Powering the Future: How the UK’s Race to Net Zero is Reshaping Employment

The UK’s clean energy revolution is one of the biggest employment stories of our generation — and the race to net zero is creating thousands of roles right across the country. But where are the jobs, who needs them most, and what does this mean for engineers and technical professionals looking at their next move?

A Sector in Full Swing

The UK generated a record 50.8% of its electricity from renewable sources in 2024, a transformation from just 6.9% in 2010. That shift didn’t happen by accident — it was built by tens of thousands of engineers, project managers, technicians, and skilled tradespeople, and the demand for those people is only growing.

The Government’s Clean Power 2030 Action Plan sets an ambitious target for a near-fully decarbonised power system within five years. To deliver it, the sector needs an enormous and rapidly expanding workforce. The ONS currently estimates around 304,000 full-time equivalent jobs in the low carbon and renewable energy economy — a 51.6% increase on 2015 levels — and the Government has committed to doubling clean energy employment to 860,000 by 2030.

The scale of investment underpinning this is eye-watering. Since mid-2024 alone, over £50 billion of private investment has been announced into UK clean energy industries, from ScottishPower’s £24 billion commitment to National Grid’s record £4.3 billion transmission investment and Octopus Energy’s £2 billion renewables pledge. This isn’t a pipeline of promised work — it is real capital being deployed right now, and it needs skilled people to deliver it.

Where Are the Jobs? A Regional Picture

One of the most important things to understand about the renewable energy employment boom is that it is not centred on London and the South East. Quite the opposite. This is shaping up to be one of the first major employment shifts in a generation that meaningfully benefits regions that have historically struggled as traditional industries declined. Here’s how different parts of the UK are positioned.

Scotland — The Offshore Wind Powerhouse

Scotland is already the UK’s wind energy capital, and its dominance is set to deepen. Major offshore wind projects such as Beatrice, Hywind Scotland (the world’s first floating offshore wind farm) and MeyGen (the world’s largest tidal array) have created thousands of jobs in construction, operations and maintenance. Scotland currently accounts for over 53% of all low carbon electricity employment in the country.

The transition story here is particularly compelling for people with transferable skills. The Aberdeen Oil and Gas Transition Training Fund — backed by nearly £1 million from the UK Government and £450,000 from the Scottish Government — is already helping experienced oil and gas workers retrain into offshore wind and clean energy roles. An Energy Skills Passport allows workers to demonstrate how their existing competencies map directly to roles in offshore renewables. For engineers and technical professionals who’ve spent careers on North Sea platforms, that expertise is more relevant and more in demand than ever — just in a different context.

Major employers like ScottishPower and SSE are actively hiring in Glasgow and Edinburgh, particularly in electrical engineering, environmental sciences, and project delivery.

The North East & Yorkshire — Industrial Heartlands Reborn

The North East of England and Yorkshire have a long industrial heritage, and the clean energy transition is breathing new life into that identity. These regions sit at the heart of offshore wind supply chains, with proximity to major North Sea wind developments making them natural hubs for fabrication, pre-assembly, and operations and maintenance activity.

Yorkshire is home to Drax Power Station, one of the world’s largest biomass facilities, which supports significant roles in plant operations, supply chain and logistics. The Humber Estuary has positioned itself as a major offshore wind cluster, attracting manufacturing investment and creating long-term engineering employment. Yorkshire and the Humber, together with the North West, are forecast in multiple studies to benefit from more green industry job creation per capita than almost anywhere else in England.

CCUS (Carbon Capture, Utilisation and Storage) investors including BP, Equinor and Eni have reached commercial agreements unlocking £8 billion of private investment to launch carbon capture clusters specifically in the heartlands of the North West and North East. These are complex, long-term infrastructure projects that need exactly the kind of engineering and project management talent that these regions already have in abundance.

The East of England — The Fastest-Growing Clean Energy Region

The Government’s own analysis identifies the East of England as the region set to see the biggest proportional increase in its clean energy workforce over the coming years, with over 60,000 people expected to be employed in the sector by the end of the decade. The region’s coastline makes it a natural landing point for offshore wind infrastructure, and significant grid investment is already underway.

A notable initiative targeting this region sees the Government partnering with Mission Renewable to help ex-military personnel transition into clean energy careers — with a pilot focusing on the East of England. Given that at least one in six veterans already possesses skills directly applicable to roles in solar installation, wind turbine maintenance, and nuclear power, this represents both a talent pipeline solution and a meaningful employment opportunity for people leaving the armed forces.

Wales — Industrial Expertise Meets Renewable Ambition

Wales has a proud industrial heritage and a renewable energy future that is now very much in motion. The Government has projected that Wales will benefit from up to 20,000 clean energy jobs by 2030 — an increase of up to 15,000 from 2023. Projects spanning the country from Pembrokeshire to Flintshire are already creating engineering and skilled trades roles, and the largest clean energy employers expected in Wales include carbon capture and offshore wind operations.

The skills most in demand in Wales reflect the industrial transition underway: electricians, bricklayers, plumbers, engineers, and metal workers. Wales’s existing manufacturing and engineering workforce has directly transferable skills, and the Welsh Government’s Net Zero Skills Action Plan is designed to ensure local people can access the training pathways needed to move into these roles.

The Midlands & North West — Clean Tech Manufacturing

The Midlands and North West are seeing growth driven partly by the manufacturing and supply chain side of the clean energy build-out. Solar installation, battery energy storage, EV infrastructure, and heat pump deployment are all creating local engineering and installation roles across this broad region. Birmingham and Manchester are seeing growth in green corridor activity, with commercial solar expanding rapidly and firms recruiting for engineering roles at pace.

The £1 billion HyNet hydrogen and carbon capture project in the North West has the potential to create thousands of jobs and establish the region as a hydrogen economy pioneer. If the project scales as anticipated, it will require engineers, process technicians, project managers and construction specialists across its full lifecycle.

London & the South East — A Different Kind of Green Growth

London and the South East are not the primary beneficiaries of clean energy infrastructure jobs in the way that the North and Scotland are. However, the region still plays a significant role — particularly in financial services, ESG advisory, clean tech innovation, urban planning and grid modernisation. The concentration of corporate headquarters means that sustainability management, ESG analysis and environmental consultancy roles are more prevalent here than elsewhere.

What Roles Are Actually Being Created?

It is worth being specific about what the employment boom actually looks like in practice, because it spans a much broader skill set than many people assume. The Government has identified 31 priority occupations across clean energy, and the breadth of them reflects just how wide the talent net needs to be cast.

On the engineering and technical side, demand is strongest for electrical engineers (particularly those with high voltage authorisations), mechanical engineers with experience in rotating plant or structural mechanics, project managers with PRINCE2 or equivalent credentials, and offshore specialists with GWO training and permit-to-work competence. For people moving from oil and gas, rail, heavy manufacturing or defence, the transferable skills are real and recognised — it is often a case of supplementing existing expertise with sector-specific credentials rather than retraining from scratch.

Beyond core engineering, the sector needs significant numbers of skilled construction workers — plumbers, heating installers, electricians and bricklayers — particularly to support heat pump installation and building retrofit programmes. The Government is committing £625 million in England over four years specifically to upskill construction workers for clean energy occupations, with direct employment in this group projected to grow from around 21,000 jobs in 2023 to 57,000 by 2030.

Increasingly, employers are also seeking what the sector calls ‘T-shaped professionals’ — people with deep technical expertise in a specific area combined with broader project delivery, stakeholder management and data literacy skills. As the renewable energy sector matures and projects become more complex, the days of purely technical roles in isolation are fading. The most in-demand candidates can bridge the technical and commercial worlds.

The Talent Gap Is Real — and Growing

For all the opportunity this represents, there is a well-documented challenge sitting at the heart of the sector: supply of skilled talent is not keeping pace with demand. Multiple industry reports have highlighted what is described as an ‘inadequate’ provision of green skills in the UK, and the gap is particularly acute in offshore engineering, electrical disciplines, and project management.

This is good news for candidates — it is a candidate-led market in the truest sense — but it presents a genuine risk to the delivery of the Government’s Clean Power 2030 ambitions if the pipeline of skilled professionals does not expand quickly enough. Renewable energy roles pay well above average; the typical full-time position in a net zero business pays around £37,000 — approximately 18% above the national average — and senior engineering and project management roles command significantly more.

For professionals already working in engineering, the message is straightforward: if you have the technical fundamentals, the sector needs you. The learning curve to transition from oil and gas, nuclear, rail, defence or heavy manufacturing into renewables is manageable, and the infrastructure to support that transition — through skills passports, retraining funds and employer investment in academies — is now genuinely in place.

What This Means for Employers

For businesses operating in the renewable energy space or entering it for the first time, the competition for talent is fierce and it is only going to intensify. The companies winning the hiring battle are those investing in employer brand, offering genuine development pathways and — critically — moving quickly when they identify the right candidate. In a candidate-short market, hesitation is expensive.

There is also a real opportunity for employers to think creatively about talent pipelines. Veterans, oil and gas workers, rail engineers, and those from adjacent technical disciplines all represent pools of people with highly relevant skills who are actively looking for the right opportunity and the right employer to support their transition.

How Aspect Resources Can Help

At Aspect Resources, we have been placing engineering and technical professionals for over 15 years. The renewable energy and clean tech sectors are now among the most active areas of our business, and we work with both candidates exploring a sector move and clients who need to build out engineering and project management teams at pace.

Whether you are an engineer considering your next step, a hiring manager navigating a tight talent market, or a business looking to understand where the skills are and how to access them — we would welcome a conversation.

Get in touch with our team today:

London: 0203 540 7100  |  Birmingham: 0121 794 8181

www.aspectresources.co.uk

Maschinenbau // Engineering

Maschinenbau // Engineering

How to solve the engineering crisis

Engineering is critical to the UK economy. In fact, it is responsible for a fifth of the UK’s total gross value added – £280bn. However, there is a skills shortage in the industry at present, which is a huge concern. It is predicted that by 2022, Britain is going to need at least 182,000 people with engineering skills every year. Plugging this gap is essential if the engineering sector and consequently the economy are going to thrive.

Key statistics

• 40 per cent of engineers feel advertised roles reinforce gender stereotypes.
• Three in five 16 to 18-year-olds believe engineering is perceived as a career for men.
• 74 per cent of recruiters believe engineering is perceived as a career for men.
• 76% of engineers said they would recommend an engineering career path to school leavers.
• 74% of recruiters believe it is tough to locate candidates that have the right skill level.
• 69 per cent of recruiters find it tough to source engineering candidates with the right amount of work experience.
Shaking outdated stereotypes
One of the most important things to do to tackle the engineering crisis is shake outdated stereotypes. Many people see the engineering sector as a ‘masculine’ one, which discourages females from considering a role in this industry. However, there is a huge range of careers available in engineering, making it accessible to everyone. It is important that we get this message across so that we can appeal to a greater number of people.
Re-skilling
One way to answer the current shortage of engineering talent is through re-skilling, especially as almost three in ten recruiters think that re-skilling for engineering jobs isn’t difficult. This isn’t a belief that is based on mere speculation. You can look at the statistics to see the value in this opinion; a fifth of current candidates have reskilled from other jobs into their current roles.
Recruitment approach
Another change that needs to be made is in regards to recruitment. Most employers believe that engineers pick this career path because of pay and interesting work. While the latter is correct, pay isn’t the most important factor for aspiring engineers. In fact, the following are deemed more appealing than pay by most: variety of work, job security, professional qualification, and progression prospects. People seem to be more interested in having a rewarding, enjoyable and creative career, as opposed to money being the main motivator. It is, therefore, vital that job descriptions reflect this. There is a lot of work that needs to be done in this regard; making job descriptions more interesting so they work in a more targeted way.
Appealing to young talent
Last but not least, there needs to be a dedicated effort towards appealing to young talent. There is a huge problem in the industry in regards to the lack of young British engineering talent. It is clear that more needs to be done to encourage school leavers to study engineering. Also, there seems to be a mismatch in regards to the skills engineering candidates require in the job market and what the education system in the UK has been delivering. There is a very strong argument that engineering should be promoted as a career from a younger age; in secondary or even primary school, instead of sixth form.

All in all, it is clear to see that there is a problem that needs to be fixed when it comes to the engineering skills shortage in the UK. There are a number of approaches we need to use to combat this, including changing the way we compile job advertisements, appealing to young talent, re-skilling, and shaking outdated stereotypes.

If you are a client struggling to find talented engineers, please get in touch with one of our highly experienced consultants on 0121 7914 8181

2017-05-18_13-21-41

Why SAP Hybris Billing is the desired enterprise billing system for the digital age…

SAP Hybris Billing, which was recently renamed from SAP Billing and Revenue Innovation Management (BRIM), is a SAP cloud product that provides agility and increases transparency across the revenue management process from customer engagement to revenue recognition.

The feedback from SAP clients and Hybris contractors alike has been positive, SAP Hybris Billing is clearly a critical piece in the digital transition, it provides an end-to-end solution and complete coverage of the offer-to-cash process for new digital business models that can be fully integrated across all aspects of billing, including dual or multi-sided revenue streams.

The tool sets at the heart of SAP Hybris Billing: AP Billing & Revenue Innovation Management tools, enabling build subscription and usage based pricing models. SAP Hybris also assist businesses across the billing process by providing multi-party settlements and pricing abstraction capabilities as well as close integration with SAP financial and analytics product lines.

Of course, there are other cloud based billing systems, however with SAP Hybris companies can offer diverse payment methods from credit cards to prepaid, postpaid and hybrid payments all while running a lights-out revenue management chain, if companies fully utilize the offering – SAP Convergent Charging (SAP CC) and SAP Convergent Invoicing (SAP CI) will empower marketing and sales to craft pricing models that reward loyalty, offer partners flexible terms and ensure accurate settlement.

What are your thoughts on SAP Hybris?

Does SAP Hybris offer:

High-end Enterprise Functionality?

Compatible with Legacy Systems?

Seamless CRM Integration (legacy / SAP)?

Usable: Speed to Deploy / Time to Value?

Competitive Cost: Deployment and Ongoing Maintenance?

Orchestration of your Business?

A Single Unified System?

Aspect Resources is supporting a number of cloud based Hybris projects, to that end, we would value your input, or simply get in touch to find out more about our current SAP Hybris projects.

Leigh-jay@aspectresources.co.uk

2017-05-17_17-48-24

When the demand for IT talent exceeds supply…

Over the years, I have seen many different recruitment strategies, global trends, industry transformations, marketing messages, technologies, training and company initiatives… this is however, the first time in 18 years that I have seen the demand for IT talent exceed supply!

What is causing this? Several factors have come together to create the perfect “talent storm”, fewer IT graduates are coming through the system, the migration of IT skills/talent to other continents, technology innovation, a slow but steady change from Permanent employees to Freelance/Project work and an ageing workforce.

Globally, the working-age is on the decline, while the number of retirees is on the rise.

There are no real barriers, end clients, MSP`s, Vendors, Consultancies and recruiters alike are going to have to adapt & collaborate, open closed candidate pools and leverage Big Data to future proof and improve our industry. The days of simply hiring one person from an established PSL are over, solitary pools of candidates produce inconsistent results, a fruitful PSL today – may yield limited fruit tomorrow.

The global demand for IT talent and services is greater than local supply, 35 million people are currently seeking a new position in IT, whilst 58% of IT companies around the world report having difficulty filling their assignments, more than 8 in 10 (83 percent) executives say talent acquisition is important or very important (source: Deloitte – Human Capital Trends 2017).

The days of fulfilling the demand for talent without shaping it have passed.

The distance between available talent and needed skills, is becoming more than a gap, it’s closer to The Grand Canyon and it’s only going to get worse. Technology is intensifying the gap, helping to move supply and demand in opposite directions, creating asymmetric markets.

Even multinationals, companies that once relied heavily on expanding or contracting workforces to meet demand, now need to build a sustainable & competitive workforce, a workforce built from multiple sources globally, end to end recruitment by professional’s with up to date talent strategies.

With the onset of digital marketing, disruptive technological innovations, global efficiencies in migration, big data and social media, large talent pools have fractured into thousands of micro-networks, spread out globally across agencies, consultancies, local/international groups and hidden on internal databases. We do not live in a market of one, it is increasingly rare that talent lives and works in the same place. Technology allows talent to move more freely than before, from role to role, across organizational and geographical boundaries (source: TalentTechLabs).

The talent supply chain is global, demand is local and talent pools are confined.

There is an imbalance across the talent supply chain, imbalance should create pressure for innovation, change, supplier diversity and collaboration. Instead the net result is a potential explosion in the number of small to mid-size agencies, driving down margins & quality, tapping into a fractured globalised and un-coordinated search for talent!

Who wants to be a low-cost leader? Technology supports growth, innovation and as previously mentioned facilitates start-ups, but at what cost? We have an obligation to provide value that goes beyond a low-cost service offering, reduced margins and quick wins, we need to start raising human ability and connecting the talent supply chain, defining talent sourcing values and embrace old & new talent acquisition rules (source:Aberdeen Essentials – attracting the best).

A job is what a person does, not what a person provides in terms of skills and experiences, talent.

Developing an effective talent acquisition strategy isn’t easy, it’s a process that takes time and expertise as it relates to industry trends and talent dynamics (internally & externally), however only 15 percent of global business leaders surveyed this year believe their companies do an excellent job cultivating and monitoring long-term relationships with potential future talent (source: Deloitte).

The disruption of the talent supply chain is only just beginning, companies need to not only select a talent acquisition strategy (PSL`s, recruiters, direct sourcing, MSP`s, Partners, Consultancies / SI`s etc.), but also develop an understanding of current talent migration trends, disruptive technologies/strategies, an ageing workforce and fractured global talent networks.

Collectively, we need to stop cultivating islands of talent in a sea of demand and collaborate.

I might be able to help you (end clients, agencies, MSP`s, vendors or consultancies) review, recognise and value your current and/or future IT talent, ever-changing technology and globalised talent pools demand a more comprehensive, passionate & forward thinking approach.

Get in touch, email me on: leigh-jay@aspectresources.co.uk