broader issue across the infrastructure sector – projects are often slowed down or fail to meet sustainability targets due to the absence of skilled workers who can handle low-carbon technologies and materials effectively.

The growing demand for specialised training

In response to these challenges, several countries are investing in upskilling initiatives to bridge the skills gap in low-carbon construction. In the UK, for example, the Construction Innovation Hub has been leading efforts to provide training in Modern Methods of Construction (MMC),7 including low-carbon techniques. Whereas, in the Asia-Pacific region, countries like Singapore are advancing green building standards that require construction workers and professionals to be proficient in sustainable building practices.

Tackling this skills gap requires coordinated action across industry, academia and government. Universities and technical institutes play a key role in developing training programmes that incorporate sustainability focused curriculum elements, such as low-carbon materials science and sustainable construction technologies. Governments can incentivise the adoption of these skills through policy measures, such as tax credits for sustainable construction projects or grants for training programmes. Without adequate expertise in using and scaling low-carbon materials, the infrastructure sector will continue to face challenges in reducing its carbon footprint.

It is only by prioritising workforce development and targeted training in these emerging areas, that the industry can accelerate the transition towards more sustainable construction practices. Global cooperation and upskilling initiatives must become a priority if we are to close this critical gap and meet the net zero emissions goals.

energy integration and systems engineering

As the world moves towards decarbonisation, renewable energy has become a foundational pillar of sustainable infrastructure development. Integrating solar, wind, geothermal and other renewable energy sources into traditional infrastructure projects has transformed how we build and maintain essential services. The skills gap in renewable energy integration, particularly in systems engineering, however, continues to present a significant barrier to widespread adoption and success.

The International Renewable Energy Agency reported that employment in the renewable energy sector grew to 12 million in 2020, reflecting the industry’s rapid expansion. Despite this, the growth in workforce numbers has not matched the increasing complexity and technical demands of infrastructure projects requiring renewable energy integration. This gap is particularly evident in two areas: the technical ability to integrate renewable systems with existing energy grids and the expertise to manage the complexity of hybrid systems combining renewable and traditional energy sources.

Renewable

Understanding the current state of skills in infrastructure

Key skills gaps in renewable energy integration:

Grid integration and systems engineering: One of the most significant challenges is the lack of professionals skilled in integrating renewable energy systems, such as solar and wind, with existing grid infrastructure. Engineers working in this field must ensure that renewable systems are compatible with the grid, which involves balancing fluctuating energy output from renewable sources with demand in real time. Engineers must also work to maintain grid stability, frequency regulation and energy storage particularly as more intermittent energy sources like wind and solar are brought online.

A 2021 report by the International Energy Agency8 highlights that energy systems worldwide are struggling to keep pace with rapid renewable energy deployment. For example, incorporating solar energy in residential areas while maintaining grid stability presents significant technical challenges. Engineers are required to develop solutions to improve grid flexibility through advanced control systems, energy storage technologies and predictive analytics.

Hybrid renewable systems: Increasingly, infrastructure projects are incorporating a mix of renewable energy sources, requiring specialists who can design and manage hybrid systems. These systems blend solar, wind and other renewable energies to optimise energy production based on environmental conditions and energy needs. For instance, the integration of offshore wind farms with hydrogen production plants is gaining momentum, but the skills required to manage these hybrid energy systems are in short supply.

In regions such as Southeast Asia, where energy demands are growing rapidly, hybrid systems that combine renewable energy sources with traditional fossil fuels offer a pathway to transition to greener energy.

Renewable energy project management: While there is a growing number of professionals entering the renewable energy sector, project managers with deep expertise in the specific challenges of renewable energy projects are scarce. Managing renewable energy projects requires a deep understanding of regulatory frameworks, financing models and environmental impact assessments.

Emerging markets and local expertise: The skills gap is particularly pronounced in emerging markets, where infrastructure needs are growing, but local expertise in renewable energy systems is lacking. Countries in Sub-Saharan Africa and South Asia have seen foreign specialists or consultants enter the market which compete on not only a global basis but also a national one, thus causing issues with longevity and availability. Developing this expertise locally through specialised training and academic programmes is critical for the long-term success of renewable energy projects.

Understanding the current state of skills in infrastructure /

The Lake Turkana wind power project Kenya9

The Lake Turkana wind power project (LTWP) in Kenya is a landmark initiative that exemplifies both the potential of renewable energy in Africa and the challenges posed by skills gaps in project execution. As the largest wind farm in Africa, LTWP was designed to provide Kenya with 310 megawatts (MW) of clean energy, accounting for approximately 15% of the nation’s total installed capacity. While the project is now considered a success and a critical component of Kenya’s energy strategy, its journey highlights several challenges related to workforce capacity in renewable energy systems integration and the reliance on international expertise.

Project overview

The Lake Turkana Wind Power Project was strategically located in northern Kenya, a region known for its consistent and strong wind speeds, making it ideal for harnessing wind energy. The wind farm consists of 365 turbines, each with a capacity of 850 kilowatts, spread over a 40,000-acre site. The project was expected to provide clean, renewable energy to millions of Kenyans and reduce the country’s reliance on expensive, imported fossil fuels. It also plays a significant role in lowering Kenya’s greenhouse gas emissions in line with the country’s National Climate Change Action Plan.

Challenges and skills gaps

Despite the ambitious goals, the project faced several delays, many of which were attributed to the lack of local expertise in renewable energy technologies and systems integration. While Kenya has made strides in the renewable energy sector, with significant investments in geothermal and solar power, wind energy remained relatively underdeveloped at the time of LTWP’s inception. This lack of local experience in large-scale wind power projects resulted in the reliance on international consultants, engineers and contractors to fill the skills gap. While international expertise was crucial to the project’s eventual completion, it also highlighted the urgent need for capacity building in Kenya’s renewable energy workforce.

One of the key delays was caused by the construction of a 428-kilometer transmission line to connect the wind farm to the national grid. The transmission line, managed separately by the Kenya Electricity Transmission Company , faced significant delays due to technical challenges, environmental concerns, and community resistance along the route. This highlighted not just a lack of technical skills in systems engineering but also a shortage of expertise in stakeholder engagement and project management, areas crucial for the successful delivery of large infrastructure projects.

Understanding the current state of skills in infrastructure

Reliance on international expertise

During the implementation phase, many of the critical roles were filled by international firms and experts, particularly from Europe. Danish firm Vestas supplied the wind turbines, and other European companies were heavily involved in project design, engineering and technical oversight. While this ensured high standards in construction and operations, it also underscored the dependence on foreign expertise due to the limited local capacity in wind power and renewable energy systems engineering. According to reports, this reliance on international consultants increased project costs and contributed to delays, as coordination between local and international teams sometimes proved challenging.

The

need for capacity building

The LTWP underscores the urgent need for developing local expertise in renewable energy systems, particularly in emerging economies where infrastructure projects are often spearheaded by foreign firms. Building local capacity in areas such as wind turbine technology, grid integration and renewable energy project management would not only reduce reliance on international expertise but also lead to faster, more cost-effective project delivery. Moreover, empowering local professionals to take on leadership roles in such projects would ensure that the long-term benefits of renewable energy investments, such as job creation and economic development, are more fully realised.

Lessons for the future

Kenya’s experience with the Lake Turkana Wind Power Project offers several important lessons for other countries looking to expand their renewable energy sectors. First, investing in local education and training programmes focused on renewable energy technologies is critical. Universities and technical institutions in Kenya and across Africa should prioritise courses on wind energy, solar power, and systems engineering to create a homegrown workforce capable of leading future projects.

Second, governments and development agencies need to foster stronger partnerships between the public and private sectors to build the skills necessary for the transition to renewable energy. In Kenya, initiatives such as the Kenya Renewable Energy Association (KEREA) and collaborations with the Kenya Power and Lighting Company (KPLC) are steps in the right direction, but more needs to be done to align educational programs with industry needs.

The Lake Turkana Wind Power Project represents both the promise and the challenges of renewable energy in Africa. While the project is now generating clean energy for millions of Kenyans, its delays and the reliance on international expertise highlight the critical need for capacity building in renewable energy systems integration. By addressing these skills gaps through education, training and strategic partnerships, Kenya and other emerging markets can accelerate the development of their renewable energy sectors and ensure that the benefits of such projects are more equitably distributed.

Understanding the current state of skills in infrastructure

Addressing these skills gaps requires multi-sector collaboration between educational institutions, industry leaders and government bodies. Countries like Germany and Denmark are setting an example by aligning national policies with workforce training initiatives to develop expertise in renewable energy systems. For instance, Germany’s Energiewende (Energy Transition) has spurred demand for engineers and technicians specialised in renewable energy, prompting universities to expand their curriculum to meet the demand. Similar programmes must be replicated in other regions, particularly in emerging markets.

Climate resilience and adaptation planning

As climate change intensifies, the ability to design infrastructure that can withstand its impacts has become essential. Climate resilience and adaptation planning are now crucial for ensuring that infrastructure projects are not only sustainable but also future-proofed against climate-related risks such as rising sea levels, floods and extreme weather events. The demand for professionals equipped with the skills to assess these risks, plan for long-term adaptation and integrate resilience into design and construction has never been greater.

Currently, there is a significant skills gap in this area, particularly in developing nations and coastal cities vulnerable to the effects of climate change. According to the United Nations Office for Disaster Risk Reduction (UNDRR), only 30% of global infrastructure projects incorporate climate risk assessments, leaving many vulnerable to disruptions such as flooding, heatwaves and storm surges.10 As the risks grow, the consequences of this skills gap become more pronounced, often leading to costly redesigns and delays that could have been mitigated with better planning.

Skills shortages in climate resilience

One of the primary challenges is the lack of interdisciplinary expertise required to address climate resilience holistically. Infrastructure that is climate-resilient requires collaboration between engineers, architects, urban planners, environmental scientists and policymakers. Each must understand not only the technical aspects of climate change, such as the long-term impacts on materials or energy use, but also the broader socio-economic implications, such as the displacement of populations due to rising sea levels or the economic costs of infrastructure failure during extreme weather events.

The skills gap is particularly severe in areas like coastal zone management, where urban planners and engineers must consider both the immediate risks of sea-level rise and the long-term adaptation strategies to mitigate these risks. Furthermore, training in the use of tools such as geographic information systems (GIS) and climate risk models remains scarce, particularly in developing regions where climate change is already having a profound impact.

The importance of long-term climate adaptation planning

Long-term climate adaptation planning goes beyond merely adding ‘resilience’ to designs. It requires an understanding of how climate risks evolve over time and how infrastructure must be able to adapt. For example, the infrastructure for a flood-prone city must be capable of handling not just today’s flood levels, but also the more severe flooding expected in decades to come due to climate change.

Resilience planning also involves choosing materials and technologies that are suited to future climate conditions. For instance, roadways and bridges must be built to withstand not only increased precipitation but also higher temperatures, which can weaken certain materials over time.

Understanding the current state of skills in infrastructure /

Miami Beach Rising Above Project: Florida, The United States11

The Miami Beach Rising Above Project serves as a powerful example of the urgent need for advanced skills in climate resilience and adaptation planning. Located in a region highly vulnerable to rising sea levels and increasingly frequent flooding, Miami Beach faced severe risks from climate change. The city embarked on the Rising Above Project, a multi-billion-dollar effort designed to protect its infrastructure, economy and residents from the effects of sea-level rise and extreme weather events.

Early challenges and setbacks

In the initial stages of the project, insufficient knowledge and skills in climate adaptation became apparent. The project’s original designs underestimated the long-term risks posed by rising sea levels, primarily due to a lack of expertise in climate modelling and risk assessment. For example, engineers and urban planners had the significant challenge of incorporating accurate data on projected sea-level rise into their designs, leading to increased costs, redesigns and delays. The setback emphasised a broader issue prevalent across many global infrastructure projects – the gap between the information and skills available and the specialised knowledge required to build climate-resilient infrastructure.

Integration of climate modelling and advanced risk assessment

Recognising these gaps, Miami Beach authorities sought to improve the project’s climate resilience strategies by collaborating with international experts in climate science, urban planning and infrastructure design. By doing so, they were able to access the necessary expertise in climate risk modelling, adaptation strategies and resilience planning. For example, experts used real-time climate data and advanced modelling techniques to predict future sea-level rise and its impacts on urban infrastructure. This not only ensured that the project was better prepared for long-term climate risks but also provided a comprehensive framework for future climate adaptation efforts.

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Key adaptations and features

As a result of this collaboration, the Miami Beach Rising Above Project introduced several innovative features aimed at improving the city’s resilience. These included:

• Elevated roadways: Roads in flood-prone areas were raised to protect against both current and future flooding, which has become more frequent due to rising sea levels.

• Stormwater pumps: A network of pumps was installed to remove excess water during heavy rains and prevent localised flooding.

• Flood resistant building codes: The city updated its building codes to ensure that all new constructions and renovations are more resilient to floods and other climate-related impacts. These codes now mandate the use of flood resistant materials and elevated building structures, ensuring that critical infrastructure and housing are better protected.

These features demonstrated how effective climate adaptation can reduce the vulnerability of infrastructure to long-term climate threats.

Lessons learned and the importance of upskilling

The challenges and successes of the Miami Beach Rising Above Project highlight the critical need for capacity building and upskilling in the infrastructure sector. Without the specialised skills to assess and address climate risks, projects are at risk of underperformance, costly delays and even failure. Miami Beach’s ability to engage with international experts and adapt its strategies to incorporate advanced climate science and resilient design sets an example for other cities facing similar climate risks.

The project also, however, demonstrates the importance of building local expertise. While external experts were vital in guiding Miami Beach’s climate adaptation efforts, the city and surrounding region now recognise the need to develop in-house capabilities in climate resilience. This has led to investments in training programmes for local engineers, urban planners and policymakers, ensuring that future projects can be managed more effectively and with a greater emphasis on sustainability.

Global implications for the infrastructure sector

Miami Beach’s experience offers several important lessons for cities worldwide. As climate change continues to impact global infrastructure, the integration of climate resilience into every phase of the project lifecycle – from design to construction and maintenance – will be critical. Building a skilled workforce capable of navigating these challenges will ensure that future infrastructure is better equipped to withstand the environmental and economic pressures posed by climate change.

By emphasising continuous capacity building, including formal training in climate adaptation and resilience planning, cities and infrastructure sectors can reduce their reliance on external consultants and better integrate sustainability into long-term urban planning.

Understanding the current state of skills in infrastructure

Closing the skills gap in climate resilience

To close the skills gap in climate resilience, several strategies must be adopted across the infrastructure sector. First, educational institutions must integrate climate risk assessment and resilience planning into engineering, architecture and urban planning curricula. Additionally, governments and industry leaders must collaborate to provide targeted professional development programmes that enable mid-career professionals to acquire these critical skills.

Partnerships between universities, private firms and government agencies can play a pivotal role in accelerating the development of these skills. For example, the European Union’s Horizon 2020 programme has funded a number of projects aimed at enhancing climate resilience in urban infrastructure, offering training and support to both engineers and urban planners. Similarly, regions like Southeast Asia and Africa, which are highly vulnerable to climate impacts, could benefit from region-specific climate adaptation programmes that focus on local challenges and solutions.

By investing in capacity building and upskilling in climate resilience, the infrastructure sector can ensure that future projects are designed to withstand the impending impacts of climate change, protecting both the environment and the populations that rely on these critical structures.

As rapid urbanisation continues to reshape cities across the globe, the demand for sustainable urban planning has become increasingly urgent. Urban areas account for over 70% of global CO2 emissions, putting immense pressure on governments, planners and developers to create infrastructure that is not only resilient but also environmentally responsible. Despite this urgency, there is a significant shortage of urban planners, architects and engineers equipped with the skills necessary to design and implement sustainable, resource-efficient cities.

Key challenges in sustainable urban planning

According to a report by McKinsey & Company, 60% of the infrastructure required to support future urban growth by 2050 has yet to be built. This staggering statistic highlights the scale of the challenge ahead, as cities will need to rapidly expand while simultaneously reducing their environmental footprint. We will, however need many more professionals with the training to integrate sustainability into urban designs effectively. Core areas of sustainable urban planning include energy-efficient buildings, sustainable transport systems and resource-efficient water management, yet many urban planners are not adequately trained in these crucial aspects.

Growing need for green skills in the urbanisation process

A critical barrier to sustainable urban growth is the current skills gap in applying green building standards and sustainable urban planning methodologies. While increasingly there are cities in Europe and North America that are taking a leading role and are increasingly adopting smart city technologies, including energy-efficient transit systems and automated waste management, many regions in Asia, Africa, and Latin America would benefit from increased capacity and ability to implement similar approaches.

For example, Mexico City, has faced significant challenges in its attempts to incorporate sustainable urban planning into its rapid urbanisation. The city has seen immense pressure on its transportation networks, water system and energy infrastructure. Although Mexico City has implemented some sustainable initiatives, such as its Metrobus rapid transit system, further progress has been hindered by skills shortages.

Additionally, water scarcity has emerged as a major concern for many urban areas, particularly in regions prone to droughts and extreme weather events. Cape Town’s Day Zero crisis in 2018, which nearly led to the city running out of water, exemplified the critical need for sustainable water management in urban design. The city’s infrastructure was ill-equipped to handle the severe drought, exposing the limitations in current urban planning practices, which often fail to incorporate climate resilience and sustainable water management techniques.12 Sustainable urban planning and design

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Urban centres now demand smart city technologies and sustainable resource management

The rise of smart city technologies presents an opportunity to address the sustainability challenges of urbanisation, but it also requires upskilling in digital literacy and sustainable resource management. Smart cities are designed to enhance the efficiency of urban services, reduce energy consumption and manage resources more effectively through real-time data and internet of things (IoT) applications. Planners who can harness these technologies can significantly reduce the carbon footprint of cities by optimising public transport, energy use and waste management.

Singapore’s Smart Nation initiative serves as a model for integrating smart city technologies into urban planning. Through its comprehensive use of IoT systems, Singapore has created a highly efficient urban ecosystem that includes smart traffic management systems, energy-efficient buildings and sustainable water management practices. Yet, replicating these successes globally requires targeted training and education programmes that provide urban planners with the necessary technical knowledge.

The path forward: Capacity building for sustainable cities

As cities around the world prepare for future growth, there is an urgent need to build capacity in sustainable urban planning. Educational institutions, industry and governments must collaborate to develop programmes that equip urban planners, architects and engineers with the skills to create resilient, sustainable cities. Key areas of focus should include:

• Green building standards

• Sustainable transport systems

• Renewable energy integration

• Water conservation and management

• Climate resilience and adaptation strategies

Only by closing the current skills gap can cities hope to meet the dual challenge of rapid urbanisation and climate change. The future of urban planning will depend on the ability of professionals to think beyond traditional city-building methods and adopt innovative, sustainable solutions that ensure both economic growth and environmental protection.

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Understanding the current state of skills in infrastructure

The Songdo International Business District, South Korea13

The Songdo International Business District (Songdo IBD), located in Incheon, South Korea, is often hailed as one of the most ambitious and innovative examples of smart and sustainable urban development. As a key part of South Korea’s initiative to build a smart, eco-friendly city, Songdo was designed to become a model for sustainable urbanisation. The project began in 2002 and aimed to incorporate green spaces, renewable energy solutions and cutting-edge technologies, such as smart traffic systems and automated waste management. Despite its success, Songdo’s development process faced significant challenges, particularly around the availability of skilled professionals.

Challenges: Shortage of sustainable urban planning expertise

One of the most significant challenges faced by the Songdo IBD project was the shortage of planners and urban developers equipped with the skills necessary to integrate green infrastructure and renewable energy solutions into a smart city framework. The vision for Songdo was to create a city that would reduce carbon emissions and serve as a global example of how urban centres can become more sustainable. In the early stages of the project, the lack of urban planners with experience in green building practices and renewable energy systems integration caused delays.

Planners struggled to effectively incorporate features such as energy-efficient buildings, extensive green spaces and a sustainable transportation network. For instance, the integration of solar panels and other renewable energy sources into the urban layout required collaboration between engineers and planners, but the lack of specialised training in sustainable urban planning slowed this process. Additionally, ensuring that the city’s infrastructure could maintain a low-carbon footprint while catering to the needs of a large population required the expertise of professionals familiar with smart city technologies and resource-efficient planning.

Overcoming the skills gaps

Despite these early setbacks, the project eventually succeeded in creating a city that meets many of the original sustainability goals. The Central Park in Songdo, for example, features a vast green space designed to reduce the urban heat island effect and improve air quality. Renewable energy sources, such as solar panels, were incorporated into the design of many buildings contributing to the city’s low-energy consumption profile. The city also adopted an automated waste collection system, using vacuum tubes to transport waste directly to treatment facilities, reducing the environmental impact of traditional waste management systems.

Understanding the current state of skills in infrastructure

The eventual success of Songdo highlights how important it is to close the skills gap in sustainable urban planning. The project required extensive collaboration with international experts who were brought in to address these gaps in local expertise. This reliance on external consultants underscores the need for continuous capacity building in emerging fields like green infrastructure, climate-resilient design, and smart city technologies.

Lessons for future smart cities

The development of Songdo offers valuable lessons for future urban planning projects, particularly in regions facing rapid urbanisation and the effects of climate change. First, it demonstrates the importance of investing in capacity building for urban planners, engineers and architects, ensuring that professionals are equipped with the latest skills in sustainable urban development. Governments and private sector partners must collaborate to provide training in areas such as renewable energy integration, green building standards and climate resilience.

Second, Songdo underscores the importance of interdisciplinary collaboration. The success of the project depended not only on the skills of urban planners but also on the expertise of engineers, environmental scientists and sustainability experts. This highlights the need for an integrated approach to urban planning, where different sectors work together to create cities that are both smart and sustainable.

Finally, Songdo’s reliance on international expertise points to the need for local skills development. By developing a robust pipeline of local talent, future projects can reduce their dependence on external consultants and ensure that sustainability becomes a core component of urban planning practices worldwide.

Addressing the skills gap

Closing the sustainability skills gap will require coordinated action across industry, government and academia.

Governments and industries alike are recognising the need to invest in capacity building. The United States Infrastructure Investment and Jobs Act (2021), for example, includes funding for workforce development in sustainability, renewable energy and green building techniques, aimed at addressing the skills shortages within the infrastructure sector. Meanwhile, the European Green Deal has earmarked significant resources to develop green skills across Europe, particularly in the construction and energy sectors, to ensure that the workforce is prepared for the transition to a low-carbon economy.

The next decade will be critical in determining whether the infrastructure sector can close these gaps and fully integrate sustainability into every stage of infrastructure development, creating a future-ready workforce that drives both environmental and economic progress.

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Broader skills landscape: Where are we now?

To fully grasp the magnitude of the skills challenge it is essential to understand how these skills fit into the overall development needs of the sector, which is also contending with challenges related to sustainability, digitalisation, project management and interdisciplinary collaboration.

The International Labour Organization (ILO) estimates that achieving global sustainability and decarbonisation goals (SDGs and net zero) could lead to the creation of 60 million new jobs globally by 2050, but only if the workforce is equipped with the right mix of skills. The reality is that sustainability competencies are part of a larger puzzle, where various technical, managerial and digital skills intersect to create a future-ready workforce.

Below, we will assess how a variety of skills integrate within this broader landscape, highlighting which areas currently appear to be in highest demand and why.

Skills in the context of broader workforce needs

In the context of global infrastructure development, the need for a wider ranging mix of skills including engineering-related skills is growing, but these must be seen as part of a wider skill set required for modern infrastructure projects.

The complexity of today’s infrastructure projects means that engineering skills are intertwined with other competencies, including sustainability, digitalisation, project management, interdisciplinary collaboration and an understanding of regulatory frameworks. The ability to integrate these skills into every phase of infrastructure development, planning, design, construction and maintenance is crucial, and this requires not only technical skills but also a robust understanding of the wider project lifecycle.

1. Digitalisation and data analytics

One of the most significant shifts in the infrastructure sector has been the rise of digital technologies and data analytics. These technologies are not only reshaping how projects are delivered but are also playing a pivotal role in embedding sustainability into the sector. Digitalisation allows for real-time monitoring of energy consumption, predictive maintenance and the optimisation of resource use, all of which are critical to achieving theSDGs.

As such, there is a growing demand for professionals who possess both sustainability knowledge and digital competencies. According to the World Economic Forum,14 85% of businesses in the infrastructure and construction sectors plan to increase their investment in digital technologies by 2025, and this will create significant demand for professionals who can leverage digital tools to improve sustainability outcomes. The ability to use Building Information Modelling (BIM), for instance, is now critical for incorporating sustainability into project design and ensuring that environmental impacts are minimised throughout the project lifecycle.

The Crossrail project in London, one of Europe’s largest infrastructure projects, provides an example of how digitalisation is transforming sustainability efforts. The project used BIM technology extensively to manage energy efficiency and optimise material use. By integrating sustainability metrics into the digital design process, Crossrail was able to reduce carbon emissions by 13% compared to traditional construction methods. The success of this project highlights the importance of digital skills alongside sustainability expertise in modern infrastructure development.15

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2. Project management and sustainability integration

Another critical area of demand is project management skills, particularly those that focus on integrating sustainability principles into infrastructure projects. As infrastructure projects become more complex and multidisciplinary, project managers are increasingly required to have a working knowledge of sustainability metrics and how these align with overall project objectives. This is especially true in large-scale projects that aim to meet international sustainability standards, such as LEED certification or the International Organisation for Standardisation (ISO) 14001 environmental management standards.

The Tideway Tunnel project in London, designed to modernise the city’s Victorian-era sewage system, faced significant challenges in aligning sustainability goals with project management objectives. The project aimed to reduce 39,000 tonnes of CO2 emissions over its lifespan, but achieving this target required project managers to work closely with sustainability experts to ensure that environmental goals were met without sacrificing time or budget constraints. This kind of interdisciplinary collaboration is becoming increasingly common, underscoring the need for project managers who can seamlessly integrate sustainability considerations into all aspects of infrastructure delivery.16

3. Interdisciplinary collaboration and soft skills

As sustainability becomes a fundamental aspect of infrastructure development, interdisciplinary collaboration is emerging as one of the most important soft skills for professionals in the sector. Engineers, architects, environmental scientists and policy makers must now work together more closely than ever before. This has led to increased demand for professionals who not only have technical expertise but also possess the soft skills required to collaborate across disciplines and communicate effectively with various stakeholders

The Sydney Metro project, Australia’s largest public transport project, illustrates the importance of interdisciplinary collaboration. The project’s ambitious sustainability goals –reducing lifecycle emissions by 15% and water consumption by 30% – were only achieved through close cooperation between engineers, environmental consultants and urban planners. This required professionals to possess not only technical skills but also the ability to navigate complex stakeholder relationships, manage conflicting priorities and build consensus around sustainability objectives.17

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4. Regulatory and policy knowledge in sustainability

The infrastructure sector is subject to an increasingly complex regulatory landscape, particularly when it comes to sustainability and environmental standards. Professionals working on infrastructure projects must be well versed in national and international regulatory frameworks that govern emissions, energy efficiency and environmental impact. This has created a demand for professionals who can navigate regulatory compliance while also driving innovation in sustainability.communicate effectively with various stakeholders.

According to a report by the Organisation for Economic Co-operation and Development (OECD), over 75% of infrastructure projects in developed countries face delays or increased costs due to unforeseen regulatory challenges.18 This highlights the need for a workforce that is not only skilled in sustainability but also understands how to work within complex regulatory environments to ensure compliance and project success.

The North Sea Wind Power Hub, a collaborative initiative between the Netherlands, Denmark, and Germany to create a renewable energy hub in the North Sea, illustrates the regulatory challenges faced by large-scale infrastructure projects. The project has had to navigate a complex web of national and EU-level regulations concerning emissions, energy storage and maritime construction. Professionals with expertise in both sustainability and regulatory compliance were critical in overcoming these challenges and keeping the project on track.19

Broader skills workforce: Where will we be tomorrow?

As the world undergoes rapid shifts towards sustainability, digitalisation and automation, the demand for new skill sets within the infrastructure sector is evolving at an unprecedented pace.

Sustainability, digital literacy, innovation and increasingly artificial intelligence (AI) are no longer just peripheral considerations, they are becoming fundamental to the success of infrastructure projects. Below we will explore what will probably become the critical skills required for tomorrow’s infrastructure workforce, focusing on sustainability, digital literacy, AI and innovation, while providing concrete examples from recent global projects.

1. Sustainability skills: Integrating green practices into infrastructure

As climate change accelerates and the pressure to decarbonise grows, sustainability skills are becoming foundational in the infrastructure sector. These skills go beyond the ability to implement green technologies, they encompass a comprehensive understanding of environmental impact, resource efficiency, carbon reduction strategies and circular economy principles.

Key competencies:

• Carbon accounting: Professionals need to understand how to measure, report and manage carbon emissions across the lifecycle of a project. Carbon footprint assessment, environmental impact studies and life cycle analysis are becoming essential skills for engineers, project managers and architects.

• Circular economy: Designing infrastructure with a cradle-to-cradle mindset, ensuring that materials are reused, recycled or repurposed to minimise waste and maximise efficiency.

• Sustainable procurement: The ability to select and source sustainable materials, ensuring that the supply chain aligns with environmental goals.

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The Nordhavn district in Copenhagen, Denmark20 provides a powerful case study of sustainability skills in action. The project, which aims to be the world’s most sustainable urban development, integrates renewable energy, green building, and sustainable transport systems. Engineers and urban planners involved in Nordhavn required skills in energy-efficient building design, carbon management, and sustainable water management systems. This district is expected to reduce the city’s CO2 emissions by over 40% by 2030. The interdisciplinary collaboration required for Nordhavn highlights how sustainability competencies are vital across various fields, from engineering to urban planning and environmental science.

The Green Buildings Council of Singapore21 has implemented a Green Mark certification system that mandates sustainability requirements for new buildings. This has driven demand for professionals skilled in green construction techniques, environmental impact assessments, and renewable energy integration, providing a model for how other cities in the region can drive sustainability through targeted upskilling.

2. Digital Literacy: AI, leveraging data and technology for infrastructure efficiency

Digital literacy has become one of the most essential skills for the future infrastructure workforce. As projects become more complex and data-driven, the ability to use digital tools to enhance project efficiency, predict maintenance needs, and optimise resource allocation is critical. Digital skills encompass everything from the use of BIM to GIS, as well as the application of data analytics for decision-making.

Key Competencies:

• Building Information Modelling (BIM): The use of BIM is transforming infrastructure planning and construction, enabling stakeholders to collaborate on a shared digital model of a project. This technology allows for real-time updates and the seamless integration of sustainability metrics.

• Data analytics: The ability to collect, analyse and apply data to optimise infrastructure design, performance, and sustainability outcomes.

• Smart infrastructure systems: Using digital sensors, Internet of Things (IoT) devices, and AI-driven tools to monitor and manage infrastructure, improving efficiency and reducing environmental impact.

The Crossrail project in London, Europe’s largest infrastructure project, used BIM to design and manage one of the world’s most complex rail systems. The implementation of BIM saved over 10% in costs and reduced delays by enabling real-time data-sharing between teams. Crossrail also used advanced data analytics to monitor and predict maintenance needs, improving both sustainability and operational efficiency.

Understanding the current state of skills in infrastructure

NEOM in Saudi Arabia: In the Middle East, digital literacy is also driving major infrastructure projects. For example, NEOM, a futuristic city being built in Saudi Arabia, is leveraging BIM, IoT, and AI to create a fully sustainable city that will run on renewable energy. NEOM is expected to generate over one million jobs in fields related to digital infrastructure and sustainability, demonstrating the profound impact of digital skills on the future of global infrastructure development.

3. Artificial Intelligence (AI) and automation: The next frontier in infrastructure development

Artificial intelligence (AI) and automation are rapidly becoming game-changers in the infrastructure sector. From predictive analytics to automate project planning, to AI-driven design optimisation and predictive maintenance, the ability to harness AI is becoming a crucial skill for infrastructure professionals. AI can significantly enhance sustainability by optimising resource use, reducing waste and increasing project efficiency. Automation is also transforming construction, with technologies such as 3D printing, robotic assembly and autonomous vehicles reshaping how infrastructure projects are executed.

Key Competencies:

• AI-driven decision-making: The ability to use AI to analyse large datasets, predict project outcomes and optimise infrastructure designs for both performance and sustainability.

• Robotics and automation: Understanding how to implement robotics in construction, from automated excavation to 3D-printed buildings, reducing labour costs and material waste.

• Predictive maintenance: Using AI-powered sensors to predict infrastructure wear-and-tear, ensuring timely maintenance and extending the lifespan of assets.

The HS2 High-Speed Rail project in the UK22 is using AI to optimise tunnel boring machines and predict soil conditions, significantly improving efficiency and reducing delays. AI is also being used to model carbon emissions over the project’s 120-year lifespan, ensuring that HS2 meets its sustainability targets. Additionally, AI-driven predictive maintenance systems will help extend the lifespan of the rail infrastructure, reducing long-term costs and environmental impact.

The Beijing Daxing International Airport in China23 AI and automation are driving the construction of large-scale infrastructure projects. Being one of the largest airports in the world, it uses AI-powered systems to manage air traffic, optimise energy consumption, and streamline passenger flows. These AI-driven efficiencies are expected to reduce the airport’s operational emissions by over 10% annually, showcasing the potential for AI to transform large infrastructure projects globally.

Understanding the current state of skills in infrastructure

4. Innovation in sustainable design and materials

Innovation is crucial for the future of infrastructure, particularly when it comes to sustainable design and the development of new materials. The ability to design projects that are not only functional but also reduce carbon footprints, incorporate renewable materials and improve quality of life is increasingly in demand. Furthermore, the development of new materials, such as carbon-neutral concrete or energy-generating surfaces, is creating new opportunities for engineers and architects to drive sustainability in the built environment.

Key Competencies:

• Innovative materials: Understanding the use of new materials, such as carbon-neutral concrete, bio-based building materials and energy-generating surfaces.

• Sustainable design thinking: The ability to incorporate sustainability principles into all stages of the design process, ensuring that projects are resource-efficient and environmentally friendly.

• Lifecycle analysis: Expertise in evaluating the long-term environmental impacts of infrastructure projects, from construction through to end-of-life, to maximise sustainability outcomes.

The Dr Chau Chak Wing Building in Sydney, Australia,24 designed by architect Frank Gehry, is an excellent example of innovative sustainable design. The building incorporates recycled materials, energy-efficient technologies and rainwater harvesting systems, making it one of the most sustainable university buildings in the world. This project required architects, engineers and sustainability experts to collaborate on innovative solutions, demonstrating the importance of interdisciplinary skills in achieving sustainability goals.

In The Rwanda Green City Pilot25 project in Africa, innovation in sustainable design is growing in importance. This project is designed to create Africa’s first green city, using bio-based materials, renewable energy and water recycling systems to create a blueprint for future sustainable urban developments. The project has spurred demand for professionals skilled in both sustainable architecture and innovative materials, reflecting the broader need for innovation-driven sustainability skills globally.

The future workforce of the infrastructure sector will require a diverse set of skills that go beyond traditional engineering and construction expertise. Sustainability, digital literacy, AI, and innovation are not just desirable attributes – they are essential competencies that will define the success of future projects.

Evolution of roles in infrastructure: Adapting to sustainability imperatives and new technologies

Below we highlight how roles in infrastructure are evolving, driven by the need to meet sustainability targets, embrace new technologies such as artificial intelligence (AI) and automation and respond to the growing complexity of modern infrastructure projects. By examining how traditional roles are being redefined, we can better understand the future workforce demands and the importance of targeted capacity building in this dynamic environment.

1. Engineers: From traditional technical expertise to social and sustainability champions

Engineering, historically rooted in technical precision and problem-solving, is one of the fields most affected by sustainability imperatives and new technologies. The traditional engineer’s role, focusing on structural integrity, efficiency and functionality, is being expanded to include environmental and social stewardship.. Engineers are now tasked with designing infrastructure that not only meets safety and efficiency standards but also aligns with a wider set of global sustainability goals and social outcomes such as achieving net zero emissions.

Understanding the current state of skills in infrastructure

Key changes in engineering roles:

• Sustainability driven design: Engineers are increasingly required to incorporate sustainability into their designs, from selecting low-carbon materials to optimising energy efficiency. This shift demands a deep understanding of sustainability metrics, carbon accounting and lifecycle analysis. Civil engineers, in particular, are now expected to balance infrastructure demands with environmental considerations, such as reducing the carbon footprint of construction and mitigating the impact of climate change on infrastructure durability.

o Actionable strategy: Organisations should develop specialised training modules that combine technical engineering expertise with sustainability metrics such as carbon footprint reduction, energy optimisation and climate resilience. Teams should be cross-trained in both engineering and environmental sciences to foster interdisciplinary collaboration.

• Integration of digital tools and AI: The rise of digitalisation and AI is changing the way engineers work. Engineers must now be proficient in digital tools such as BIM and AI-driven simulation technologies that help optimise design, minimise material use and predict long-term environmental impacts. These tools are streamlining engineering workflows while also enabling more accurate sustainability assessments.

o Actionable strategy: Companies should integrate BIM and AI tools into their core training programmes, offering practical hands-on workshops for engineers to work alongside software developers, data scientists and environmental consultants. Cross-disciplinary teams should be set up to create synergy between digitalisation and sustainability.

o Restructure training programmes: Companies should update training curriculums to integrate sustainability concepts like carbon accounting, lifecycle analysis and green building standards into traditional technical education.

o Develop interdisciplinary teams: Engineers must collaborate closely with environmental scientists, urban planners and software developers. Creating cross-functional teams that share knowledge across disciplines will foster innovative sustainable solutions.

In the Netherlands, the Kanaleneiland Housing Project serves as a prime example of how engineers’ roles are evolving. This project involved the retrofit of over 500 homes to make them energy-neutral, reducing energy consumption by over 80%. Engineers led the integration of advanced technologies, such as heat recovery systems and solar energy, into existing buildings, while also ensuring the use of low-carbon materials. The project demonstrates how engineers are now champions of sustainability, tasked with integrating both technological and environmental innovations into their work.26

In Singapore: In Southeast Asia, engineers are increasingly at the forefront of developing green infrastructure projects. The Marina Bay Sands Green Roof Project in Singapore, for instance, showcased how engineers worked alongside environmental scientists to design a massive green roof that reduces urban heat island effects while managing stormwater runoff. This role requires engineers to have a strong grasp of ecological principles, further illustrating the expanded scope of the engineering profession.27

Understanding the current state of skills in infrastructure

2.

Architects and designers: Pioneering sustainable and smart design

Architects, engineers and designers have traditionally focused on creating functional, aesthetically pleasing buildings and spaces. As sustainability and smart city concepts become increasingly central to urban development, their roles are expanding beyond mere aesthetics to encompass energy efficiency, environmental impact, social cohesion, new ways of working and the integration of technology. Architects and engineers are now pioneers of sustainable design, shaping the built environment in ways that minimise ecological footprints and maximise resource efficiency.

Key changes in roles:

• Sustainable and passive design principles: The infrastructure sector is moving beyond traditional design principles to incorporate sustainability at the core of their work. Passive design strategies, such as optimising natural lighting, enhancing thermal insulation and utilising natural ventilation, are becoming essential in reducing energy consumption. These principles are integral to meeting international green building certifications like LEED and BREEAM, both of which have become industry standards.

o Actionable strategy: Design firms should restructure training programmes to integrate passive design principles early in architectural education. Firms can partner with environmental consultancies to provide workshops on green building certification standards and sustainability-driven design.

• Integration of smart technologies: The role of architects and engineers has expanded to include the integration of smart technologies, such as IoT systems and energy-efficient building management systems. Designing buildings that are not only sustainable but also ‘smart’ requires architects to collaborate closely with engineers, software developers and data scientists to create intelligent spaces that monitor energy use, predict maintenance needs and adapt to occupant behaviour.

o Actionable strategy: Firms should create interdisciplinary teams consisting of architects, engineers, software developers and environmental scientists to co-create intelligent building systems. Training programmes should involve technology partners to offer architects hands-on experience with smart building solutions.

• Promote collaborative design: Create interdisciplinary working groups where architects, engineers and IT experts co-design smart buildings that utilise IoT sensors and energy-efficient systems.

In the Netherlands, the EDGE Olympic building in Amsterdam, often described as the world’s smartest and greenest office building, highlights the evolving role of architects in sustainable and smart design. The building features an AI-driven building management system that monitors energy use, lighting and ventilation, adjusting settings based on real-time data to minimise energy consumption. The architects worked closely with engineers, sustainability experts and software providers to integrate AI and IoT into the design, achieving a 70% reduction in energy use compared to similar office buildings.28

In Argentina: In Latin America, architects are leading innovative projects that combine sustainable design with social impact. The La Quebrada House Project in Argentina is an award-winning initiative that uses local, sustainable materials and passive cooling techniques to reduce energy consumption while maintaining affordability. This example underscores how architects are adapting their roles to not only meet sustainability goals but also address broader social challenges, such as affordable housing.29.

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3. Project managers: Integrating sustainability into the project lifecycle

Project management has always been a critical component of infrastructure development, ensuring that projects are completed on time and within budget. The rise of climate risk, resiliance and sustainability imperatives and recent technological innovations is, however, reshaping the responsibilities of project managers, requiring them to take on a more strategic role in aligning project outcomes with wider environmental and nature-based goals.

Key changes in project management roles:

• Sustainability integration: Project managers will be increasingly expected to embed sustainability considerations into every stage of the project lifecycle, from planning and procurement to execution, maintenance and even decommissioning. This requires not only technical knowledge of sustainability metrics but also the ability to manage interdisciplinary teams of engineers, architects and environmental experts who are working together to achieve sustainability targets. It also requires the knowledge and ability to deliver such goals over potentially decades.

o Actionable strategy: Project management teams should undergo specialised training on sustainability project planning, including climate, nature and environmental risk assessments and sustainable procurement. Cross-departmental meetings will increasingly need sustainability experts as not only a key part of the delivery team but also such concepts being embedded within the skills of all team members. This is the only way to ensure that every aspect of the project aligns with environmental goals.

• Adapting to new technologies: Project managers will also increasingly be required to stay up to date with the latest digital tools and AI-driven technologies that are transforming the infrastructure sector.

AI, in particular, is on an ever increasing trajectory to revolutionising project planning by enabling predictive analytics that can forecast delays, optimise resource allocation and reduce waste. The ability to manage and interpret data from AI tools is becoming increasingly important for project managers who need to ensure that sustainability goals are met.

o Actionable strategy: Project managers will need to be trained in the use of AI and automation tools. These like the introduction of the computer will work with staff resources to improve resource allocation, project scheduling, and sustainability impact forecasting. Organisations should create interdisciplinary teams to ensure that both data scientists and project managers collaborate on infrastructure projects.

o Utilising predictive analytics: Project managers will also increasingly need to receive training on AI-based predictive analytics to forecast potential sustainability risks, improve resource allocation and reduce project delays and material waste. This traditionally may have been more related to the remit of governments and investors but increasingly it will be part of project delivery an operation.

The Sydney Metro project in Australia demonstrates how project managers are adapting to new demands. With a budget of USD12bn, this infrastructure project incorporates a wide range of features, from renewable energy systems to sustainable urban planning. The project management team played a key role in ensuring that sustainability was integrated into the project’s overall strategy, while also using AI-driven predictive analytics to optimise construction timelines and reduce material waste.30

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Nigeria: In Africa, the role of project managers is similarly evolving as the continent faces massive infrastructure needs coupled with sustainability challenges. The Lekki Deep Sea Port Project in Nigeria, one of West Africa’s largest infrastructure projects, showcases how project managers must balance rapid development with environmental concerns. The project demonstrated the pivotal role skills play in overseeing the implementation of environmental safeguards, illustrating how sustainability considerations are becoming integral to project management.31

4. Construction workers and technicians: Embracing process change

The rise of automation as a way of enabling greener construction techniques is reshaping traditional construction jobs, requiring workers to learn new skills and adopt new technologies to meet the demands of modern infrastructure projects.

Examples of key considerations:

• Automation in construction: Automation is changing the landscape of construction, with robotics and AI-powered machines increasingly used for tasks such as excavation, concrete pouring and assembly. While this reduces the need for manual labour, it also means that construction workers need to be skilled in operating and maintaining these machines. It also requires new sets of skills for timing and actioning activities in construction activities.

o Actionable strategy: Companies should partner with technical institutes to create certification programs for construction workers in the use of AI and robotics in construction. These programmes should focus on practical skills, allowing workers to gain hands-on experience in operating automation technologies.

• Going off site: Whilst slow at first the continued shift towards potentially more sustainable construction techniques, such as modular construction, is creating new opportunities but also changing how and where construction takes place.

o Actionable Strategy: Construction companies need to consider how off-site solutions may affect workforces. This may involve the restructure of their training programmes to include modules on green building techniques, waste reduction, and material recycling. Collaborating with environmental scientists will ensure that workers have a comprehensive understanding of sustainability in construction.

o Training in automation: Organisations should offer courses on how to operate and maintain automated machinery, including robotics for tasks like excavation and 3D printing. Emphasising safety alongside automation is critical.

o Green construction techniques: Upskill workers on green construction methods, including modular building, low-carbon materials, and renewable energy integration, to ensure that sustainability objectives are met.

Netherlands: The use of 3D printing in the MX3D Bridge Project in Amsterdam highlights how construction roles are changing due to new technologies. This project involved the world’s first 3D-printed steel bridge, created using advanced robotics and AI-driven design software. The construction team was tasked with operating these technologies, requiring them to learn new skills related to robotics, digital fabrication and material optimisation. This project illustrates how traditional construction roles are evolving into more tech-centric roles.32

Understanding the current state of skills in infrastructure

United States: The rise of modular construction – where buildings are prefabricated offsite and assembled onsite – is changing the roles of construction workers. The Pacific Park Brooklyn Project in New York City, for instance, used modular construction to create a 32-storey residential building, one of the tallest of its kind. This method reduced construction time by 25% and required workers to adapt to a factory-style setting where they assembled pre-built components. This shift demonstrates how workers are being retrained to meet the demands of new, more efficient construction methods.33

The roles within the infrastructure sector are evolving rapidly as sustainability imperatives and new technologies redefine traditional responsibilities. Engineers, architects, project managers and construction workers must now acquire a broader set of skills that integrate sustainability, digital literacy, AI and innovative construction techniques. As the sector continues to adapt to the challenges of climate change, resource scarcity and technological advancements, the workforce must become more agile, interdisciplinary and proficient in leveraging new tools to meet these demands.

By embracing these changes, professionals in the infrastructure sector can ensure that they remain competitive and equipped to deliver projects that meet the sustainability goals of the future.

5. Artificial Intelligence: The game-changer in decision-making and sustainability

AI is revolutionising infrastructure by enhancing decision-making processes and optimising sustainability outcomes. From predictive analytics to real-time performance monitoring, AI enables infrastructure professionals to improve the design, operation and maintenance of assets. It allows for the efficient management of resources and helps organisations meet their sustainability goals by providing insights that human analysis might miss.

AI in infrastructure:

• Predictive analytics for maintenance: AI-powered predictive analytics is transforming the way infrastructure is maintained. Through the use of sensors and machine learning algorithms, AI can predict when assets, such as bridges or tunnels, will require maintenance, reducing both costs and environmental impact. A well-timed intervention can prevent the need for major repairs, thereby extending the asset’s life and reducing its overall carbon footprint.

• Sustainability optimisation: AI algorithms can analyse large datasets to identify patterns in energy consumption and emissions, enabling infrastructure operators to optimise resource use. AI can also simulate different scenarios to model environmental impacts, allowing designers and planners to choose the most sustainable option.

Skills needed:

• Data science and machine learning: Infrastructure professionals will need to develop skills in data science, particularly in machine learning algorithms, to analyse and interpret large datasets for sustainability and efficiency gains.

• System integration: Understanding how to integrate AI with other technologies, such as IoT sensors and digital models, will be crucial for maximising the benefits of AI-driven decision-making.

Example: The Pavegen Project in London34 is an innovative use of AI and renewable energy. Pavegen creates tiles that generate electricity when walked on. The AI-driven system collects data on foot traffic and energy generation, allowing urban planners to optimise pedestrian pathways and energy output. This project highlights the potential of AI in creating smart, sustainable cities that harness human activity for renewable energy.

Understanding the current state of skills in infrastructure /

6. Automation: Transforming construction and project management

Automation is rapidly changing the face of infrastructure, particularly in construction and project management. Robotics, drones, and autonomous vehicles are now capable of performing tasks that were once labour-intensive and time-consuming. This technology not only enhances productivity but also reduces human error and waste, making projects more sustainable.

Automation in action:

• Robotics in construction: The use of robots in construction has accelerated, particularly in high-precision tasks such as bricklaying, welding and even 3D printing of entire structures. These machines work faster and more efficiently than humans, reducing material waste and improving safety on site. For example, robotics can operate continuously, ensuring deadlines are met without compromising quality.

• Autonomous vehicles: In infrastructure projects such as road construction, autonomous vehicles are being used to transport materials, monitor project sites, and perform routine maintenance. This not only enhances safety by reducing the number of workers in dangerous areas but also ensures that materials are used efficiently, reducing the overall environmental footprint of the project.

Skills needed:

• Robotics and automation engineering: Professionals will need to understand the technical aspects of operating, maintaining and programming automated machines and robotics in construction settings.

• Construction data management: Managing the vast amount of data generated by automated construction systems will require project managers and engineers to develop data management and analysis skills.

Example: The Hadrian X Bricklaying Robot35 developed by Australian company Fastbrick Robotics, is an example of how automation is transforming construction. This robot can lay up to 1,000 bricks per hour, far surpassing the productivity of human workers. Additionally, the precision of the robot ensures minimal waste, contributing to more sustainable construction practices.

/Industry comment

Shoroke Zedan Chief Executive Officer Ta’heal for VET Skills Excellence

The Future of Skills for the Southern Mediterranean

The high rate of unemployment is one of the top five concerns of youth in the Southern Mediterranean region. Indeed, youth unemployment has been continuously growing to reach 30 percent, while it is estimated that in the Middle East and North Africa region, over 2.8 million youth will be joining the work force every single year over the next decade. Until recently, discussions were always focused on job opportunities in traditional economic sectors, and whether innovative and disruptive technologies are changing traditional employment practices within these sectors. Henceforward, the rise of entirely new sectors and subsequent jobs, as a result of innovation and disruptive technology, has made its way into the debate about decent employment, and is being considered as an essential opportunity too.

Industry comment /

Disruptive technologies and the rise of digital economies imply structural changes that are expected to impact key industries and labour markets. Changes at such a level bring uncertainty, even fear about a future that seems to go beyond our knowledge and understanding. But the reality is that these changes also bring a wide array of new opportunities, through the creation of new jobs that did not exist in traditional sectors and can lead to better working conditions. Vocational Education and Training is crucial for the Southern Mediterranean region as demand for young skilled human capital increase across Europe and labour mobility becomes essential for the global economic recovery.

Focusing on a combination of best practices, we are able to develop clear and actionable roadmaps to generate insight, identify relevant needs and drive execution, taking into account the geopolitical changes influencing education, employment and mobility. Looking closely at decent job creation does not only entail new forms of work, but also takes into account upskilling and reskilling existing jobs to meet new trends to promote social economic development and climate change for SDGs. Greening creates needs for initial TVET, and workforce upskilling and reskilling.

As we support youth employment, the green dimension ranges from very technical and job-specific skills to responsible use of resources relevant across occupations and sectors. Given that all jobs are becoming greener, there is a need to develop a wide range of relevant skills by enhancing learners’ creative, entrepreneurial and innovative skills. The Egyptian government has seized the potential for job creation by introducing relevant policies and legislations that support public-private partnerships to promote new occupations into TVET that focus on the skills needed in blue, yellow, and green sectors, integrating disadvantaged groups on the labour market with the required support to develop the knowledge and skills required for green jobs.

/Strategic approaches to upskilling

Strategic approaches to upskilling

To remain competitive and be consider a leader in investment it is not easy you have to demonstrate you can deliver an increasingly complex set of deliverables. Below, we will explore practical frameworks for organisations to integrate sustainability amongst other requirements into their upskilling programmes, offering actionable strategies for fostering a future-ready workforce.

Aligning training programs with societal goals including increasing sustainability goals

The first step in any upskilling framework is aligning training initiatives with the broader set of goals of the organisation. Companies must assess their commitments, for example such as carbon reduction targets or circular economy principles and design their training programmes accordingly. This ensures that employees are not only aware of their organisatio’ns objectives but are also equipped with the skills and knowledge to contribute to them effectively.

Implementation steps:

• Audit existing skills: Begin with a thorough audit of the existing skills within the workforce, identifying gaps in knowledge or expertise related to sustainability. This allows organisations to design targeted training programmes.

• Sustainability skills integration: Align sustainability skills with the organisation’s broader goals, ensuring that every department understands how their functions contribute to environmental impact and carbon reduction.

• Customised training modules: Develop tailored training programmes that cater to specific roles. For instance, project managers might need to focus on green procurement practices, while engineers might require training in energy-efficient design.

Strategic approaches to upskilling /

Examples of what is the customer focused businesses and the private sector are doing for sustainability skills?

Siemens’ strategic approach to workforce development: Embedding sustainability into core competencies36

Siemens, a global engineering leader, introduced its Sustainability in Practice training modules, which are specifically tailored to different roles within the company. Engineers receive targeted training on energy-efficient design and renewable energy technologies, while procurement teams focus on sourcing sustainable materials. This role-specific approach ensures that employees at every level contribute to the company’s overarching sustainability goals.

In its pursuit of developing future-ready professionals, Siemens took several strategic steps to ensure that its workforce is equipped with sustainability skills and digital literacy. One key initiative was its collaboration with ETH Zurich, aimed at integrating cutting-edge sustainability practices and innovative technologies into its training and development programmes. Siemens focused on upskilling its employees across multiple domains, particularly in green energy, digitalisation, and data-driven decision-making.

Firstly, Siemens introduced a series of targeted training modules covering renewable energy integration, smart infrastructure, and carbon accounting. These programmes were designed to build competency in managing projects that align with global sustainability goals, such as achieving carbon neutrality by 2030. Furthermore, the company implemented digital tools and platforms that promoted real-time learning, enabling employees to develop skills in AI, automation and predictive maintenance, which are crucial for advancing sustainability across infrastructure projects.

Siemens also established partnerships with academic institutions and government bodies to ensure that its approach to skill development was comprehensive and forward-looking. The company’s work with ETH Zurich, for instance, has been instrumental in promoting knowledge exchange, leading to the development of sustainability-focused curricula that is now accessible to professionals across the globe.

The results have been significant. Siemens has reported an increase in project efficiency, reduced environmental impacts across its global operations and has a workforce that is better prepared to handle the demands of the net zero transition. Additionally, the company’s approach has fostered innovation, with employees becoming more proactive in integrating digital solutions and sustainability into their everyday workflows. This initiative serves as a model for how corporations can align workforce development with broader sustainability goals while maintaining a competitive edge in the global market.

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Skills auditing tools:

• ISO 14001: Many organisations use ISO 14001 environmental management systems to assess their sustainability practices and identify where upskilling is needed.

• Competency matrices: These tools help organisations map out the current skills of their workforce and identify where additional training is required to meet sustainability objectives.

Collaboration with educational institutions and external partners

One of the most effective ways to build sustainability-focused upskilling frameworks is through partnerships with educational institutions and external organisations. These collaborations enable businesses to access cutting-edge knowledge, leverage expertise and co-develop training programmes that reflect the latest trends and best practices in sustainability.

Key strategy: Partnering with universities and industry experts

Collaborating with universities and industry bodies enables organisations to stay ahead of the curve in sustainability education. For example, Google partnered with MIT to create a sustainability training programme focused on renewable energy, data analytics and sustainability in business operations. By partnering with leading institutions, Google ensures its workforce remains at the forefront of sustainability innovation.

Implementation steps:

• Identify strategic partners: Organisations should seek out educational institutions or sustainability consultants that align with their industry and sustainability goals.

• Develop joint curriculum: Collaborate with these partners to design joint training programmes. These programmes should focus on both theoretical and practical aspects of sustainability, ensuring that employees receive comprehensive education.

• Offer certifications: By partnering with accredited institutions, companies can offer certifications that not only improve the skills of their employees but also enhance their credibility within the industry.

Strategic approaches to upskilling /

IKEA’s Collaboration with Ellen MacArthur Foundation for Circular Economy Training37

IKEA has demonstrated a forward-thinking approach to sustainability by collaborating with external organisations like the Ellen MacArthur Foundation to foster a deeper understanding of the circular economy within its workforce. The partnership has led to the creation of an internal curriculum aimed at educating employees on sustainable product design and the importance of circular product lifecycles.

Implementation steps and achievements:

• Developing a joint curriculum: Together with the foundation, IKEA created a comprehensive internal training programme. This programme covers key aspects of the circular economy, from minimising waste and maximising resource efficiency to designing products with extended lifecycles in mind. By involving external experts in the curriculum development, IKEA ensured that its training reflected the latest thinking in sustainable business practices.

• Delivering practical, industry-relevant training: The training curriculum is designed to be highly practical, equipping IKEA employees with the knowledge and skills needed to contribute directly to the company’s sustainability goals. Employees learn how to design products that can be easily recycled, reused, or refurbished, aligning with the principles of a circular economy.

• Measuring impact: IKEA has seen significant benefits from this collaboration. Employees across various functions are now more knowledgeable about circular product design and more actively engaged in sustainability initiatives. This upskilling initiative supports IKEA’s ambitious target to become a fully circular and climate-positive business by 2030.

The collaboration with the Ellen MacArthur Foundation has allowed IKEA to stay ahead of the sustainability curve and position itself as a leader in the circular economy. By embedding circular economy principles into its internal upskilling framework, IKEA is ensuring that its workforce is prepared to meet the challenges of a sustainable future.

This approach not only strengthens IKEA’s sustainability strategy but also enhances its credibility in the global marketplace as a leader in circular design. The upskilling effort has been critical in driving the company’s broader environmental goals while fostering a culture of sustainability among its employees.

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Leveraging technology for sustainability training

Digital tools and platforms are essential for scaling sustainability upskilling across large organisations, especially those with a global presence. E-learning platforms, mobile apps and AI-driven learning tools make it easier to disseminate knowledge quickly, track progress and provide personalised learning experiences.

Key strategy: Utilising e-Learning platforms

E-learning platforms allow organisations to provide consistent, high-quality sustainability training to employees, regardless of their location. By leveraging these platforms, companies can offer continuous learning opportunities, enabling employees to build their sustainability knowledge at their own pace. Courses can cover topics like renewable energy systems, carbon accounting, sustainable supply chains and circular economy principles.

Implementation steps:

• Choose a platform: Select a digital learning platform that offers a wide range of modern courses, which increasingly include sustainability. Ensure that the platform provides options for both basic and advanced learning modules.

• Customise content: Work with the platform to customise content that aligns with the company’s specific sustainability goals.

• Monitor progress: Use the platform’s built-in analytics tools to monitor employee progress and ensure the effectiveness of the training programmes.

Strategic approaches to upskilling

EDF Energy: E-Learning Platform – Digital Training for Sustainability38

EDF Energy, a key player in the global energy sector, has demonstrated an innovative approach to integrating e-learning into its sustainability strategy. Recognising the importance of building a workforce skilled in renewable energy technologies and sustainability, EDF developed a proprietary e-learning platform aimed at equipping employees across all levels with the necessary knowledge to meet its ambitious sustainability objectives.

Steps taken:

• Customised learning paths: EDF designed tailored learning modules that addressed the specific needs of different departments. For example, engineers received in-depth training on the latest renewable energy technologies, while customer service teams were trained on how to communicate sustainability efforts to consumers.

• Real time progress tracking: EDF implemented progress monitoring tools within the platform to ensure employees were completing their courses and retaining the knowledge necessary for their roles. This system also provided managers with insights into how well the training aligned with company-wide sustainability targets.

• Continuous learning: EDF’s platform encourages ongoing education by providing access to updated courses and materials, ensuring employees are kept up –to date with the latest trends in renewable energy and sustainability practices.

Results:

By incorporating a comprehensive e-learning strategy, EDF Energy ensured that its workforce remained knowledgeable about current sustainability practices and renewable energy trends. The platform also supported the company’s larger goal of increasing its renewable energy output and reducing its carbon footprint.

This case study demonstrates how digital learning platforms can play a crucial role in enhancing workforce sustainability skills, offering companies like EDF an efficient way to align employee knowledge with long-term environmental goals.

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Technology solutions for upskilling:

• Learning Management Systems (LMS): LMS platforms like TalentLMS and Moodle can be customised to deliver sustainability training at scale.

• Gamification: Companies are increasingly using gamification in training programs to make learning more engaging. For instance, sustainability challenges or competitions can motivate employees to complete training modules.

Fostering a culture of continuous learning and development

• A successful upskilling framework requires continuous learning. This was done for sustainability where a shift in organisational culture was part of the process. Companies that are successful foster an environment where continuous learning is encouraged and where sustainability is integrated into every decision-making process. This requires leadership commitment, ongoing education and a willingness to adapt to new sustainability challenges as they arise.

Key strategy: Embedding sustainability in organisational culture

For upskilling to be effective, in this instance sustainability needed to become an integral part of the company’s DNA and this will increasingly be the case as we move to net zero. This involved setting clear sustainability goals, encouraging innovation and providing ongoing learning opportunities and aligning this with the company’s sustainability objectives.

Organisations like Patagonia have made sustainability the core of their corporate culture, where every employee – from retail staff to C-suite executives –undergoes sustainability training and is empowered to contribute to the company’s environmental goals. Patagonia’s leadership demonstrates the importance of an organisational commitment to sustainability, ensuring that every employee feels responsible for the company’s impact on the planet.

Implementation steps:

• Leadership commitment: Leaders must champion sustainability by setting an example and promoting continuous learning and development across the organisation.

• Encourage cross-department collaboration: Sustainability should not be siloed within a single department. Encourage cross-functional teams to work together on sustainability projects, sharing knowledge and expertise.

• Celebrate successes: Recognise and reward employees who demonstrate a commitment to sustainability through innovative ideas or completed training programmes. This helps to reinforce the importance of sustainability within the organisational culture.

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Marks & Spencer: Embedding Sustainability in Organisational Culture39

Marks & Spencer (M&S) is a prominent example of a company that has embedded sustainability into its organisational culture through its Plan A initiative. Launched in 2007, Plan A is a comprehensive sustainability strategy aimed at transforming the company’s operations by setting clear sustainability goals and fostering an environment where continuous learning and improvement are encouraged across all levels of the organisation.

The Plan A programme focuses on key areas such as sustainable sourcing, reducing waste and lowering carbon emissions. One of the core components of this strategy is encouraging employees to actively participate in the company’s sustainability journey by contributing ideas and innovations. This ‘crowdsourced’ approach allows M&S to harness the collective creativity and expertise of its workforce, driving sustainable changes across its supply chains, product development and daily operations.

Implementation steps:

• Leadership commitment: M&S leadership has championed sustainability by integrating Plan A into its corporate strategy, setting ambitious sustainability targets such as becoming a carbon-neutral company and achieving zero waste to landfill. The leadership team continuously promotes sustainability-focused learning and development opportunities for employees across the organisation.

• Cross-department collaboration: M&S encourages collaboration between different departments to integrate sustainability into every aspect of its business. This includes working across teams like procurement, marketing, product development and supply chain management to ensure sustainability considerations are embedded in all decision-making processes.

• Employee empowerment: M&S empowers employees by involving them in sustainability initiatives and celebrating their contributions. For instance, employees are encouraged to contribute ideas to reduce energy consumption, improve packaging materials and introduce more sustainable products.

Results:

M&S’s focus on embedding sustainability into its corporate culture has led to tangible outcomes. The company achieved zero waste to landfill from its operations and successfully introduced initiatives like closed-loop recycling for its products and packaging. Moreover, M&S reduced its carbon emissions by 75% since launching Plan A, thanks to its comprehensive approach to energy efficiency, supply chain optimisation and sustainable sourcing practices. By integrating sustainability into its organisational culture, M&S ensures that every employee feels responsible for advancing the company’s environmental goals, which has driven continuous improvement and innovation throughout the business.

Strategic approaches to upskilling /

Upskilling for sustainability is essential for organisations aiming to thrive in a world increasingly shaped by environmental challenges and net zero goals. By aligning training programmes with sustainability goals, partnering with educational institutions, leveraging digital tools and fostering a culture of continuous learning, companies can equip their workforce with the skills needed to lead the way in sustainable infrastructure development. These frameworks provide a comprehensive, scalable approach to integrating sustainability into the workforce, ensuring that organisations not only meet their environmental commitments but also position themselves as leaders in the green economy.

Examples of what the infrastructure industry is doing for sustainability skills

In recent years, several forward-thinking organisations have successfully incorporated sustainability training into their core business strategies. These initiatives not only aim to close the sustainability skills gap but also position these companies as leaders in driving the green transition within their industries.

Below are three prominent and intriguing case studies that showcase how sustainability training has been effectively implemented across various sectors. These examples provide valuable insights and lessons for organisations looking to build a future-ready, sustainability-focused workforce.

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Skanska: Sustainability training in construction40

Skanska, a global leader in construction and development, has embedded sustainability into the core of its business practices through comprehensive employee training programmes. Recognising the importance of equipping its workforce with the skills needed to meet the industry’s growing sustainability demands, Skanska launched a sustainability upskilling initiative focusing on energy efficiency, carbon reduction and sustainable building materials.

Skanska sustainability leadership programme:

Skanska’s sustainability leadership programme is aimed at upskilling employees, particularly project managers and site supervisors, on best practices for sustainable construction. The programme covers various aspects of sustainable infrastructure, including green building certifications (such as BREEAM and LEED), carbon management and resource efficiency.

Through this programme, employees receive training on how to implement low-carbon construction techniques, minimise waste, and integrate renewable energy technologies into infrastructure projects. Skanska has also focused on training site managers to use sustainable materials and adopt circular economy principles to reduce waste on construction sites.

• Key metrics:

o Skanska aims to be carbon neutral by 2045, and its sustainability training programme has already contributed to a 21% reduction in carbon emissions from its construction sites in the UK.

o Over 2,000 project managers and site supervisors have completed the sustainability leadership programme to date.

o In 2022, Skanska’s Brent Cross Town project in London, which focuses on creating a net zero carbon urban development, was a direct result of the sustainability training its workforce received.

Impact:

Skanska’s investment in sustainability training has enabled the company to deliver major infrastructure projects that meet stringent environmental criteria. For instance, the company’s involvement in the HS2 Euston Station project in London includes the implementation of innovative carbon reduction techniques, leading to a 30% decrease in embodied carbon compared to traditional construction methods.

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Ferrovial: Digitalisation and sustainability in infrastructure41

Ferrovial, one of the largest infrastructure and services companies in the world, has placed significant emphasis on the integration of digitalisation and sustainability within its workforce development programmes. The company recognises that the future of infrastructure lies in the intersection of advanced technologies and sustainability.

Ferrovial’s digital and sustainability training programme:

Ferrovial has launched a Digital and Sustainability Training Programme to upskill its employees in areas such as digital twin technology, AI-driven energy management, and sustainable infrastructure design. The programme covers the use of digital tools to simulate and optimise the energy efficiency of infrastructure projects, including airports, highways and water treatment plants.

Ferrovial’s training programme also includes specific modules on climate resilience, helping engineers and project managers design infrastructure that can withstand extreme weather conditions exacerbated by climate change. By using predictive analytics and AI, Ferrovial’s employees can plan and execute projects with greater environmental awareness and sustainability built into the core of each design.

• Key metrics:

o By 2023, Ferrovial has trained over 3,500 engineers and project managers in digital sustainability skills.

o Ferrovial’s use of digital twins in the design of its Heathrow Airport Expansion project led to a projected 25% reduction in energy use during the construction phase, as well as significant operational efficiencies.

o The company has committed to achieving net zero emissions by 2050, with employee training playing a critical role in reaching this goal.

Impact:

Ferrovial’s training initiatives have had a transformative impact on its infrastructure projects. In its NTE35W Expressway project in Texas, Ferrovial used AI-driven data models to optimise energy use during construction, resulting in a 15% reduction in fuel consumption across the project. The use of digital twins in infrastructure design has also allowed the company to improve long-term sustainability outcomes by predicting and mitigating environmental risks.

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AECOM: Green infrastructure and sustainability skills development42

AECOM, a multinational engineering firm, has been at the forefront of sustainable infrastructure development, with a particular focus on green infrastructure. To address the sustainability skills gap within its global workforce, AECOM developed the AECOM Green Infrastructure Academy, a training platform that provides employees with the necessary skills to design and deliver sustainable infrastructure projects.

AECOM Green Infrastructure Academy:

The Green Infrastructure Academy offers a range of courses that cover key topics such as climate adaptation, green building techniques, and sustainable urban development. The academy’s curriculum is based on AECOM’s experience delivering sustainable infrastructure solutions and it includes practical case studies from real-world projects. The training also places emphasis on the design and implementation of green infrastructure, such as urban parks, green roofs, and Sustainable urban Drainage Systems (SuDS).

AECOM has also partnered with universities and industry experts to offer certifications in sustainability-related fields, including environmental impact assessment and carbon accounting. This partnership ensures that employees have access to the latest industry knowledge and can apply it in their roles.

• Key metrics:

o Since its launch in 2020, over 10,000 AECOM employees have completed courses at the Green Infrastructure Academy.

o AECOM’s focus on sustainability training has contributed to the successful delivery of over USD 1bn in green infrastructure projects worldwide.

o The company’s commitment to green infrastructure was exemplified in its work on the Lower Thames Crossing project in the UK, where sustainability training helped reduce carbon emissions by 20% compared to standard construction methods.l.

Impact:

AECOM’s sustainability training has enabled the company to deliver large-scale green infrastructure projects that are both environmentally friendly and resilient. In the Resilient Miami project, AECOM implemented innovative climate adaptation strategies, reducing the city’s vulnerability to flooding and storm surges. The training provided by the Green Infrastructure Academy ensured that project managers and engineers were equipped to integrate green solutions, contributing to Miami’s long-term climate resilience strategy.

Strategic approaches to upskilling

The success of the above programmes demonstrates the transformative power of sustainability training in closing the skills gap within the infrastructure sector. By aligning upskilling initiatives with sustainability goals, incorporating cutting-edge technologies and collaborating with educational partners, these organisations have set a benchmark for how the industry can adapt to meet global sustainability challenges.

Examples of the role of education, industry and government in addressing sustainability skills gaps

Collaboration between educational institutions, industry and governments is crucial in closing the sustainability skills gap, particularly within the infrastructure sector. As sustainability becomes increasingly integrated into all aspects of business and policy, the need for a well-trained workforce that can meet these challenges is more pressing than ever.

No single entity, however, can bridge the skills gap alone and so effective partnerships between academia, industry and government are essential to building sustainable skills-building frameworks that align with the needs of the global economy and the evolving workforce.

Below, we will explore key strategies for fostering such collaboration, with a focus on real-world examples that highlight the transformative impact these partnerships can have on sustainability-focused skill development.

Aligning industry needs with educational curricula

One of the most effective strategies for closing the sustainability skills gap is to ensure that educational institutions are producing graduates with the skills that industry actually needs. This requires close collaboration between universities, technical schools and businesses to co-create curricula that are future-ready and sustainability-focused.

Key strategy: Industry-academia partnerships for curriculum development

In 2019, Siemens partnered with ETH Zurich, a leading technical university in Switzerland, to co-create a curriculum that aligns with the needs of the modern energy and infrastructure sectors. The partnership focused on developing modules in renewable energy technologies, smart grids and sustainable design. This collaboration ensures that students graduate with the relevant skills required to meet industry demands, while also embedding sustainability principles into the curriculum.

The course content includes real-world case studies provided by Siemens, allowing students to gain practical insights into how sustainability is applied in the infrastructure industry. Siemens also provides access to its digital simulation tools, such as Siemens PLM, to allow students to work with the same technology used in real projects.43

In 2021 the first cohort of students who completed this program joined Siemens and its partners in the Zambezi river basin hydropower project, where they used their training in renewable energy systems to help design one of Africa’s largest hydropower facilities. This not only provided valuable real-world experience but also helped Siemens build a more sustainable energy infrastructure in Africa.

Implementation steps:

• Industry-led curriculum reviews: Educational institutions should work directly with industry leaders to review and update their curricula regularly. This ensures that courses remain relevant and reflect the rapidly changing technological landscape.

• Internships and apprenticeships: Industry should provide hands-on learning opportunities, such as internships and apprenticeships, to allow students to apply their academic knowledge in real-world scenarios.

Impact: By ensuring that educational content is aligned with industry needs, this collaboration produces graduates who are job-ready and equipped with the skills necessary to drive sustainability in infrastructure projects.

Strategic approaches to upskilling

Public-Private Partnerships (PPP): Government as a catalyst for skills development

Governments play a pivotal role in supporting skill development initiatives, particularly through funding, regulatory frameworks and setting sustainability targets that guide both educational institutions and industry. PPPs are an effective strategy for addressing sustainability skills gaps by bringing together the resources and expertise of both the public and private sectors.

Key strategy: Government-Funded sustainability training programmes

The UK Government’s National Skills Fund is a prime example of how governments can facilitate public-private collaboration for sustainability skill development. The fund, launched in 2020, focuses on providing grants to businesses that invest in upskilling their workforce in key areas, including sustainable construction and renewable energy. The government works closely with educational institutions and industry leaders to ensure the training programmes funded through the initiative meet both regulatory requirements and industry standards.

One notable example is the partnership between the UK government, Balfour Beatty and London South Bank University. This collaboration resulted in the creation of the Green Construction Skills Programme, which trains both current employees and new graduates in sustainable construction techniques, carbon accounting and low-carbon project management.

• Key metrics:

o Since its launch, the Green Construction Skills Programme has trained over 3,000 professionals.

o The programme has contributed to a 15% reduction in carbon emissions on Balfour Beatty’s infrastructure projects by implementing the training’s lessons into daily operations.44

o Graduates of the programme have gone on to work on major infrastructure projects, including HS2, the UK’s high-speed rail network, where sustainability is a key focus.

Implementation steps:

• Government grants for upskilling: Governments should provide grants or financial incentives to businesses that invest in sustainability-focused training programmes.

• Regulatory support: Governments can introduce regulations that require certain sustainability certifications or competencies for professionals working on publicly funded infrastructure projects, thus ensuring that both public and private sectors prioritise sustainability upskilling.

Impact: The collaboration between Balfour Beatty, the UK government, and educational institutions showcases how public-private partnerships can lead to substantial skills development in the infrastructure sector, ensuring that professionals are equipped to handle the demands of a low-carbon economy.

Strategic approaches to upskilling

Innovation hubs: Bringing together industry, academia, and government for sustainable solutions

Another effective strategy for addressing the sustainability skills gap is the creation of innovation hubs – dedicated centres where academia, industry and government come together to foster innovation and sustainability in the workforce. These hubs serve as incubators for talent, research and new ideas, providing a space for professionals to develop cutting-edge solutions that address both current and future sustainability challenges.

Key strategy: Sustainability innovation hubs

One standout example is the EIT Climate-KIC,45 the European Union’s largest PPP focused on climate innovation. Founded in 2010, Climate-KIC brings together businesses, research institutions and public sector bodies to develop and deploy skills that address climate change and sustainability challenges across Europe. The hub focuses on training professionals in areas such as sustainable urban planning, clean energy systems and circular economy practices.

The innovation hub offers courses and programmes tailored to industry needs, while also supporting startups that are developing solutions to sustainability challenges. Through its partnerships with universities such as Imperial College London and Delft University of Technology, Climate-KIC provides industry-aligned training programmes for professionals looking to upskill in sustainability.

• Key metrics:

o As of 2023, Climate-KIC has trained over 10,000 professionals in sustainability-related fields.

o The hub has supported the development of over 2,000 climate startups, many of which focus on sustainable infrastructure solutions.

o Graduates of the Climate-KIC programmes have gone on to work on major infrastructure projects, such as the Amsterdam Circular City Initiative, where the focus is on reducing waste and improving resource efficiency.

Through the Amsterdam Circular City Initiative, Climate-KIC graduates played a key role in designing smart waste management systems that reduced landfill waste by 35% in the first two years of implementation. These systems were designed to integrate with existing urban infrastructure while contributing to the city’s overall sustainability goals.

Implementation steps:

• Multi-stakeholder collaboration: Create innovation hubs where universities, industry leaders and government agencies collaborate to develop cutting-edge training programmes and sustainability solutions.

• Support for startups: Encourage innovation by supporting startups that are developing sustainable infrastructure technologies and practices.

Impact: Innovation hubs like Climate-KIC demonstrate the power of collaboration in addressing sustainability skills gaps. By creating a space for academia, industry, and government to collaborate, these hubs foster the development of new technologies and skill sets that are essential for building a sustainable future.

Collaboration between educational institutions, industry and governments is key to creating sustainable skill-building frameworks that can close the sustainability skills gap in the infrastructure sector. By aligning educational curricula with industry needs, leveraging public-private partnerships, and fostering innovation hubs, these collaborations ensure that the workforce is equipped with the skills required to meet the challenges of a net zero future. The examples from Siemens, Balfour Beatty and Climate-KIC illustrate how these partnerships can be successfully implemented, offering a blueprint for other organisations seeking to develop sustainable skill-building initiatives.

Strategic approaches to upskilling /

Policy recommendations: Supporting continuous learning and capacity building in sustainability

As the global economy accelerates its transition toward sustainability and net zero goals, the need for continuous learning and capacity building in sustainability, particularly within the infrastructure sector, has never been more pressing. Governments, industry leaders and educational institutions must work together to create enabling environments through well-crafted policies that foster the development of sustainability skills. Below, we offer some policy recommendations designed to support ongoing skill development and capacity building in sustainability, ensuring that the infrastructure workforce remains prepared for future challenges.

Government incentives for sustainability training programmes

A key policy recommendation for supporting continuous learning in sustainability is the introduction of government incentives that encourage businesses to invest in sustainability-focused training programmes. Financial support from the public sector can significantly lower the barriers for companies to upskill their workforce, particularly in the infrastructure sector, where the cost of training in emerging technologies and sustainable practices can be substantial.

Example: Singapore’s Green Skills Development Fund

In 2020, the Singaporean government launched the Green Skills Development Fund46 as part of its larger Sustainable Singapore Blueprint. This fund offers grants and subsidies to companies that invest in sustainability training and upskilling programs. The fund is specifically aimed at industries such as construction and infrastructure, which are critical to the country’s green transition.

Under this programme, companies that provide sustainability training to their employees can receive up to 90% subsidies on the cost of the training, making it financially viable for businesses to continuously invest in upskilling their workforce. The initiative is aimed at building skills in areas such as green building technologies, energy efficiency, and renewable energy systems.

Impact: By 2023, over 1,500 companies in the infrastructure and construction sectors had benefitted from the fund, with 40,000 workers upskilled in green technologies. The programme has been instrumental in positioning Singapore as a leader in sustainable urban development, with major infrastructure projects such as the Punggol Digital District being delivered with a sustainability-first approach.

Policy recommendation:

Governments globally should adopt similar financial incentive programmes that make it easier for companies to invest in sustainability training. These could include tax credits for sustainability-related upskilling, subsidies for training costs, or low-interest loans for companies that develop internal green training programmes.

National Skills Frameworks for sustainability

Another effective policy recommendation is the establishment of National Skills Frameworks that focus on sustainability competencies. These frameworks define the key skills required for various industries, particularly in areas such as infrastructure and ensure that educational institutions align their curricula with the future needs of the economy.

Strategic approaches to upskilling

Example: The UK’s Construction Skills Certification Scheme (CSCS) and Sustainability Certifications

The UK has implemented the Construction Skills Certification Scheme47 (CSCS) to ensure that workers in the construction and infrastructure sectors have the necessary skills to meet industry standards. In 2019, the UK Green Building Council (UKGBC) introduced a Sustainability Certification as part of the CSCS, which focuses on sustainability-related competencies such as energy management, carbon reduction, and waste minimisation.

This initiative ensures that workers across the construction and infrastructure sectors are equipped with the skills needed to deliver sustainable projects. To receive certification, workers must undergo specific training and pass an exam focused on sustainability principles. This has helped to raise the bar for sustainability practices across the UK’s infrastructure industry, ensuring that projects align with the country’s net zero carbon commitments.

Impact: Since its launch, over 200,000 workers have received the sustainability certification, contributing to the successful delivery of several high-profile green infrastructure projects, including Crossrail, the largest infrastructure project in Europe. The project has set new benchmarks for sustainability, with 98% of demolition waste being recycled and reused in construction.

Policy recommendation:

Countries should develop national sustainability skills frameworks that include industry recognised certifications, ensuring that workers across sectors are equipped with the competencies needed to deliver green infrastructure projects. These frameworks can be developed in collaboration with industry bodies, ensuring they are tailored to the needs of the workforce.

Lifelong learning and re-skilling incentives

In addition to government incentives for sustainability training, policies that promote lifelong learning are critical to ensuring that the workforce remains adaptable to evolving sustainability challenges. Lifelong learning ensures that workers can continuously update their skills, staying relevant in an ever-changing job market. This is particularly important in the infrastructure sector, where new sustainability regulations and technologies frequently emerge.

Example: The European Union’s “Green Deal” and lifelong learning policies

The European Green Deal, launched in 2020, outlines the EU’s commitment to becoming climate-neutral by 2050. As part of this strategy, the European Commission introduced several policies to promote lifelong learning and re-skilling in sustainability-focused areas. These include the Pact for Skills48, which brings together public and private stakeholders to support lifelong learning initiatives in key industries, including infrastructure and energy.

One of the flagship programmes under this initiative is the lifelong learning and vocational training for sustainability programme, which provides financial support for workers to continuously update their skills. The programme is available to workers across the EU, providing access to short courses and certifications in areas such as green building technologies, renewable energy systems and circular economy principles.

Impact: Since its inception, over 300,000 workers in the infrastructure and construction sectors have participated in the programme, with many securing new roles in green infrastructure projects. The EU has reported a 25% increase in the number of workers trained in sustainable practices, contributing to the delivery of major green infrastructure projects such as the Paris Metro Extension.

Strategic approaches to upskilling

Policy recommendation:

Governments should promote lifelong learning by offering financial incentives for workers to continuously update their skills. This could include subsidies for professional development courses, paid training leave, and government-funded re-skilling programmes that focus on sustainability.

Public-Private Partnerships for sustainability skill development

PPPs are another effective policy tool that can foster continuous learning in sustainability. By bringing together government agencies, educational institutions and private industry, PPPs can provide workers with the skills needed to meet the demands of a green economy. This model is particularly effective in the infrastructure sector, where collaboration is essential to delivering sustainable projects.

Example: The United States’ Workforce Development for Clean Energy

The Workforce Development for Clean Energy49 initiative in the United States is a prime example of how public-private partnerships can be used to build sustainability skills. This initiative, launched by the US Department of Energy in partnership with leading private companies such as GE Renewable Energy and Tesla, focuses on training workers in key areas such as solar energy installation, energy-efficient building design and electric vehicle infrastructure.

Through this partnership, workers receive hands-on training from industry leaders, while the government provides funding to cover the cost of training. The programme also offers certifications that are recognised across the industry, ensuring that workers have the credentials needed to succeed in green infrastructure projects.

Impact: The programme has trained over 50,000 workers since its launch, many of whom have gone on to work on high-profile clean energy projects, such as Tesla’s Gigafactory in Nevada and the Cape Wind Project. The initiative has also contributed to a 20% increase in the number of green energy jobs in the US since 2018.

Policy recommendation:

Governments should promote public-private partnerships that bring together industry and educational institutions to provide sustainability-focused training. These partnerships can leverage the expertise of industry leaders while ensuring that workers are trained in the latest green technologies and practices.

Addressing the sustainability skills gap in the infrastructure sector requires coordinated efforts between governments, industry leaders and educational institutions.

The policy recommendations outlined in this section – ranging from government incentives and national skills frameworks to lifelong learning initiatives and public-private partnerships –provide a roadmap for fostering continuous learning and capacity building in sustainability. By implementing such policies, countries can help to ensure their infrastructure workforce is equipped with the skills needed to meet the demands of a net zero economy, while also positioning themselves as leaders in sustainable development.

/Industry comment

Eng. Malani

Padayachee-Saman Chief Executive Officer MPAMOT

Capacity Building and UpskillingSouthern African Development Community (SADC) Perspective

The potential of the scarce skills debate from a SADC perspective in the built environment professional (BEP) services offering has and is a huge challenge to the growth of the region. The contributing factor to this is fundamentally dictated by the sustainable work opportunities that professionals and organizations are faced with due to the reduction in spending on infrastructure by both public and private sector.

This is further influenced by the demand of the critical thinking skills that these professionals possess, which results in them being poached by other sectors ie financial services sector, which then impacts on the retention strategy and indirectly on the available pool of resources to service the built environment.

Industry comment /

In addition, the international agreements that are in place, eg Washington and Dublin accords, results in these skills being portable and the attraction of working in 1st world economies, further contributes to the movement of some of these scare skills.

The fact that the African continent will still maintain the highest youth population in the world at the turn of the century, requires a very deliberate attempt in ensuring the skills pool is positioned to respond to what the global community will need, to remain relevant, hence an investment in skills for the future is a need as opposed to a want. The attraction and retention of women into the sector has seen a growth, but tends to be tapering due to the inability to absorb graduates into the profession due to low project activity, as a result of funding.

The global trends and solid technology partnerships in the sector, ideally should also be taking into consideration the resource pools that exist in developing economies and strong collaborations in the sector is imperative to address the infrastructure deficit on the continent. In addition, the demand for local solutions, with enhanced technology that responds to both climate resilient and adaptive infrastructure is of paramount importance, thereby focusing on the upskilling in areas that have a not been traditional offerings.

/Navigating the net zero workforce challenge

Navigating the net zero workforce challenge /

Global transition to net zero: Workforce challenges and opportunities

As countries around the world commit to achieving net zero emissions, the transition presents both challenges and opportunities for the global workforce, particularly in the infrastructure sector. The shift to net zero is not merely a technological or regulatory change; it necessitates a fundamental transformation of the skills, competencies and approaches required to design, build and maintain infrastructure in a sustainable way.

Below, we provide an in-depth analysis of the workforce challenges posed by the net zero transition, as well as the opportunities it presents for creating a future-ready, sustainability-driven workforce.

Workforce challenges in the net zero transition

The global transition to net zero emissions brings a host of complex challenges for the infrastructure workforce. Key among these are the skills gaps, regional disparities in expertise and the rapid pace at which the demand for sustainability competencies is evolving.

1. Skills gaps in emerging technologies

As the infrastructure sector adopts new technologies aimed at reducing carbon emissions, a significant skills gap has emerged. Technologies such as renewable energy systems, Electric Vehicle (EV) infrastructure, green hydrogen and Carbon Capture and Storage (CCS) require specialised knowledge that many existing professionals lack. For instance, designing and installing solar power systems, developing wind energy infrastructure and integrating battery storage solutions into the grid all require highly specialised engineering and technical skills.

A 2021 report by the International Renewable Energy Agency (IRENA) highlights that, by 2050, the renewable energy sector alone will need to create up to 42 million jobs globally to meet the growing demand for clean energy technologies.50 The same report, however, points to a significant shortage of professionals trained in solar, wind and bioenergy technologies. Without a concerted effort to upskill and retrain existing workers, this skills gap could slow the transition to a low-carbon economy and undermine global efforts to achieve net zero.

The UK’s Offshore Wind Sector Deal, launched in 2019, aims to create 27,000 new jobs in offshore wind by 2030, but the country faces a shortage of engineers trained in offshore wind technologies. According to a report by the UK government’s Green Jobs Taskforce, the UK must increase its training capacity in renewable energy technologies by 300% to meet the growing demand for skilled workers in offshore wind development.51

2. Regional disparities in workforce readiness

The transition to net zero is unfolding unevenly across regions, with some countries better prepared than others to manage the workforce challenges posed by decarbonisation. Developed economies, such as those in Europe, North America and parts of Asia, are generally better aligned and engaged with educational institutions, training programmes and the governmental support necessary to foster a sustainable workforce. In contrast, many developing countries face significant barriers in terms of access to sustainability training, modern technologies and skilled labour.

This disparity is particularly evident in sectors such as energy and construction, where infrastructure development plays a critical role in a country’s economic growth and environmental sustainability. Countries in Africa, for example, may have abundant renewable energy potential, but they often lack the technical expertise to harness it. A 2022 report by the African Development Bank reveals that Africa needs to train up to 1.5 million energy professionals by 2040 to meet its renewable energy and electrification targets.52 Without adequate training and capacity building, these countries risk missing out on the opportunities presented by the global net zero transition.

In India, the construction of solar parks, such as the Pavagada Solar Park in Karnataka, one of the largest solar installations in the world, has generated thousands of jobs. The local workforce, however, often lacks the specific skills required to maintain these systems and the country relies on a small pool of highly specialised technicians. India’s Skill Council for Green Jobs has been established to address this challenge by providing vocational training in solar energy and other renewable technologies, but the scale of the task is daunting.

/Navigating the net zero workforce challenge

Opportunities presented by the global net zero transition

While the transition to net zero presents challenges, it also offers significant opportunities for the workforce, particularly in terms of job creation, innovation and the potential for green economic growth. The infrastructure sector is uniquely positioned to drive this transformation, as the demand for sustainable infrastructure solutions grows across the globe.

1. Job creation in green sectors

The global shift to net zero will generate millions of jobs in clean energy, sustainable construction and green technologies. According to the International Labour Organization (ILO), the net zero transition could create 24 million new jobs globally by 2030 in sectors such as renewable energy, energy efficiency and sustainable transportation. The infrastructure sector, in particular, stands to benefit from this job creation, as the development of green buildings, transportation networks and energy systems requires a vast number of skilled workers.

In Europe, the Renovation Wave53 initiative, part of the European Green Deal, aims to renovate 35 million buildings by 2030 to improve energy efficiency and reduce carbon emissions. This initiative is expected to create 160,000 additional green jobs in the construction sector each year, ranging from energy auditors and insulation installers to architects and engineers with expertise in energy-efficient design.

Beyond Europe, emerging economies such as China are also investing heavily in green infrastructure. China’s five-year plan for 2021-2025 includes significant investments in renewable energy, electric vehicles, and smart grid infrastructure, all of which are expected to generate millions of new jobs in the green economy.

2. Innovation and technological advancement

The global transition to net zero is driving innovation across multiple sectors, creating new opportunities for the workforce to engage in cutting-edge technologies and sustainable practices. The integration of artificial intelligence (AI), big data and automation into infrastructure projects is revolutionising the way infrastructure is designed, built and maintained, while also creating demand for new skills.

For example, AI is being used to optimise energy use in buildings, predict maintenance needs in transportation networks and monitor environmental impacts in real-time. These technologies not only improve the sustainability of infrastructure projects but also offer opportunities for professionals to work with emerging tools that are shaping the future of the industry.

The Sydney Metro project in Australia is one of the largest public transportation projects in the southern hemisphere and is being built with sustainability at its core. The project utilises AI and automation to reduce carbon emissions during construction and optimise energy use in the operation of the metro system. Engineers, data scientists and sustainability experts are all playing key roles in the implementation of these technologies, highlighting the diverse range of skills required for future infrastructure projects.

3. Reskilling and upskilling opportunities

The net zero transition also presents a significant opportunity for reskilling and upskilling the existing workforce. As traditional roles in high-carbon industries such as coal, oil and gas decline, there is an urgent need to reskill workers to transition into green jobs. Governments and industry leaders must prioritise investment in training and education to ensure that workers are equipped with the skills needed for the green economy.

In Spain, the closure of coal mines in the Asturias region has prompted the government to launch a Just Transition Strategy54 aimed at reskilling former coal miners for jobs in renewable energy, energy efficiency and sustainable construction. The strategy includes a comprehensive training programme that offers vocational courses in solar panel installation, wind turbine maintenance and sustainable agriculture. This initiative not only provides workers with new career opportunities but also supports the country’s broader goals of achieving net zero emissions by 2050.

/Navigating the net zero workforce challenge

The global transition to net zero emissions presents both challenges and opportunities for the infrastructure workforce. While there are significant skills gaps and regional disparities that need to be addressed, the transition also offers immense potential for job creation, innovation and economic growth. By investing in training and education, fostering international collaboration and embracing new technologies, the infrastructure sector can build a workforce that is not only prepared for the challenges of net zero but one that is also positioned to lead the world towards a more sustainable future. Governments, industries and educational institutions must work together to ensure that the workforce is equipped with the necessary skills to drive this transformation forward.

Talent Recruitment and Retention: Strategies for Attracting and Retaining Talent in the Green Economy

As the global economy transitions to a net zero future, attracting and retaining talent in the green economy has become one of the most critical challenges facing the infrastructure sector, especially if the supply of engineering skills remain constrained Sustainability-driven careers offer a unique opportunity for individuals to contribute to impactful global goals, yet recruiting the right talent and keeping them engaged in long-term, purpose-driven careers requires more than just competitive salaries. Organisations must adopt innovative strategies that not only highlight the tangible impact of sustainability roles, but also offer clear career development paths, job satisfaction and a sense of purpose.

Below, we explore strategies for attracting and retaining top talent in the green economy, focusing on careers that align with impactful sustainability goals. It also provides real-world examples of companies that have successfully implemented these strategies, ensuring that they remain competitive in the race to build a future-ready workforce.

Purpose driven recruitment: Highlighting impact and values

One of the most effective strategies for attracting talent to sustainability roles is by appealing to the growing demand for purpose-driven careers. More than ever, professionals are seeking roles that offer a sense of personal fulfilment and allow them to contribute to meaningful global challenges, such as climate change and social inequality. In fact, a 2022 report by Deloitte found that 75% of millennials would take a pay cut to work for an organisation that prioritises sustainability and corporate responsibility.55 Highlighting the societal and environmental impact of roles within the green economy can therefore be a key differentiator in attracting talent.

Example: Patagonia’s purpose-driven hiring

Patagonia, an outdoor apparel company known for its environmental activism, has built its entire employer brand around purpose driven recruitment. When hiring for roles within its environmental and social initiatives division, the company places a heavy emphasis on how the position contributes to global sustainability goals, including protecting biodiversity, reducing environmental harm and advocating for climate action. Patagonia’s recruitment materials highlight stories of real-world impact and frame each role as part of a broader mission to address the environmental crisis.

Impact: Patagonia’s focus on purpose has enabled it to attract a highly engaged workforce, with an employee retention rate of 93% –significantly higher than the industry average. The company has also reported a 30% increase in job applications for sustainability roles since adopting its impact-driven recruitment strategy.56

/Navigating the net zero workforce challenge

Strategy for infrastructure:

In the infrastructure sector, organisations should highlight the broader social and environmental impact of their projects. For example, sustainability roles in infrastructure projects that focus on carbon-neutral construction, renewable energy, or climate-resilient urban planning, should clearly communicate how these efforts contribute to long-term environmental and societal wellbeing. This can be done through impact reports, storytelling and direct links to global sustainability frameworks like the UN Sustainable Development Goals.

Offering clear career pathways in sustainability

While the appeal of contributing to meaningful global goals can attract top talent, retention often hinges on providing clear career development opportunities within the organisation. The green economy and particularly sustainability-focused roles in the infrastructure sector, must offer long-term career growth prospects if they are to retain professionals in the face of an evolving job market.

Schneider Electric’s sustainability career pathways

Schneider Electric, a global specialist in energy management and automation, has developed a robust sustainability career development framework to ensure the retention and growth of talent focused on the green economy. Schneider Electric’s framework offers employees the opportunity to advance within the company while specialising in fields such as energy efficiency, decarbonisation and sustainable infrastructure. Employees can access dedicated career development programmes that focus on sustainability-related certifications, leadership development in green technologies and practical applications of energy management in urban planning.

Impact: Schneider Electric’s commitment to providing clear sustainability career pathways has resulted in a 70% retention rate among sustainability-focused employees, with a 30% increase in internal promotions to leadership roles within the green energy and smart infrastructure divisions.57 Their focused training programmes have also contributed to Schneider Electric being recognised as a leader in the Dow Jones Sustainability Index for the 11th year in a row, showcasing the value of clear, long-term career mobility within the company.

Strategy for infrastructure:

To retain talent in the infrastructure sector, companies should create dedicated career tracks that offer employees the opportunity to move laterally or vertically within the organisation. These career tracks could focus on specialised areas like sustainable construction techniques, green energy systems, or carbon-neutral transportation networks. Offering mentorship programmes, professional development opportunities and certifications in sustainability can also help retain talent by providing a clear path for progression.

Competitive compensation with sustainability incentives

While purpose and career development are critical for attracting and retaining talent, competitive compensation packages that reward sustainability contributions can make a significant difference in long-term retention. By offering incentives linked to sustainability achievements, such as carbon reduction targets, project efficiency goals, or energy savings, companies can align employee performance with sustainability outcomes.

/Navigating the net zero workforce challenge

Example: Ørsted’s sustainability incentives

Ørsted, one of the world’s leading renewable energy companies, has developed a compensation model that ties employee bonuses directly to sustainability performance. Employees working on offshore wind farms, for example, receive performance based incentives if they achieve specific targets related to carbon emission reductions, energy efficiency improvements and renewable energy generation. The company has set up a sustainability dashboard that tracks progress in real time, ensuring that employees can see the tangible impact of their work on the company’s sustainability goals.

Impact: Ørsted’s incentive structure has contributed to an increase in employee engagement, with 92% of employees58 reporting that they feel their work has a direct impact on the company’s sustainability mission. Ørsted has also seen a 20% increase in the retention of employees working in sustainability-related roles since introducing the incentive programme.

Strategy for infrastructure:

Infrastructure companies should consider incorporating sustainability performance metrics into their compensation packages. For example, employees working on green building projects could receive bonuses based on the building’s LEED certification level or energy efficiency performance. Likewise, engineers working on transportation infrastructure could be rewarded for implementing carbon reduction strategies or designing climate-resilient projects.

Creating a culture of innovation and sustainability

Retention is not just about competitive salaries or career development, organisational culture also plays a crucial role in keeping employees engaged. Fostering a culture that encourages innovation, collaboration and a commitment to sustainability can help organisations in the infrastructure sector retain top talent. Employees who feel empowered to experiment with new ideas, take risks and drive sustainable outcomes are more likely to stay with a company long term.

Example: Google’s culture of sustainability innovation

Google has long been known for its culture of innovation and this extends to its sustainability efforts. The company’s Data Centre Sustainability Programme, for instance, allows engineers and sustainability experts to experiment with innovative energy-saving technologies, such as AI-powered energy management systems and water-efficient cooling solutions. Google’s culture encourages employees to think creatively about how they can reduce the environmental impact of the company’s operations and employees are given the freedom to implement new ideas and see the results.

Impact: Google’s focus on sustainability innovation has contributed to 80% employee retention in its sustainability-focused roles. Additionally, Google has been able to achieve significant sustainability outcomes, including operating its data centres with 50% less energy than the industry average.59

/Navigating the net zero workforce challenge

Strategy for infrastructure:

Infrastructure companies should create an organisational culture that rewards innovation in sustainability. By setting up green innovation labs, cross-functional collaboration teams, or employee led sustainability projects, companies can empower their workforce to take ownership of sustainability challenges. This not only helps retain talent but also drives forward innovative solutions that can have a lasting impact on the organisation’s environmental goals.

Emphasising work-life balance and flexible working conditions

As sustainability roles become more complex and demanding, work-life balance and flexibility have emerged as key factors in retaining talent. The green economy, with its emphasis on long-term environmental goals, requires professionals who are committed to the cause. Ensuring that employees have a healthy work-life balance and the flexibility to manage both professional and personal responsibilities can significantly enhance retention.

Example: Schneider Electric’s flexibility model

Schneider Electric, a multinational company specialising in energy management and automation, has implemented a comprehensive flexible working model for its sustainability-focused employees. The company offers remote working options, flexible hours and sabbatical programmes for employees working on long-term sustainability projects. This model not only helps employees manage their workload but also improves job satisfaction by allowing them to work in ways that suit their personal needs.

Impact: Since adopting the flexibility model, Schneider Electric has seen a 25% increase in employee retention for sustainability-focused roles. Additionally, 90% of employees working in sustainability reported higher levels of job satisfaction, citing the company’s flexible working policies as a key factor.60

Strategy for infrastructure:

In the infrastructure sector, organisations should explore offering flexible working conditions for employees in sustainability roles, especially for those working on long-term, large-scale projects. Allowing for remote working, offering flexible hours and providing sabbaticals can help prevent burnout and keep employees engaged in their roles. This is particularly important for sustainability professionals, who often face the challenge of working on projects with long-time horizons and complex environmental goals.

Attracting and retaining talent in the green economy, particularly within the infrastructure sector, requires a multi-faceted approach that goes beyond traditional recruitment and retention strategies. By offering purpose-driven careers, clear sustainability career pathways, competitive compensation tied to sustainability outcomes and a culture of innovation, organisations can not only attract top talent but also keep them engaged for the long term.

Companies that prioritise flexibility and work-life balance are more likely to retain sustainability professionals, ensuring that their workforce is prepared to meet the demands of a rapidly changing green economy. As the infrastructure sector plays a pivotal role in the global transition to net zero emissions, it is critical for organisations to implement these strategies to build a future-ready workforce. By investing in talent recruitment and retention strategies that prioritise sustainability and purpose, companies can position themselves as leaders in the green economy, while also ensuring that they attract and retain the best talent to meet the sustainability challenges of the 21st century.

/Navigating the net zero workforce challenge

Case studies of successful recruitment in the infrastructure industry: Building a workforce for net zero

Recruiting and building a workforce prepared to meet the challenges of net zero has become a key focus for the infrastructure sector globally. By adopting innovative recruitment strategies, projects across the world have successfully attracted and developed talent with the skills necessary for a sustainable future.

Below, we showcase case studies from recent projects that have excelled in workforce recruitment and development in the green economy, highlighting strategies that can be replicated across industries and regions.

The

Sydney

Metro, Australia: Transforming urban mobility with a skilled green workforce

Project Overview: The Sydney Metro is Australia’s largest public transport project and aims to revolutionise urban mobility by offering a fully automated, energy-efficient metro system. The project’s scope includes reducing the carbon footprint of urban transportation by incorporating renewable energy into operations and employing sustainability best practices in construction. However, the project required a highly skilled workforce adept in both digital technologies and green construction methods.

Recruitment strategy: The Sydney Metro project partnered with TAFE NSW61, an Australian vocational education provider, to create a targeted recruitment and training programme. The initiative focused on developing skills in automation, sustainable transport systems and green construction techniques. In addition to recruiting experienced engineers, the project brought in young talent through an apprenticeship programme that provided practical training in cutting-edge sustainability technologies.

• Key elements:

o Apprenticeship programme: Over 200 apprentices were recruited and trained in automated rail systems, renewable energy integration, and energy-efficient construction.

o Digital and green focus: Workers were trained in areas such as AI for predictive maintenance, automated trains and green building standards, including the use of renewable materials in construction.

o Partnership with education: Collaboration with TAFE NSW ensured the curriculum aligned with the skills needed for the project, building a long-term talent pipeline for the green economy.

Impact: Sydney Metro has become a model for sustainable transport in the southern hemisphere. The workforce developed through this recruitment initiative has made the metro system one of the world’s most energy-efficient, with an estimated 50% reduction in carbon emissions compared to traditional systems. The programme’s success is now being replicated in other Australian infrastructure projects.

Los Angeles 100% Renewable Energy Study (LA100): Developing a workforce for green energy

Project overview: The Los Angeles 100% Renewable Energy Study (LA100) is an ambitious initiative by the Los Angeles Department of Water and Power (LADWP) to transition the city to 100% renewable energy by 204562. To achieve this goal, the city needed a highly skilled workforce trained in renewable energy technologies, grid modernisation and sustainable infrastructure.

Recruitment strategy: LA100 launched a targeted recruitment initiative in partnership with local community colleges, focusing on equipping students with skills in solar energy, energy storage and smart grid technology. The recruitment initiative also engaged professionals from other sectors, offering reskilling programmes that allowed them to transition into roles in renewable energy.

• Key elements:

o Community-based recruitment: LA100 targeted disadvantaged communities, offering scholarships and training programmes to low-income students interested in green energy careers.

o Reskilling for renewable energy: The programme helped workers from industries such as fossil fuels transition into jobs in solar energy, battery storage and grid modernisation.

o Technical skills focus: Training covered skills such as solar panel installation, grid management and energy efficiency, ensuring workers could meet the technical demands of the project.

Impact: The LA100 initiative is on track to meet its ambitious goal, with thousands of jobs already created in the renewable energy sector. The workforce development programme has been recognised as a model for integrating sustainability with social equity, as it has provided green job opportunities for historically underserved communities. By 2030, the city aims to train over 10,000 workers in green energy technologies, helping Los Angeles achieve a carbon-neutral energy grid.

Thames Tideway Tunnel, UK: Workforce development in sustainable water management

Project overview: The Thames Tideway Tunnel, also known as London’s ‘super sewer’” is a major infrastructure project designed to clean up the River Thames and modernise the city’s water management systems. Given the project’s focus on environmental sustainability and protecting the river’s ecosystem, recruiting and training a workforce with expertise in sustainable water management and green construction techniques was essential.

Recruitment strategy: Tideway partnered with the National Skills Academy for water to create a specialised training programme that focused on developing skills in sustainable construction, environmental engineering and biodiversity management. The project also prioritised the recruitment of women and minorities, groups historically underrepresented in the water management and construction industries.

• Key elements:

o Training in green construction: Workers were trained in the use of low-carbon materials, energy-efficient machinery and sustainable urban drainage systems.

o Focus on biodiversity: Employees received specialised training in biodiversity protection, ensuring that construction activities had minimal impact on the river ecosystem.

o Diversity and inclusion: The project actively recruited women and minority workers, offering mentorship programmes to help them progress in sustainability-focused roles.

Impact: The Thames Tideway Tunnel has set new benchmarks for sustainability in water management. The workforce training programme has helped reduce the project’s carbon footprint by 30% and biodiversity monitoring systems have ensured that the River Thames is protected throughout construction.63 Additionally, the project’s focus on diversity has helped increase the representation of women in sustainable infrastructure roles to 25%, well above the industry average.opportunities for historically underserved communities. By 2030, the city aims to train over 10,000 workers in green energy technologies, helping Los Angeles achieve a carbon-neutral energy grid.

/Navigating the net zero workforce challenge

The Egypt Renewable Energy Workforce Programme

Project overview: Egypt is aiming to generate 42% of its electricity from renewable energy by 2035, with large-scale solar and wind projects playing a critical role in this transition.64 Building a workforce with the skills needed to manage these renewable energy projects has been a significant challenge. To address this, Egypt launched the Renewable Energy Workforce Programme, a national initiative aimed at training workers for solar and wind energy projects.

Recruitment strategy: The Egyptian government partnered with international development agencies and local universities to create a programme focused on training workers in solar panel installation, wind turbine operation, and energy management. The programme also targeted unemployed youth and provided them with vocational training in renewable energy technologies.

• Key elements:

o International collaboration: Partnerships with organisations such as GIZ (the German Agency for International Cooperation) brought in expertise and training programmes from countries with established renewable energy industries.

o Youth employment focus: The programme specifically targeted unemployed youth, offering scholarships and free training courses to equip them with the skills needed for green jobs.

o On-site training: Trainees were placed on-site at Egypt’s largest solar and wind farms, where they gained hands-on experience working with renewable energy technologies.

Impact: The programme has been a major success, with over 5,000 workers trained in solar and wind energy technologies since its launch. Many of these workers have gone on to secure permanent jobs at some of Egypt’s largest renewable energy projects, including the Benban Solar Park, one of the largest solar installations in the world. The programme has also inspired similar workforce development initiatives across the Middle East and North Africa region.

These case studies provide clear evidence that recruitment and training programmes tailored to the needs of sustainable infrastructure projects can have far-reaching impacts. Whether it’s through partnerships with educational institutions, targeted recruitment of underrepresented groups, or the reskilling of workers from traditional industries, these projects demonstrate successful strategies that can be replicated globally. As the world transitions to a net zero future, the infrastructure sector must continue to innovate in its approach to workforce development, ensuring that it attracts and retains the talent necessary to meet the sustainability challenges ahead.

/Building a resilient and sustainable workforce: Actionable roadmap

Building a resilient and sustainable workforce: Actionable roadmap /

As the global infrastructure sector moves towards sustainability and the ambitious goal of achieving net zero emissions, organisations must not only focus on innovative technologies but also on building a resilient workforce equipped with the skills to drive this transformation. Closing the sustainability skills gap is critical to realising these goals and doing so requires a strategic, well-structured approach that empowers organisations to develop the talent necessary for long-term success.

In this section of the report, we present an actionable roadmap that provides organisations with a step-by-step guide to building a sustainability-focused workforce. This roadmap is designed to help organisations implement practical strategies for upskilling, reskilling and recruiting talent, with detailed timelines, measurable outcomes and an emphasis on collaboration between key stakeholders.

Roadmap for organisations: A step-by-step guide

Developing a workforce capable of meeting sustainability challenges is a long-term investment that requires careful planning and execution. Organisations need to integrate sustainability into every aspect of their human resource development strategy, from recruitment to training and performance management. Below is a comprehensive, step-by-step roadmap to closing the sustainability skills gap, tailored for organisations in the infrastructure sector.

Assessment phase (0-6 months): Conducting a sustainability skills gap audit 1

Key actions:

• Internal skills audit: Organisations should begin by conducting an internal audit of their workforce’s existing skills, with a specific focus on sustainability, net zero expertise and digital competencies related to green technologies.

o Tools: Use competency frameworks such as the Sustainability Leadership Competency Framework to assess current workforce skills.

o Outcome: Identify key gaps in skills related to energy efficiency, carbon management, renewable energy systems and sustainable urban planning.

• Engage key stakeholders: Collaborate with human resources, operations and engineering teams to gather insights on the skills needed to meet sustainability objectives.

o Example: The Siemens Energy division conducted a comprehensive audit of its workforce, focusing on skills needed for future renewable energy projects. The audit revealed a gap in hydrogen energy management skills, prompting the company to prioritise training in this area.

Measurable outcome:

• Skills gap report: A detailed report outlining the current sustainability skills within the organisation, including specific areas of deficit and priority focus areas for upskilling or recruitment.

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Development phase (6-18 months): Creating a tailored upskilling strategy

Once the skills gap has been identified, the next step is to design a targeted upskilling strategy. This phase involves developing a comprehensive training programme that integrates sustainability across the organisation’s key functions.

Key actions:

• Design tailored training programmes: Develop training programmes that address the specific sustainability skills identified in the audit. Focus on renewable energy systems, sustainable construction techniques and green finance. These programmes should be tailored to different job functions, such as engineering, project management, and operations, to ensure that sustainability is embedded throughout the organisation.

o Example: Lendlease, a global property and infrastructure group, developed its Sustainability Academy to provide65 employees with skills in green building standards, carbon management and circular economy principles. This academy offers tiered training modules based on employees’ roles and experience levels.

• Collaborate with educational institutions: Partner with universities, technical schools and online education platforms to ensure that employees receive certifications in key sustainability areas.

o Example: In partnership with MIT Sloan School of Management, Acciona developed a programme to train its engineers in green infrastructure and sustainable project delivery.66

Measurable outcome:

• Certification milestones: By the end of this phase, the goal is for at least 50% of the workforce in key sustainability roles to have completed certification programmes in areas like sustainable energy systems, carbon auditing, or green finance.

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Implementation phase (18-36 months): Embedding sustainability into organisational culture

After the initial upskilling strategy has been implemented, organisations must focus on integrating sustainability into their everyday operations. This phase is about ensuring that sustainability becomes a core value and a measurable part of the organisation’s culture.

Key actions:

• Sustainability performance metrics: Develop key performance indicators (KPIs) for sustainability-related roles. These should be linked to measurable outcomes such as energy efficiency targets, carbon reduction goals, or the implementation of green technologies.

o Example: Danfoss, a Danish engineering company, introduced sustainability KPIs across its global operations, tying bonuses and performance reviews to metrics such as emission reductions and waste minimisation.67

• Leadership development: Train senior leaders and managers in sustainability leadership. This will ensure that sustainability goals are driven from the top and that leaders are equipped to mentor their teams in achieving these goals.

o Example: Unilever launched a sustainability leadership programme that required all senior managers to complete training in corporate sustainability, with a focus on integrating environmental, socia, and governance (ESG) metrics into business decisions.

Measurable outcome:

• Sustainability integration: Sustainability KPIs are embedded in 100% of leadership roles, and at least 70% of business units are meeting or exceeding their sustainability performance targets.68

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Recruitment phase (12-24 months): Attracting and retaining sustainability talent

Alongside upskilling existing employees, organisations must also focus on recruiting new talent with specialised skills in sustainability. This phase outlines how organisations can build a pipeline of future talent through targeted recruitment strategies.

Key actions:

• Targeted recruitment campaigns: Launch recruitment campaigns that specifically target professionals with sustainability expertise, including engineers, data scientists and project managers skilled in sustainable infrastructure and renewable energy.

o Example: Arup, a global design and engineering firm, launched a global recruitment campaign to hire sustainability experts for projects related to green infrastructure and climate resilience. The campaign attracted over 3,000 applications within the first six months.69

• Diversity and inclusion: Ensure that sustainability recruitment strategies focus on attracting a diverse workforce, particularly women and minorities, who are underrepresented in many green economy roles.

o Example: AECOM created a Diversity and Sustainability Fellowship that provides mentoring, training and career development opportunities for women and underrepresented minorities in the green infrastructure sector.

Measurable outcome:

• Diverse talent acquisition: At least 30% of new hires in sustainability roles come from underrepresented groups and the organisation establishes a sustainability talent pool to support future recruitment efforts.70

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Continuous learning phase (36 months and beyond): Fostering a culture of lifelong learning

Building a sustainable workforce is not a one-time effort, it requires continuous learning and development to keep pace with evolving technologies and sustainability standards. This phase focuses on creating an organisational culture that promotes ongoing education and innovation in sustainability.

Key actions:

• Continuous learning platforms: Invest in digital learning platforms that allow employees to access sustainability training and certifications on an ongoing basis. Incorporate emerging topics such as AI in sustainability, blockchain for green finance, and circular economy models.

o Example: BP launched its Sustainability Academ», a digital platform offering continuous learning on topics such as carbon capture technologies and net zero transition strategies.

• Knowledge sharing: Create internal forums, workshops and knowledge-sharing platforms where employees can collaborate on sustainability challenges and share best practices.

o Example: Tetra Pak holds quarterly sustainability innovation labs, where employees present projects related to carbon reduction, sustainable packaging and renewable energy solutions.

Measurable outcome:

• Lifelong learning engagement: At least 80% of employees engage in continuous learning programmes annually, and the organisation tracks improvements in sustainability performance year over year.71

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Tools for implementation: Resources for upskilling programmes

To effectively close the sustainability skills gap and develop a workforce capable of driving the net zero transition, organisations must leverage the right tools and resources. These tools not only help in delivering upskilling programmes but also ensure that these programmes are aligned with industry standards, technological advancements and sustainability goals.

1Sustainability curriculum guides: Structuring learning for impact

A well-structured curriculum is fundamental to any upskilling programme. Organisations need clear, comprehensive guides that outline the sustainability concepts and skills their employees must learn. These curriculum guides are crucial for ensuring that training programmes are aligned with both the technical demands of the industry and global sustainability standards.

Key tools:

• Sustainability Leadership Competency Framework (SLCF): This framework, developed by the Institute for Sustainability Leadership, offers a comprehensive guide for training professionals in corporate sustainability and leadership. It includes modules on climate action planning, carbon accounting and sustainability reporting, all of which can be tailored to various roles within an organisation.

• UN Sustainable Development Goals (SDG) curriculum: The SDG Academy, developed by the UN Sustainable Development Solutions Network (SDSN), provides open-access courses and curriculum guides that focus on achieving the 17 UN SDGs, including modules specific to infrastructure, energy systems, and climate resilience. These resources are highly adaptable for organisational training purposes.

Case in scenario:

• Schneider Electric, a global leader in energy management, utilised the SLCF to create an internal sustainability curriculum for its employees. The curriculum was designed to upskill its workforce in energy efficiency and renewable energy solutions. The programme helped the company reduce its carbon footprint by 13% in the first year after implementation by aligning employee actions with sustainability goals.72

Outcome:

By using structured curriculum guides like the SLCF and SDG frameworks, organisations can develop training programmes that are both comprehensive and practical, ensuring that employees gain the necessary skills to contribute effectively to sustainability initiatives.

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Digital learning platforms: Accessible and scalable training

As technology continues to transform the learning landscape, digital platforms have emerged as essential tools for upskilling in the sustainability sector. These platforms allow organisations to deliver flexible, scalable training programmes that employees can access anytime and anywhere. Digital learning platforms also provide an opportunity to integrate artificial intelligence (AI) and data analytics to track employee progress and tailor learning experiences to individual needs.

Examples of key tools:

• Coursera for business: A leading digital learning platform, Coursera offers specialised courses from top universities and institutions in areas such as sustainability leadership, green energy solutions and environmental management. Organisations can integrate Coursera into their internal training platforms, ensuring employees have access to high-quality education from global experts.

• LinkedIn learning: LinkedIn Learning provides courses tailored for corporate upskilling, with a focus on green technologies, carbon management and digital innovation for sustainability. It allows organisations to create custom learning paths for employees based on their roles and skill gaps.

• Open edX platform: Used by companies like EDF Energy and Siemens, Open edX is an open-source digital learning platform that allows organisations to create and deliver their own sustainability courses, with integrated analytics to measure the success of learning programmes.

Case in scenario:

• Nestlé launched its global Sustainability Learning Programme on the Coursera for Business platform, offering employees across 50 countries access to courses in water management, sustainable sourcing and climate action. The programme, which allowed employees to learn at their own pace, has resulted in over 10,000 completions and significant progress towards Nestlé’s goal of reducing water usage by 35% in their operations by 2025.73

Outcome:

Digital platforms like Coursera and LinkedIn Learning offer organisations the flexibility to provide continuous education in sustainability, allowing them to reach a broader workforce and track the effectiveness of their training programmes. Additionally, these platforms support customisation and integration with internal HR systems, making them scalable and adaptable to any organisation’s needs.

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Industry specific training materials: Tailoring content to infrastructure needs 3

For upskilling programmes to be effective, the training materials must be specific to the industry’s unique needs and challenges. In the infrastructure sector, this means offering training that covers areas such as sustainable construction, renewable energy integration, green building standards and environmental impact assessments.

Examples of key tools:

• Building Research Establishment Environmental Assessment Method (BREEAM) Standards: BREEAM provides industry-leading training materials for professionals in the construction and infrastructure sectors. These materials help organisations upskill their workforce in areas such as sustainable site management, energy-efficient building design and waste reduction strategies.

• LEED Certification Training: The Leadership in Energy and Environmental Design (LEED) programme offers extensive materials and certifications that allow construction professionals to build sustainability competencies. LEED’s training materials include practical guides on energy performance optimisation, water conservation and materials selection for infrastructure projects.

• Global Reporting Initiative (GRI) Standards: GRI standards provide organisations with the tools to train their employees in sustainability reporting and environmental impact assessments. These materials are particularly useful for professionals involved in project management and stakeholder reporting in infrastructure projects.

Case in scenario:

• Skanska, a multinational construction company, developed an internal training programme based on the BREEAM and LEED standards. This programme was targeted at site managers, engineers, and architects, providing them with the skills to design and build carbon-neutral buildings. By 2023, Skanska had trained over 5,000 employees globally and contributed to the construction of more than 50 BREEAM-certified projects.74

Outcome:

By using industry-specific training materials such as BREEAM, LEED, and GRI standards, infrastructure companies can ensure that their employees are equipped with the technical skills needed to implement sustainability best practices on the ground. These materials also help professionals stay current with global sustainability standards and regulatory requirements.

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Mentorship and peer learning networks: Leveraging internal expertise 4

Mentorship and peer-learning are powerful tools for implementing sustainability upskilling programmes. Organisations can harness the expertise of experienced professionals within their workforce to mentor younger employees or career switchers. This not only fosters a culture of continuous learning but also ensures that knowledge is transferred efficiently across teams.

Examples of key tools:

• Internal mentorship programmes: Organisations can develop mentorship initiatives where senior professionals with expertise in sustainability take on mentoring roles for less experienced employees. This approach is particularly effective in sectors like engineering and construction, where practical, on-the-job learning is critical.

• Peer Learning networks: Peer learning networks allow employees to share knowledge and best practices across departments and geographies. For example, Siemens established a Global Sustainability Knowledge Network that facilitates peer-to-peer learning across its offices worldwide, enabling employees to collaborate on sustainability challenges and solutions.

• Professional development platforms: Platforms like Mentorloop and Together allow organisations to create structured mentorship programmes that connect employees with experts in sustainability and green technologies. These platforms help formalise the process of knowledge-sharing and ensure that mentorship programmes are measurable and outcome-oriented.

Case in scenario:

• Atkins, a leading engineering consultancy, developed an internal mentorship programme called Green Leaders, where senior sustainability engineers mentor junior staff on green infrastructure and renewable energy project management. The programme has helped Atkins build a pipeline of sustainability experts and has been instrumental in delivering projects like the Dubai Sustainable City and the UK High-Speed Rail (HS2).75

Outcome:

Mentorship and peer learning networks provide organisations with a cost-effective and scalable way to upskill their workforce. By leveraging internal expertise, companies can foster a collaborative learning environment and ensure that sustainability knowledge is disseminated across all levels of the organisation.

Closing the sustainability skills gap in the infrastructure sector requires not only a strategic approach but also the right tools for implementation. By using structured curriculum guides, digital learning platforms, industry-specific training materials and mentorship networks, organisations can ensure that their upskilling programmes are effective, scalable and aligned with global sustainability standards.

These tools enable organisations to build a future-ready workforce that is well-equipped to meet the challenges of the green economy and deliver sustainable infrastructure solutions.

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Measuring success: Tracking the effectiveness of workforce development programs

Implementing an effective upskilling strategy is only the first step in addressing the sustainability skills gap in the infrastructure sector. To truly measure the success of workforce development initiatives, organisations must go beyond conventional methods and adopt a comprehensive, outcome-driven approach. Measuring success ensures that the investments made in training and development lead to tangible improvements in sustainability competencies, operational efficiencies and broader business outcomes.

Organisations often face challenges in identifying the appropriate metrics to track progress, particularly in sustainability, where the benefits of upskilling may not be immediately visible. Below we present key strategies for measuring the success of workforce development programmes, aligning metrics with broader sustainability goals and ensuring that initiatives remain agile in the face of evolving challenges.

1Defining key outcome driven metrics: Moving beyond training hours

Many organisations still rely on traditional metrics, such as the number of training hours or certifications achieved. While these are useful indicators, they offer only a limited perspective on the broader impact of workforce development programmes. To achieve a deeper understanding of how upskilling efforts influence sustainability outcomes, organisations should consider metrics that link workforce development to tangible results across projects and operations.

Key metrics to consider:

• Sustainability project success rate: A critical metric to track is the percentage of infrastructure projects that meet or exceed their sustainability goals. This might involve measuring energy savings, reductions in carbon emissions, or improvements in water and resource management. Success in these areas can be directly linked to the upskilling of employees responsible for overseeing or managing these projects.

• Reduction in environmental impact: Quantifying reductions in environmental impact, whether it’s decreased CO2 emissions, lower energy consumption, or a decrease in waste production, is crucial. These outcomes demonstrate the effectiveness of an upskilled workforce capable of integrating sustainable practices into everyday operations and project delivery. Longitudinal data on environmental impact can help organisations track progress over time, showcasing the cumulative benefits of their upskilling programmes.

• Innovation and problem solving capabilities: One of the key indicators of a successful workforce development programme is the increase in employee-driven innovations. Organisations can track the number of sustainability-focused solutions developed by teams or individuals who have undergone targeted upskilling. This metric not only reflects the effectiveness of the training but also highlights the company’s capacity for continuous improvement in sustainability.

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Real time data tracking and feedback loops

To ensure that upskilling programmes remain agile and responsive, organisations must integrate real time data tracking and continuous feedback mechanisms. Digital tools and platforms offer valuable opportunities to monitor workforce development outcomes as they unfold, enabling organisations to make adjustments and optimise their strategies based on up-to-date performance data.

Best practices:

• Use of digital learning platforms: Advanced Learning Management Systems (LMS) now come equipped with analytics capabilities that allow organisations to track employee progress in real time. These systems go beyond simple completion rates and offer insights into how well employees are applying new knowledge in their roles. Tracking on-the-job performance after completing training allows organisations to link skill acquisition directly to measurable business outcomes.

• Project based tracking systems: Integrating workforce development metrics into project management tools allows companies to assess the impact of training on project outcomes. This includes metrics such as cost savings, reductions in delays, and improvements in project quality, all of which can be linked to upskilled employees. By tracking the influence of sustainability skills on project performance, organisations can refine their training programmes to focus on the competencies that deliver the greatest impact.

• Employee feedback and self-assessment: Incorporating employee feedback mechanisms into upskilling initiatives provides valuable insights into the effectiveness of training programmes. Self-assessment tools allow employees to gauge their own progress, while feedback loops give organisations a better understanding of how training aligns with the real-world challenges that employees face on the job. This continuous dialogue helps ensure that upskilling efforts remain relevant and impactful.

Long term impact measurement: Tracking career development and retention 3

To ensure the success of sustainability-focused workforce development, organisations must look beyond short-term training outcomes and focus on long-term career development and retention of skilled talent. By tracking how upskilling programmes contribute to employee retention, job satisfaction, and career progression, organisations can gain insights into the effectiveness of their investment in human capital.

Key metrics:

• Retention of trained employees: The ability of organisations to retain employees who have undergone sustainability training is a key indicator of the success of workforce development programmes. High retention rates reflect both the value employees see in the training and the company’s ability to provide meaningful career paths in sustainability.

• Career progression in sustainability roles: Track how many employees who have participated in upskilling programmes move into leadership roles or take on more responsibility in sustainability focused projects. This is particularly important in sectors like infrastructure, where the need for skilled leaders in sustainability is growing.

• Employee satisfaction and engagement: Measuring employee satisfaction and engagement levels post-training can provide insight into the success of upskilling programmes. Employees who feel equipped with relevant skills are more likely to be engaged and satisfied in their roles, contributing to overall organisational success.

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Organisational reputation and industry recognition

In addition to tracking internal outcomes, organisations can measure the success of their sustainability workforce development programmes through external recognition and industry benchmarks. This includes awards, certifications, and industry rankings that highlight an organisation’s commitment to sustainability and its investment in human capital.

Examples of key indicators:

• Industry certifications and awards: Earning certifications such as ISO 14001 for environmental management or receiving awards from sustainability bodies is a clear indicator of an organisation’s success in embedding sustainability into its workforce development programmes.

• Increased partnerships and collaborations: Organisations that are recognised for their sustainability efforts often attract new partnerships with other companies, educational institutions, and governments. This creates further opportunities for skill-building and growth.

Measuring the success of sustainability workforce development programmes goes beyond simply counting training hours or certifications. If organisations wish to improve they will need to adopt a comprehensive, outcome-driven approach that ties skills development to broader sustainability goals and long-term business performance. By focusing on project outcomes, real-time data tracking, employee retention and industry recognition, companies can ensure that their investments in upskilling deliver tangible results. This not only strengthens their workforce but also enhances their competitiveness in an increasingly sustainability-focused marketplace.

Regional adaptations: Tailoring workforce strategies for sustainability and net zero targets

As the global transition towards sustainability and net zero accelerates, workforce strategies must be adapted to meet the unique challenges and opportunities present in different regions. The diversity of economic development, industrial landscapes and social contexts requires tailored approaches to workforce development.

Below, we explore how various regions, from the global north to the global south, are adopting innovative strategies to equip their workforce with the skills needed for a green economy.

Additionally, we highlight efforts to empower marginalised groups, including women, minorities, and youth, ensuring an inclusive approach to sustainability transitions.

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Europe: Leading in policy driven workforce development

Europe is generally regarded as a global leader in workforce development for sustainability, driven by stringent climate policies and ambitious net zero targets. The European Green Deal, which aims for carbon neutrality by 2050, has pushed governments and industries across the continent to adapt their workforce strategies in line with these goals.

Germany

Germany, as the largest economy in Europe, has embraced sustainability through its Energiewende (energy transition) initiative, which focuses on expanding renewable energy, improving energy efficiency and reducing carbon emissions. To support this transition, Germany has invested heavily in upskilling its workforce, particularly in sectors such as renewable energy and energy storage technologies.

Workforce Strategy: The German Ministry of Education and Research launched the Green Skills for the Energy Transition initiative, which provides vocational training programmes focused on renewable energy technologies, sustainable construction and carbon management.

Outcome: By 2022, more than 50,000 workers were trained in renewable energy technologies, contributing to Germany’s leadership in wind and solar energy industries. These programmes have also prioritised gender inclusivity, with 40% of trainees being women, a notable figure in a traditionally male-dominated sector.76

Denmark

Denmark, renowned for its commitment to wind energy, has tailored its workforce strategies to ensure it maintains a leading position in renewable energy technologies.

Workforce Strategy: The Technical University of Denmark (DTU) collaborates closely with wind energy companies to provide specialised training in offshore wind technologies and grid integration.

Outcome: Denmark’s upskilling efforts have helped the country maintain a global market share of over 40% in the wind energy sector, with the workforce equipped to manage increasingly complex energy systems.77

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North America: Innovation and technology integration

In North America, the emphasis has been on integrating emerging technologies such as artificial intelligence (AI), automation and digitalisation into workforce development. The U.S. and Canada have leveraged their strong tech sectors to address the sustainability skills gap, especially in areas like energy efficiency, smart grid technologies and sustainable transportation.

United States

The US has seen significant regional differences in its approach to sustainability upskilling, with states like California and New York taking the lead in developing a green economy.

Workforce Strategy: California’s Clean Energy Workforce Training Programme has upskilled over 60,000 workers in sectors like energy efficiency, electric vehicles and solar power installations. This programme has been particularly successful in including marginalised communities, offering training and job placement services to low-income individuals and minority groups.

Outcome: As of 2022, California is home to over 500,000 clean energy jobs, with significant representation from underrepresented groups, particularly in solar energy and electric vehicle manufacturing.

Canada

Canada has focused on indigenous inclusion in its sustainability workforce development, particularly in the renewable energy sector.

Workforce strategy: Through partnerships with First Nations communities, the Indigenous Clean Energy Network works to upskill indigenous workers in the design, development, and operation of renewable energy projects, including hydroelectric power and wind farms.

Outcome: As a result, over 20 indigenous communities across Canada have launched renewable energy projects, with hundreds of workers gaining employment in these sectors. The programme not only addresses the sustainability skills gap but also empowers marginalised groups by providing them with the tools to lead in the green economy.78

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Asia-Pacific: Rapid growth and innovation

The Asia-Pacific region, home to some of the world’s fastest-growing economies, faces unique challenges in its transition to a sustainable, net zero future. However, countries like China, India, and Japan are implementing targeted workforce strategies to support the shift towards greener industries.

China

China, the world’s largest emitter of carbon, has made significant strides in transforming its workforce to support its carbon neutrality by 2060 target.

Workforce strategy: The Chinese government, in collaboration with industries, launched a nationwide programme to retrain workers from the coal and heavy industry sectors for jobs in solar energy, electric vehicle manufacturing and energy storage.

Outcome: By 2021, over 500,000 workers had been retrained for jobs in the renewable energy sector, with solar power installations alone employing more than 2.3 million people. This transition has been particularly impactful in regions historically reliant on coal mining, providing alternative employment and reducing social displacement.

India

India, with its ambitious renewable energy goals, is also focusing on large-scale workforce development in clean energy sectors.

Workforce strategy: The Skill Council for Green Jobs, a public-private partnership, has been instrumental in training workers in solar panel installations, energy efficiency and sustainable agriculture.

Outcome: India aims to create one million green jobs by 2030, with a focus on training youth and rural workers. Notably, 40% of trainees in the solar energy sector are women, a significant achievement in promoting gender inclusivity in India’s growing clean energy market.79

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The global south: Empowering marginalised groups and building resilience

For countries in the global south, workforce development in sustainability is not only a matter of addressing skills gaps but also one of economic empowerment and resilience-building. Many developing nations are particularly vulnerable to the impacts of climate change and their workforce strategies are tailored to building resilience while addressing social inequalities.

Kenya

In Kenya, workforce development has been closely tied to the expansion of off-grid renewable energy solutions and sustainable agriculture.

Workforce strategy: The Kenya Renewable Energy Association provides training in the installation and maintenance of solar energy systems, with a focus on rural and marginalised communities. The programme includes women and youth, who are often excluded from formal employment sectors.

Outcome: By 2022, over 20,000 solar technicians had been trained, with a significant proportion of trainees coming from rural and marginalised groups.80 These efforts have contributed to electrifying over 50,000 rural households through solar power, improving both livelihoods and energy access.

Brazil

In Brazil, the transition to a sustainable workforce is also focused on empowering indigenous communities and addressing deforestation challenges in the Amazon.

Workforce strategy: Through initiatives like the Amazon Sustainable Foundation, indigenous communities are trained in sustainable forestry practices, ecosystem restoration and climate-resilient agriculture.

Outcome: By 2023, these programmes had trained over 5,000 indigenous workers, leading to the successful reforestation of two million hectares of degraded land. This initiative not only provides sustainable livelihoods but also strengthens local resilience to climate change.81

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Middle East and North Africa (MENA): Fostering sustainability through economic diversification

Countries in the MENA region, especially oil-dependent economies, are now diversifying into renewable energy sectors and building green economies, with a strong focus on workforce development in sustainable industries.

United Arab Emirates (UAE)

The UAE, as a regional leader in sustainability, is transitioning its economy towards renewable energy and sustainable urban development.

Workforce strategy: The UAE launched the Masdar Institute and Dubai Clean Energy Strategy 2050, focusing on upskilling workers in solar energy, green building technologies and energy management.

Outcome: By 2022, the UAE had created over 50,000 green jobs, primarily in solar power and sustainable construction, making it a regional hub for sustainable technologies.82

Egypt, as part of its Vision 2030 strategy, is focusing on developing a green economy through workforce upskilling in renewable energy and water resource management.

Workforce strategy: The Egyptian Green Economy Programme, in partnership with UNDP, provides training in solar energy, wind power and sustainable agriculture, with a focus on young professionals and women.

Outcome: By 2023, over 10,000 workers had received training, contributing to the growth of Egypt’s renewable energy sector and its goal of producing 42% of its energy from renewables by 2035.83

Empowering marginalised groups: Inclusivity in sustainability workforce development

Across regions, empowering marginalised groups such as women, youth and indigenous communities remains a critical part of closing the sustainability skills gap. Programmes that focus on inclusivity not only help address social inequalities but also strengthen resilience in communities most affected by climate change.

Key strategies:

• Gender-inclusive training: Ensuring that women are well represented in green jobs through gender-inclusive training programmes is critical to achieving a sustainable and diverse workforce. For example, the Women in Renewable Energy Network (WIRE) Africa initiative, supported by Power Africa, focuses on providing women with technical training in renewable energy technologies across the continent. This has led to over 2,000 women being trained in solar panel installations, wind energy and energy efficiency, with significant career opportunities created for women in countries like South Africa and Kenya.

• Youth engagement: Targeting youth populations, especially in developing economies, is crucial to building a resilient future workforce. In India, the Skill India Mission has a dedicated Green Skills Development Programme that aims to upskill ten million youth in renewable energy technologies, sustainable agriculture and waste management by 2030. This not only fills the immediate skills gap but also fosters long-term engagement of young people in the sustainability sector.

Egypt

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• Indigenous and rural community training: Many marginalised groups, particularly indigenous populations, are on the front lines of climate change. Empowering these communities with sustainability-focused skills ensures that they can participate in the green economy while also building resilience to environmental degradation. In Colombia, the Forest Guardians Programme trains indigenous communities in sustainable forestry and land management practices. By 2022, more than 5,000 indigenous people had been trained, leading to improved land stewardship and biodiversity protection in the Amazon rainforest.

A global blueprint for sustainability workforce development

The global workforce strategies for sustainability and net zero goals demonstrate that while regions face unique challenges, they also offer diverse opportunities for innovation in workforce development.

By tailoring these strategies to regional needs, ensuring inclusivity and empowering marginalised groups, countries and industries can build resilient, future-ready workforces. These adaptations, whether in Europe’s energy transition, North America’s tech-driven upskilling, or the global south’s focus on inclusivity and resilience, serve as a global blueprint for addressing the sustainability skills gap.

FIDIC’s activities that relate to sustainable skills and capacity building

As the global infrastructure sector confronts mounting sustainability challenges, FIDIC has emerged as a leader in shaping a future-ready workforce equipped with the skills necessary to address these complexities. Recognising that infrastructure professionals are at the forefront of delivering projects that must now balance environmental stewardship with economic development, FIDIC is playing a pivotal role in bridging the sustainability skills gap through initiatives that foster capacity building, education, and professional development.

FIDIC’s leadership in capacity building

FIDIC’s unique position as the global voice of the consulting engineering industry allows it to influence workforce development across the entire infrastructure value chain. With over 40,000 member organisations and more than one million professionals under its network, FIDIC has an unmatched ability to mobilise key stakeholders and foster collaboration between industry, academia and government to drive the sustainability agenda forward.

The FIDIC Academy, launched to support this vision, has become a cornerstone in FIDIC’s mission to enhance professional development within the industry. The academy offers comprehensive training programmes aimed at upskilling professionals in areas critical to achieving sustainability goals, such as green engineering, climate-resilient infrastructure and sustainable procurement practices. By offering both in-person and online courses, the FIDIC Academy is ensuring accessibility and flexibility for engineers and consultants worldwide, particularly those who are striving to stay ahead of the curve as the infrastructure sector evolves.

One of the academy’s most recent successes is its sustainability management and leadership programme, designed to equip professionals with the skills needed to integrate sustainability into the planning, design, and execution of infrastructure projects. Participants in this programme have noted increased confidence in managing sustainability risks and embedding climate resilience into their projects. In an industry where sustainability standards and expectations are rapidly evolving, FIDIC’s leadership in capacity building is ensuring that professionals are not only able to meet current demands but also future proof their careers and projects.

Advancing net zero and sustainability through FIDIC initiatives

FIDIC’s vision for a sustainable future is intrinsically tied to the global drive towards achieving net zero emissions by 2050. Central to this vision is the understanding that the infrastructure sector cannot meet these ambitious goals without developing a workforce that is well versed in sustainability principles and equipped with the necessary technical skills. The FIDIC Global Leadership Forum, a platform that brings together industry leaders and policymakers, has underscored this need, focusing on strategies for closing the sustainability skills gap and fostering a workforce that is ready to tackle the challenges of the net zero transition.

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Through partnerships with multilateral development banks, academic institutions and industry associations, FIDIC has helped to set a global agenda for workforce development in the infrastructure sector. For instance, its work with the World Bank and the European Investment Bank has contributed to the creation of sustainable procurement guidelines that prioritise the hiring of skilled professionals capable of delivering green infrastructure projects. These efforts ensure that sustainability is integrated not just at the project level, but also in the policies and practices that guide the entire industry.

The role of FIDIC in shaping the future workforce

As the infrastructure sector continues to adapt to the demands of sustainability, FIDIC’s role extends beyond training and education. It involves fostering a cultural shift within the industry, where sustainability is embedded into every stage of the project lifecycle. The FIDIC Carbon Collaboration Initiative, for example, is another step towards creating a workforce that is not only capable of reducing emissions but also designing infrastructure that is inherently resilient and adaptable to future climate risks. This initiative encourages knowledge sharing and collaboration among FIDIC members and offers guidance on integrating whole-life carbon management into infrastructure planning and delivery.

An important aspect of FIDIC’s work in closing the sustainability skills gap is its collaboration with WWF and AECOM to develop the Nature-Positive Infrastructure Playbook. This resource plays a key role in upskilling infrastructure professionals by providing practical tools and strategies for incorporating biodiversity considerations into project planning and execution. The new procurement chapter, for example, offers actionable frameworks for integrating sustainability into procurement processes, enhancing the workforce’s ability to meet ecological goals. Additionally, the playbook’s case studies serve as educational models for infrastructure practitioners, showcasing successful applications of nature-positive practices. This collaboration underliness FIDIC’s commitment to capacity building, ensuring that the industry is equipped to drive both environmental conservation and infrastructure growth.

The challenge of capacity building in sustainability is not only about upskilling current professionals but also attracting new talent to the field. FIDIC’s initiatives, particularly through the FIDIC Academy, are designed to engage younger generations of engineers and consultants by highlighting the importance of sustainability in infrastructure. For instance, the academy’s Future Leaders Programme promotes leadership development with a strong emphasis on sustainability, ensuring that the next generation of infrastructure professionals is equipped to lead the sector through its green transformation.

Looking ahead: FIDIC’s commitment to a sustainable future

Looking forward, FIDIC’s vision is to create a global infrastructure workforce that is aligned with the United Nations SDGs and the net zero commitments outlined in the Paris Agreement. By fostering collaboration across the sector, providing targeted training through the FIDIC Academy and leading initiatives that promote sustainability-focused innovation, FIDIC is positioning itself as a key driver in the global effort to close the sustainability skills gap.

The organisation’s commitment to this cause is reflected in its strategic partnerships with leading global institutions and its continued advocacy for policies that support the development of a sustainable, resilient infrastructure workforce. As the demand for sustainable infrastructure grows, FIDIC’s leadership will remain crucial in ensuring that the workforce is capable of meeting these challenges head-on, driving both environmental and economic progress.

/Acknowledgements

FIDIC in the production of the State of the World series would like to thank the following groups and individuals for their contributions to this publication.

The FIDIC board

As with all document and research produced by FIDIC the board play a vital role in ensuring that quality, integrity, and direction of such publications, as such the report thanks the board members for their contribution to this publication.

The FIDIC secretariat

FIDIC is only possible because of the hard work of its staff team and this report would like to recognise the efforts of the individuals within the FIDIC secretariat to make this report possible. The FIDIC board will continue to support and endorse the actions of the secretariat to deliver for its members and the wider infrastructure sector.

Author

• Basma Eissa, Head of Policy, ESG & Sustainability, FIDIC.

Reviewers

FIDIC’s research is important and covers a global stage. As such, FIDIC research is peer reviewed by several independent individuals and a selected board member to help ensure its quality. FIDIC would therefore like to take this opportunity to thank the following.

• Catherine Karakatsanis, President, FIDIC.

• Graham Pontin, Director Policy, External Affairs & Communications, FIDIC.

• Tracey Ryan, Managing Director, Aurecon.

• Andy Walker, Communications Advisor and Contributing Editor (Infrastructure Global), FIDIC.

Contributors

FIDICs reports do not only focus on FIDIC’s objectives, but by their nature are a culmination of industries’ expertise and professionalism and as such there are always contributors to FIDIC’s reports. In this one we wish to recognise the following:

• Eng. Malani Padayachee-Saman, Chief Executive Officer, MPAMOT.

• Shoroke Zedan, Chief Executive Officer, Ta’heal for VET Skills Excellence.

We would also like to thank all the FIDIC member associations that generously contributed to this report.

/Acknowledgements

Thanking our member association partners

FIDIC would like to thank its global member associations, without which FIDIC would not exist. Their support in all that FIDIC does is very much appreciated, including where we have engaged with member associations during the compilation of this report.

About FIDIC /

FIDIC, the International Federation of Consulting Engineers, is the global representative body for national associations of consulting engineers and represents over one million engineering professionals and 40,000 firms in around 100 countries worldwide.

Founded in 1913, FIDIC is charged with promoting and implementing the consulting engineering industry’s strategic goals on behalf of its member associations and to disseminate information and resources of interest to its members.

FIDIC, in the furtherance of its goals, publishes international standard forms of contracts for works and for clients, consultants, sub-consultants, joint ventures and representatives, together with related materials such as standard pre-qualification forms.

FIDIC also publishes business practice documents such as policy statements, position papers, guidelines, training manuals and training resource kits in the areas of management systems (quality management, risk management, business integrity management, environment management, sustainability) and business processes (consultant selection, quality-based selection, tendering, procurement, insurance, liability, technology transfer, capacity building).

FIDIC organises the annual FIDIC Global Infrastructure Conference and an extensive programme of seminars, capacity building workshops and training courses.

FIDIC 2020-2024 priorities

Lead the consulting and engineering industry visibly and effectively:

• Being the industry’s credible global voice

• Providing the nexus for all stakeholders

• Facilitating improvement and growth in business

• Addressing global challenges

All of the above is for the benefit of society, FIDIC members and their member firms.

Recent FIDIC policy documents /

State of the World Series - Transportation and the Decarbonisation Challenge

WThis comprehensive report on Tomorrow’s Transportation and the Decarbonisation Challenge comes at a pivotal time where we can no longer just discuss the easy options to improve sustainability but have to tackle the difficult challenges. As stewards of innovation, FIDIC, the International Federation of Consulting Engineers, takes pride in shedding light on the pressing need to transform transportation systems to meet global sustainability goals. This report explores the critical role of the aviation, shipping and marine sectors in the fight against climate change, emphasising the importance of engineering innovations and policy interventions in driving sustainability.

Click here to download

State of the World Series - Corruption, its effects and the need to take action

We are pleased to present the first update to the recently relaunched State of the World series. In 2022 we produced the first State of the World anti-corruption report and it reminded us that corruption is still a real and significant issue.As evidenced by international public law and the domestic laws made according to the public policy of nation states, corruption is not and should not be acceptable. This State of the World report update uses the latest information to update our 2022 analysis and outlines figures on its effects, considers the relationships between economic, industry and Foreign Direct Investment (FDI) flows and the perceptions of corruption.

Click here to download

State of the World Series - Developing tomorrow’s sustainable energy systems

In 2023, FIDIC celebrates its 110-year anniversary and this milestone is one to celebrate but it is also a reminder that, whilst history is important, we also need to continue to look forward.In this report, FIDIC, the International Federation of Consulting Engineers, underscores its pivotal position in the realm of sustainable infrastructure and engineering solutions. FIDIC takes a staunch stance on the role of infrastructure in advancing global sustainability, emphasising the importance of aligning projects with the UN sustainable development goals (SDGs). The organisation advocates for an approach that engages engineers in the earliest stages of project conception, with a heightened focus on societal and community impact.

Click here to download

Recent FIDIC policy documents /

State of the World Series - Digital Technology on a Path to Net Zero

In 2022 FIDIC produced its Digital disruption and the evolution of the infrastructure sector State of the World report. This report outlined not only the pace of change but also the role of technology as a potential disrupter to industries changing their business model as a result of shifts in technology, data and/or how a combination of how customers/clients and the sector can access and use such information. It is, however, not only important to recognise that change is constant, but also that if we are going to meet challenges such as net zero, it is inevitable. In this latest State of the World report, we explore the practical role technology currently has in the development of infrastructure and also how this will change as we move forward with increased retrofitting, carbon reduction and increasing cooperation.

Click here to download

State of the World Series - Digital disruption and the evolution of the infrastructure sector

This report explores the pace of this technological change and shows that not only is the pace of change significant, but that many of the technology companies we use today for day-to-day activities in the grand scheme of time are actually very young and company longevity is continuing to decline. This suggests that not only is the pace of change faster, but the companies and people we deal with today may not be the ones we are dealing with in ten years’ time. We also discuss the role of technology as a potential disrupter to industries changing their business model as a result of shifts in technology, data and/or how a combination of how customers/ clients and the sector can access and use such information. It is then also important to look at the role of technology as an innovator and as something which drives real changes and improvements. What does it mean in terms of big data, artificial intelligence, customer lead data and more devolvement of smart devices?

Click here to download

State of the World Series - Net Zero - What Next?

Net Zero. It could be argued that we have only just begun, but such ambitions were set decades ago. Yes, to hit a target you first have to create one and to reach that target you have to gain acceptance, political support, industry support and then delivery through all related activity. FIDIC, as the global voice of engineering and infrastructure, asks not only what is next but we also provide the next global target. This target not only helps to achieve our current trajectory but also sets the kind of ambitions the engineering sector and humanity should be proud to achieve. We go beyond Net Zero and ask “what next?” Find out more about what comes next after Net Zero by attending the launch of “Net Zero... so, what next?”, the fifth report in the FIDIC State of the World series.

Click here to download

International Federation of Consulting Engineers (FIDIC)

World Trade Center II, Geneva Airport P.O. Box 311 CH-1215 Geneva 15 - Switzerland

Tel. +41 22 568 0500

Email: fidic@fidic.org

Website: www.fidic.org

Disclaimer

This document was produced by FIDIC and is provided for informative purposes only. The contents of this document are general in nature and therefore should not be applied to the specific circumstances of individuals. Whilst we undertake every effort to ensure that the information within this document is complete and up to date, it should not be relied upon as the basis for investment, commercial, professional, or legal decisions.

FIDIC accepts no liability in respect to any direct, implied, statutory and/or consequential loss arising from the use of this document or its contents. No part of this report may be copied either in whole or in part without the express permission of FIDIC in writing.

Endnotes

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