Future of Work
VIntelligent employee service helps workforce to work smarter
Intelligent AI-driven employee service solutions are helping companies — and their staff — navigate the changing work landscape.
irtual assistants and chatbots are already embedded in the landscape of intelligent customer service. Consumers now expect similar efficiency in their interactions with their own workplaces.
Enhancing employee service
Matthias Göhler, Chief Technology Officer EMEA at Zendesk, thinks employee service is a growth area for advanced AI-based solutions. “If you think about the whole life cycle, from recruiting to onboarding, and up to offboarding, there are lots of interactions,” he says. “I want to get answers. I want to get help in a timely manner.” Companies can achieve this by applying those customer-facing self-service solutions to their internal processes, from helpdesks to IT and HR.
Next-gen chatbots for employee service
“If you use the next generation of chatbots, you can type a question in natural language. If it’s a generative AI bot, it can formulate back in the way we would have a conversation,” explains Göhler. This could be effective in HR departments, for everyday questions such as payroll or holiday entitlement. For sensitive, or more complex matters, the AI can act as a ‘co-pilot,’ allowing the HR agent to take over for a more personal interaction.
Göhler suggests this could be moved from traditional portals to everyday employee channels, like email or messaging. Since 2015, Zendesk has been helping Tesco implement a self-service portal for its 300,000 employees. By the end of 2023, the supermarket’s helpdesks were fielding
an average of 5 million visits a year, and the self-service rate increased from 30% to 70%.
Happy employees make customers happy Göhler says great employee service will translate to a great customer experience. It helps with staff retention too: efficient interactions allow workers to think a company “values me and takes my concerns seriously,” he adds. Part of this is strategically deciding where to automate processes, and how that can free staff for more complex — and rewarding — tasks.
Challenges of remote working
In a challenging employment landscape, with flexible and remote working, automated systems can help workers access the information they need and help companies become consistent in their answers. It also allows employers to interrogate their data, so they can utilise staff better and ensure productivity does not suffer. “We have seen companies using this with savings of up to 40%, so that can have a significant impact,” insists Göhler. AI can also help train staff, especially those working remotely. “You can assess 100% of interactions,” he adds, “and use that to allow them to learn and get better.”
Global Digital Compact: new foundations for AI governance
The comprehensive GDC framework, rooted in human rights, global collaboration and international law, sets forth a collective vision for a more inclusive, fair, secure and sustainable digital future.
International governance of artificial intelligence
At the heart of the GDC is the first truly universal agreement on the international governance of artificial intelligence. It commits the UN to initiate a global dialogue on AI governance with all key players, fostering inclusive discussions aimed at shaping ethical and responsible AI development worldwide.
Independent international scientific panel
This groundbreaking commitment includes establishing an Independent International Scientific Panel within the United Nations to promote scientific understanding of AI, encompassing its risks and opportunities. Comprising leading experts from diverse fields, this panel will provide rigorous, evidence-based evaluations of emerging AI technologies and their societal implications. It will inform policy decisions and guide AI development to safeguard public interest.
Global network for AI capacity building
Equally transformative is the initiative to develop a global network for AI capacity building. This endeavour aims to
bridge the technological divide by enhancing digital and AI competencies and capabilities across nations, particularly in the global south. By facilitating knowledge exchange and resource sharing, all nations can participate in and benefit from the AI revolution, thereby promoting equitable growth and innovation.
Call for collaborative action
For international policymakers and industry leaders, the GDC presents both an opportunity and a responsibility. It calls for collaborative action to implement its provisions effectively, necessitating partnerships across sectors and borders. By embracing the Compact’s guidelines, stakeholders can drive a digital transformation that is technologically advanced, ethically sound and socially equitable.
Endorse the Global Digital Compact
In light of these transformative developments, we invite all stakeholders, civil society organisations and private companies to endorse the Global Digital Compact. Uniting behind this unprecedented agreement, we can collectively advance global digital cooperation and ethical AI governance. Embracing the Compact’s vision acknowledges the profound impact of digital technologies and AI on society and reinforces our shared responsibility to navigate the digital age responsibly.
INTERVIEW WITH Matthias G öhler
Chief Technology Officer EMEA, Zendesk Paid for
Zendesk
The recent unanimous adoption of the Global Digital Compact (GDC) at the United Nations Summit of the Future marks a turning point in international digital cooperation.
How
key trends and challenges are shaping the UK’s work landscape
Christian van Stolk, Executive Vice President of research institute RAND Europe, highlights the main challenges and developing trends impacting UK workplaces.
What are the challenges you’re seeing within the UK’s future of work?
Christian van Stolk: One challenge is the high level of economic inactivity we have. This is quite distinct from other countries and being exacerbated by various complex factors, including incentives to work, demographic ageing and poor public health. Additionally, we need to encourage HR and occupational health professionals to work closer together in a joined-up approach to support employee health and wellbeing.
What are the main trends you’re seeing in this space?
Two big ones are the different models of working we have now, particularly the move to hybrid and, of course, changing technology.
A new tech wave is coming with AI, which will impact jobs but could also lead to new job creation opportunities. It is also changing the workplace by enabling ‘personalisation.’ There are two aspects to this.
Firstly, it tailors staff benefits to individuals (eg. health and wellbeing services) and makes them more attractive to employees. Secondly, capturing data on how individual staff members work can help employers get a better handle on productivity. Although, that also has the potential to create a ‘Big Brother’ environment, which I wouldn’t advocate.
How will new government legislation impact the future of work?
The baseline for employment rights in the UK is set fairly low compared to European counterparts, so the Government is introducing the Employment Rights Bill (expected to take effect in 2026 and ban ‘exploitative’ zero-hours contracts, prevent workplace sexual harassment and introduce basic employment rights). The Government is also producing a white paper on economic inactivity — but that won’t be reported for a while.
How can employers and employees find the latest research in this area?
The Health and Wellbeing at Work 2025 event provides a dynamic platform — bringing together employers, HR, occupational health, policymakers and research organisations — to discuss the latest insights and share innovative ideas. It also offers organisations access to evidence-based solutions and practical support to enhance workplace health and wellbeing.
An inclusive approach goes beyond the day-one right to request flexible working.
~Diane Lightfoot CEO Business Disability Forum
Why flexible work is essential for employees with disabilities and long-term conditions
In recent years, we have seen a welcome move towards more flexible working practices. This has been prompted by demands for diverse talent and changing policies.
The Chartered Institute of Personnel and Development (CIPD) suggests that at least 60% of employees now have flexible working arrangements in place. The right to request flexible working is now a day-one right, and the new Government has committed to strengthen flexible working practices further.
Making work flexible
For disabled people, those with long-term conditions and people with caring responsibilities, flexible working arrangements can be particularly important. It can allow for managing such things as medication, fatigue and medical appointments. Interestingly, however, disabled people are sometimes overlooked in the flexible working debate. It can be easy to assume that everyone automatically benefits from flexible working approaches. In reality, future working practices must be inclusive and flexible to meet the needs of disabled people.
Reasonable adjustments and managers’ role
For employers, this means looking beyond any statutory right to flexible working to consider an employee’s specific needs as a reasonable adjustment. An employee with a fluctuating condition, for example, might need to frequently request changes to their working pattern to help them manage their condition alongside productivity. A carer may face similar unpredictability as unexpected caring needs present themselves.
Training line managers to understand the impact of disability, including less visible conditions, is crucial. Equally important is having flexible processes that enable line managers to promptly adjust an employee’s work arrangements when needed. Similarly, a disabled candidate may need to discuss changes to location and working hours before they start in a role to assess their suitability and the adjustments available.
Building balanced and inclusive workplaces
An inclusive approach goes beyond the day-one right to request flexible working. It involves assessing what is reasonable in terms of removing barriers. However, not all roles, like a nurse or security officer, can be done remotely or flexibly. Employers in these sectors can offer flexibility through shift changes, job sharing and job carving. Engaging employee disability networks for suggestions is also crucial. Balancing competing needs in the workplace is challenging but essential for creating better future workplaces for everyone.
Why the office needs a UX strategy
Just as consumer behaviour has changed in recent years, so too have the preferences of office workers. Here’s how to keep up with changing expectations.
Expectations of what the office should offer are soaring, particularly from Gen Zs (born between 1996 and 2010, approximately). To satisfy those expectations, office spaces need to learn from the tech, retail and hospitality industries, where many players have mastered the art of customer experience.
What is a UX strategy?
If you have shopped online, and the platform showed you similar items bought by other customers, that’s a user experience (UX) strategy in action. UX draws on data to make your time on the website more convenient and aligned with your needs. So, what does a UX strategy for the office look like?
Think customer first
The British Council for Offices’ report Towards Experience Utopia offers guidance. Start by thinking ‘consumer first’ and recognising that the value of office spaces is determined by how well it meets employee needs. Buildings that fail to attract workers will depreciate quickly, so focus on creating appealing spaces.
Leverage data to make improvements Next, make data-driven decisions by gathering insights on how spaces are used and what employees’ preferences are. Virtually everybody looks at data to make decisions, whether through reading reviews on third-party websites when booking a holiday or scanning social media for recipe ideas. Office designers and employers can use data on workers’ experiences refine office layouts, amenities and services continuously.
Focus on wellbeing and sustainability Office users no longer want simple functionality; they require spaces that enhance wellbeing and creativity. Offering diverse settings and amenities to meet workers’ changing needs throughout the day optimises costs and boosts satisfaction. Flexible leasing models also allow employers to adapt spaces quickly, making it easier to respond to hybrid models, evolving technology and shifting team needs.
Finally, just as consumers choose certain products to minimise their environmental impact, operational excellence is key. Ensure offices are sustainable; make efficient use of resources; and align with ESG goals. For the workplace sector, the future is not simply about getting people back in the office — it’s about giving them a space that delivers the best possible working experience.
Insights from report highlight why UK workplaces must improve neurodiversity support
One in five adults in the UK identify as neurodivergent. This includes autistic people, dyslexic people and other neurotypes such as ADHD, dyscalculia, dyspraxia and tic disorders.
Despite growing awareness, the neurodivergent community still needs empowerment, recognition, help and guidance. This becomes clear when navigating an increasingly complex workplace; a factor highlighted in our recent report, produced in partnership with Birkbeck’s Centre for Neurodiversity Research at Work.
Neurodivergent workplace struggles overlooked
The 2024 Neurodiversity in Business and Work Report was based on over 1,000 interviews and highlights the challenging circumstances our community faces. For example, in 2024, neurodivergent employee wellbeing dropped from 2023 levels, with the average rating dropping from 3.02 to 2.8. Contributing factors included sleep and mental health challenges, which neurodivergent people often experience more intensely due to sensory distractions, leading to a sense of overwhelm. While neurodivergent employees report significant challenges at work, the research data shows that their colleagues are often unaware of these struggles — especially when they don’t translate into visible behaviours. For many neurodivergent employees, having an outlet to raise these challenges is vital.
Investing in line managers
Line managers were shown to be a great source of support for many neurodivergent employees. To ensure this support continues, we must invest in their skills to listen, deliver adjustments and manage fairly. Other measures such as training, conflict management and organisational climate more generally also need additional resources.
Driving neuro-inclusion forward
The research is not all doom and gloom; the insights from this study are already impacting the next generation of inclusion initiatives, helping to bridge these gaps and create a more supportive environment for neurodivergent individuals.
This is not just a corporate issue — it’s a human one. At Neurodiversity in Business, we are playing our part to harness the collective effort of employers, workers, communities and society as a whole. Our membership — from multinational businesses and SMEs to individuals — strives to create a world that celebrates the diversity of human thought. Let’s work together to create a society where the one in five neurodivergent individuals are included, valued and celebrated for their unique contributions in the workplace.
Diane Lightfoot CEO, Business Disability Forum
WRITTEN BY Richard Kauntze Chief Executive, British Council for Offices
WRITTEN BY Dan Harris CEO and Founder, Neurodiversity in Business
WRITTEN BY
From pause spaces to recovery areas: how neuroinclusive design improves wellbeing
Find out why designing flexible, tailored and multifaceted workspaces with neurodiversity in mind allows teams to thrive at work.
According to recent research by Deloitte, between 10% and 20% of the global population is neurodivergent — with conditions that include autism, dyslexia, dyspraxia, dyscalculia and ADHD. With other research suggesting that teams with neurodivergent workers can be 30% more productive, designing a workplace where neurodivergent people can feel comfortable, in control and able to work at their best is a no-brainer. This is why, as part of their commitment to social and cultural diversity, Fora and the King’s Cross Estate are exploring neuroinclusive design practices at their latest building: The Jellicoe.
Bringing in the right team
With The Jellicoe marking a first step in designing workspaces with neuroinclusivity in mind, it was crucial to have experts advise on the project. This involved working with architecture and interior design firm, Universal Design Studio. Neurodiversity specialists were also brought on to explore how the building could accommodate the needs of neurodiverse workers. These specialists included Joan Love, a senior interior architecture lecturer at Leeds Beckett University, who specialises in neurodiversity in the built environment, and Jason Slocombe, architect and consultant at inclusive design agency, Motionspot.
“One of the things we talked about from the outset was giving people agency,” says Paul Gulati, director of Universal Design Studio. “That’s a fundamental part of designing contemporary, flexible workspaces. We all have different needs. By providing a range of possibilities for people, you’re also supporting, by proxy, neurodivergent people — giving them the feeling that they can change their environment.”
Gentle transitions
design decisions.
To help workers enter more comfortably, the building also features alternative entrances to the main reception: one in the café, which is less formal, and one at the back, which is more discreet. People who want to avoid crowds and noise can use the latter, which also features sofas shaped specifically to allow people to pause once they enter.
Spaces to reset
“As inclusive designers, we acknowledge the inherent diversity in all populations and that design can impact some people more than others,” says Slocombe.
Any space is a good space where there’s consideration for other people in the design.
“Neurodivergent people often need longer to transition between different environmental states, from light to dark or from noisy to quiet,” says Slocombe. A large workspace, with lots of different areas, could prove stressful for a neurodivergent worker to navigate.
As a spatial transitioning specialist, Love recommended the avoidance of high-contrasting colour and light, plus subtle shifts in materiality between spaces. Another solution was to include pause spaces: small nooks between areas where people can sit and take a minute to recalibrate and reorientate before moving into a possibly overwhelming space. These are small, but impactful,
“How are people’s energy affected — their sense of safety and comfort?”
For him, places where people can rest and recover are essential to workplace design. A key area in The Jellicoe is Floor 2, which features an indoor garden and a wellness suite — comprised of a parents’ room with a day bed, prayer room and meditation room. All of these are spaces where people can step away from their work to find some quiet and to ground themselves.
A neuroinclusive future
Although the possibilities of neuroinclusive design have begun to be explored within The Jellicoe, it’s only the beginning of Fora’s goal towards creating workspaces that cater for everyone. “The reality is that it’s very rare for people to achieve a fully, 100% inclusive space,” says Slocombe. “We’re all understanding a bit more about how differently people work and what their needs are. Any space is a good space where there’s consideration for other people in the design.” Love agrees: “The client wanted to listen to us, learn and take ideas on board. It’s really heartening and very promising for the future.”
Find out more about The Jellicoe at kingscross. co.uk/the-jellicoe
INTERVIEW WITH Joan Love Senior Interior Architecture Lecturer, Leeds Beckett University
INTERVIEW WITH Jason Slocombe Architect and Consultant, Motionspot
INTERVIEW WITH Paul Gulati Director, Universal Design Studio
WRITTEN BY Ian Russell-Hsieh
Photo by Maureen Martinez-Evans, provided by FORA
Overcoming STEM challenges and saying ‘yes’ to opportunities
Kathryn Malcolm is a shining example of the opportunities and success available to young women in the science, technology, engineering and maths (STEM) sector.
After joining an Engineering Graduate Programme in 2020, Kathryn has had an exciting career working for AstraZeneca. Just four months into her permanent role as an Associate Project Manager within the company’s global engineering function, Kathryn won the International Society for Pharmaceutical Engineering (ISPE) UK ‘Emerging Leaders Award in Industry.’
Overcoming barriers and opening yourself to opportunities
Kathryn made the most of the graduate scheme to gain firsthand experience in all the fascinating roles within science and healthcare. She got to work across a variety of roles and projects, meeting insightful and interesting people along the way, ultimately opening her eyes to the opportunities within science and healthcare.
As a young professional, it can be daunting being the youngest in the room or the only female. Kathryn has faced these barriers head-on. Her best piece of advice for others is: “Say yes to opportunities. It’s just as valuable learning what you don’t like as much as finding out what you’re passionate about.”
HFind out what works for you
From an early age, she was diagnosed with dyslexia, but she never let this stop her from pursuing the things she loved. With strong advocates around her, Kathryn ensured the support she needed was put into place. She continues to thrive by asking for help and learning what works best for her.
STEM isn’t about being the smartest person in the room; people skills and a willingness to learn and ask for help have enabled Kathryn to excel in the infancy of her career. Innovation is born from those who think differently; your lived experiences give you a unique point of view and problem-solving ability, which is essential in a STEM career.
Inspiring the next generation
Now, she’s committed to breaking down the misconceptions about what STEM careers can offer by shining a light on what applied roles really entail. She founded her own graduate programme within global engineering at AstraZeneca to support young professionals and help diversify the engineering sector.
A proud legacy of talent development
Boasting a proud legacy of talent development, opportunities to learn and progress, as well as gaining professional qualifications and chartership, are integral to culture and success.
ear from two Site Engineers who initially joined JN Bentley (JNB) as placement students and secured financial sponsorship for their final year of study to return as part of the company’s graduate scheme.
Support and career progression
After undertaking a six-week internship in QES (quality, environmental and safety), Noelia Lawson was invited back to take part in our placement programme –completing rotations in consultancy with our partner company and onsite. Having enjoyed her experiences, Noelia accepted an offer to return, which gave her the security of a job
offer after she had completed her studies.
“It’s really important for me to feel like I am continually developing,” Noelia says. “Being onsite every day offers that, as I’m being constantly challenged on everything from problem-solving and technical skills to management and logistical planning.”
She adds: “With support from a number of people to gain the necessary experience, and access to structured, centred learning, I have started to sign off some attributes towards that already. Long-term, I want to move into a site management role, and I am enjoying building up all the experience and knowledge to
make that happen. Development and progression are very much part of the culture at JN Bentley, so I know I will be supported to achieve.”
On-site opportunities and growth
Sarah McConchie, Site Engineer, shares: “I love working on site, seeing the progress of the work and then the finished product. I can’t imagine wanting to work anywhere else.”
Having initially joined on a placement year while studying civil engineering, Sarah returned as a graduate in 2022.
The structure of placements at JNB means engineers get the chance to gain experience both in design and onsite, which gave Sarah valuable insight into what was important for her career.
“Trying out a placement year not only helped shape my long-term career plans but also provided an insight into the culture of the company. I really enjoyed the friendly atmosphere as much as working alongside talented people who are driven to do a good job. Everyone seemed genuinely happy to be here and help develop others,” she says.
“My favourite project to date was an emergency scheme that I worked on from start to finish,” Sarah adds.
“I loved the challenge of leading the project from an engineering point of view — having to be on top of everything and learning quickly. My confidence has grown, and I’m really grateful for the opportunity.”
WRITTEN BY Sarah McConchie Site Engineer, JN Bentley
WRITTEN BY Noelia Lawson Site Engineer, JN Bentley
WRITTEN BY Kathryn Malcolm Chair, WISE Young Professionals Board
Paid for by JN Bentley
Women’s valuable perspectives are key to leading tech innovation
The technology industry, vital for UK economic growth and innovation, faces a significant gender imbalance despite its progressive image and potential opportunities.
The underrepresentation of women in technology is a critical issue, not just for gender equality but for the wider innovation ecosystem. The more diverse the voices, the richer the outcomes — this is where initiatives aimed at helping women pivot into technology careers are making a transformative difference.
Pivoting women into technology
Enter the ‘Women Pivoting to Digital Taskforce’, an initiative launched by the City of London Corporation and a collective of nearly 200 organisations. This two-year programme focuses on supporting women with five or more years of experience in non-technical fields to transition or ‘pivot’ into tech roles. It’s not just about filling positions; it’s about empowering women to lead in a digital world, supporting industry to build new routes and injecting fresh perspectives into a rapidly evolving industry.
Shaping a new digital future
stability; they provide a playground for innovation, problem-solving and personal growth. It involves transitioning from a role in healthcare, education or finance and using those skills to become the go-to expert on using AI to streamline patient care, improve classroom engagement or revolutionise financial services.
The transformation isn’t just personal — it’s societal. When women bring their experiences to tech, they help build products and systems that reflect the diverse needs of all users.
It’s not just about filling positions; it’s about empowering women to lead in a digital world.
For women, pivoting into technology can be a game-changer. Tech careers offer more than just high salaries and job
Key training steps in supporting women in STEM
Training and support within the workplace are crucial in helping women gain a career foothold in the STEM sector.
While STEM (science, technology, engineering and maths) remains male-dominated, Senior Business Analyst Marilyn Scott believes there are increasing opportunities for women in the field. Moreover, having a mentor who can guide and “push you in the right direction” is paramount.
Career opportunities in STEM
Nicholls
A passionate advocate of women in STEM, Marilyn works for global engineering, technology and consulting service provider Expleo. She joined in 2021 after working at a contact centre and gaining an International Business degree from Leeds Beckett University as she
Technology isn’t just about machines and code; it’s about people. As we look to a future shaped by AI, big data and digital transformation, ensuring that women are part of this journey is crucial. A more inclusive technology sector will help foster an industry that is truly representative of the society it serves.
The Women Pivoting to Digital Taskforce is a step toward an inclusive digital future where women don’t just participate but lead. By investing in women’s transition into tech, we’re investing in the future of innovation itself — one that’s brighter, bolder and more equitable for everyone.
sought to expand her career horizons. Her journey also saw her live in Greece, study at the Open University with a focus on her love of Renaissance art and complete a Master’s at the University of Leeds in applied and professional ethics before extending her skills around technology, data migration and reporting with the consulting service provider.
Creative mindset within STEM Finding an organisation that offers relevant training and career development is also important, says Marilyn. “STEM and IT (information technology) are about having a creative and open mindset where you can develop solutions and make a change,” she explains. “But
training and keeping up with current technology are really important.”
While guided by her own mentor at university, a pivotal part of her career development has been the training she received with Expleo via courses covering areas such as change management — particularly business agility — business analysis and project management. That also led to her completing the International Diploma of Business Analysis. “One of the appeals of joining the company was the opportunity to learn on the job, where I have had the opportunity to get multiple projects under my belt,” she adds.
Championing women in IT
She says Expleo “actively champions women in IT” with mentorship, education and promoting career opportunities, and women can aim for senior roles such as CIO (chief information officer), IT director or solutions architect.
“These roles are achievable and reachable, and we need to make these things possible,” she says, adding that the company is open to learning about women’s perspectives and challenges within the industry. “I feel there are opportunities for women in IT, particularly when you are willing to learn new subjects and be openminded, adaptable and willing to seize the chances that come your way,” concludes Marilyn.
INTERVIEW WITH Marilyn Scott
Lead Business Analyst, Expleo
WRITTEN
WRITTEN BY Mark
To ensure power gets to where it’s needed safely and efficiently, the business is investing in skills and people.
Powering change at the forefront of the energy sector
The energy transition is one of the greatest engineering challenges of our time, unlocking homegrown skills will be key to progressing the transition at pace.
National Grid, the owner of the electricity transmission network in England and Wales and the distribution network in the South West, South Wales and Midlands, is investing more than £30 billion over the next five years to support the clean energy transition and drive economic growth. Unlocking homegrown skills and talent across a broad range of roles in innovation, sustainability, engineering and beyond will be a key part of their work.
Opportunities for a new workforce
There are a range of diverse and highly skilled roles across the distribution workforce of more than 6,500 employees. National Grid Electricity Distribution is the largest distribution network operator in the country. It is responsible for delivering a safe and reliable electricity supply to 20 million customers in 8 million households and businesses over a 55,000 sqkm area, from Skegness to St David’s.
Operational teams work around the clock in challenging conditions to restore storm-damaged power supplies. Behind the scenes, there are people working to maintain and upgrade the electricity network across the Midlands, South Wales and the South West. The contact centre team is available for customers to talk to 24/7, and they provide additional support for vulnerable customers on the Priority Services Register.
To ensure power gets to where it’s needed safely and efficiently, the business is investing in skills and people. They include line workers to put up poles and towers, cable jointers to pull cables together, commissioning engineers, installers, cyber managers, designers and project managers, as well as accounting and administrative personnel.
Careers that make a difference
Roisin Quinn, Director of Field Operations for the Electricity Distribution (ED) business, says: “We’re working on the frontline to ensure people have the power they need to live their lives. We’re deploying people to fix faults on the network. We’re innovating to find better ways to manage the demand for data-hungry devices, and we’re also making decisions about the network’s future needs.
“I didn’t realise how exciting a role a career in engineering could be. I started on the graduate scheme and never imagined I would be leading a team of 6,000 field operatives that are on the ground, delivering the energy transition for millions of people.”
The energy transition brings career opportunities for school leavers, graduates, returnees to work or those looking for a career change. “These recruits will play a vital role in helping the country to reach a cleaner, greener energy future,” she continues. “It’s not just engineering roles; there are opportunities for people of all skillsets within the energy transition.”
Energy transition impact
Quinn describes the energy transition as “one of the most exciting things we are going to live through.”
She continues: “Those working in the sector have the potential to be a part of building and shaping that future.”
Bespoke training
There are a variety of training routes to the sector including an 18-month graduate programme with technical training and leadership development, providing experience working in different parts of the organisation. There are also advanced and higher apprenticeship schemes, which include a blend of academic study and on the on-the-job training — all while earning a salary. As part of the company’s ‘rich heritage of skills and expertise,’ National Grid is committed to attracting and retaining an inclusive and diverse workforce.
Develop deeper expertise
Once part of National Grid, Quinn points to opportunities for people to further develop their careers, such as moving into leadership roles or developing deeper expertise in specific areas, across the UK or US business. Having joined via the graduate scheme as a power systems engineer, she quickly moved into commercial roles, policy work with government, construction and asset management and now runs the field operations team for the Electricity Distribution business.
INTERVIEW WITH Roisin Quinn Director of Field Operations, National Grid Electricity Distribution
WRITTEN BY Mark Nicholls