This Annex provides additional or more detailed information about Greater Lincolnshire’s skills needs identified in the main LSIP report. It will define the key sectors and occupations - with relevant Standard Industrial Classification (SIC) and Standard Occupational Classification (SOC) designations - that have been identified as of critical importance for Greater Lincolnshire as well as overarching narratives of the skills needs in the cross-cutting themes outlined in Themes 3-6 of the main report. In each relevant section, noted Occupations by level are definitive whereas the SOC codes do not always cover all of the Occupations due to the limitations of those classifications.
Primary employer research carried out for the LSIP (Annex D), local labour market information, publicly available sources such the Office for National Statistics, Skills England, the Migration Advisory Committee, and other existing economic data will outline the skills needs before Annex B specifies explicit activities that should be carried out to address these needs.
When outlining Skills Needs, it is critical to consider that there are two types:
Skills Shortages: This is largely about ensuring a supply of skills and qualified people into key and specific occupations. This is based on employers’ recruitment needs, such as vacancies that are hard to fill, or occupations where there is expected demand in the future. Most Government investment in education and training is on programmes that directly or indirectly focus on getting people into occupations (such as via Apprenticeships, college or University courses, programmes for the unemployed, etc).
Skills Gaps: This is more about the capabilities of the workforce and where it requires development to fill gaps that have emerged perhaps due to technological, regulatory or practice changes. Where employers have reported gaps, this Annex outlines where there are skills needs among existing staff that recruitment cannot solve. The type of training needed here is often funded by employers (e.g. health and safety, new technologies etc) but sometimes can be publicly funded via Skills Bootcamps and, for longer programmes, Apprenticeships or by Trade bodies (CITB etc).
This Annex will break down the skills needs into shortages (occupations) where they are clear and defined, and gaps (either by sector, theme or where issues are evident across the general workforce), as well as specifying at what levels of training are likely to be required to resolve recruitment, capacity and skills issues. It also considers labour market signals and delivery or system constraints with understanding generated by the LSIP’s winter 2026 engagement with employers, stakeholders, and with FE, HE and Independent providers
When looking at Occupations, this LSIP has used the following data to sift for occupations that may be in high demand locally:
Independent Providers. The attendees were asked to review recent changes to education and training provision over the last three years.
When reviewing recent positive changes, a move towards greater collaboration across FE Colleges and ITPs - in particular, driven by the LSIF programme of collaborative bidding and delivery - was very widely endorsed18. Less positively, there were many more instances of negative or ambiguous changes the training sector. Participants stated19:
• Changes to Apprenticeship rules affecting affordability
• Uncertainty created by Devolution
• Demographic growth in 16–18 population without matching funding - growth in funding should follow but it lags the growth in volumes
• Reduction in capital funding
• Loss of major employers reducing training demand and reduction in training by employers
• 16 to 19 qualifications reform (T Levels, qualification changes
• Removal of Level 7 Apprenticeship funding
• Maths and English funding/requirement shock
• Very rapid de-listing of Apprenticeship standards
Participants also collaborated to conduct a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of local provision to establish were LSIP should focus Actions and Activities and where the area can build upon successes already won. Some issues are triggered by national changes, others more locally driven and it is those where LSIP will focus on change where required. The opportunities for improvement were identified as:
• Targeted support for NEETs, economically inactive adults and SEND
• Systematically understanding the skills network and skill system for Greater Lincolnshire and respond to mobilise and address any weaknesses or gaps
• The inclusion of foundational sectors within the LSIP, however it should be noted generally the other foundational sectors (such as retail) do not have skills shortages, rather they have labour shortages
• Continued growth in numbers of 16–18-year-olds over the next 2 years at least
• Opportunity to reduce student debt by studying at HE-level much closer to home
• The Lifelong Learning Entitlement (LLE) which is introduced in January 2027, offers the potential for take up of more modular provision by adult learners and young people alike
18 Annex D: Page 339
19 Annex D: Pages 340-341
During both workshop sessions, providers also highlighted the following priority learner-driven or learner-inspired needsthat should be considered as part of the Greater Lincolnshire LSIP20:
• IT skills – “…phoneskills,usingatouchscreen,aredifferentfromITskills”(FE) “UsingPCandsoftwareisadifferentsetofskills…UsingMicrosoftsoftware, spreadsheets,evenhowtosaveworkisachallenge,relativetoscrolling.”(FE) “Someolderpeoplemayalsolackdigitalskills”(ITP)
• Communication skills –“Theyallsnapchateachother,theydon’tcommunicatein otherways…Theyneedthoseoracyskills,theabilitytotalkconfidentlytoothers andpresent.”(SixthForm)“Youngpeoplecanoftennotbeabletoexpressthe skillsthattheydohave.”(FE)
• English and Maths at the required level –“TheycometousinSeptemberandwe doaninitialassessmentofthem.We’veseenthembelowentry3inEnglishand Maths,sothegaptothedesiredGCSElevelisabsolutelymassive…we’vegoto dosomethingsignificantonEnglishandMaths,otherwiseitisgoingtogeta biggerandbiggerproblem.”(HE)
• Learner reflection on skills they have developed, and skills they need to work at.
• Employability Passports were referenced as a way to document employability skills and a plea made for a Greater Lincs-wide Passport, with common standards and common currency –“Ithinkitwouldbereallygoodifweallworkedonthe samePassportthatwasendorsedbyemployers.,learnerscouldshowthisat interview.”(SixthForm)“IwouldcompletelyagreetheSkillsPassportpieceand wedidthatpreviouslyintheWestMidlands.”(FE)
When reflecting on their own skills and shortages for roles and capabilities, provider institutions stated that they have recently found that Educational Support Assistants (36%), HE Teaching Professionals (32%) and FE Teaching Professionals (32%) are the top three occupations they have struggled to recruit in the past 12 months21. The same three roles are also expected to remain the most difficult to recruit or retain over the next three years22
capabilities. It is one of three formally recognised regional defence clusters in the UK, making Greater Lincolnshire a significant location for defence, sovereignty and security innovation.
In April 2026, Lincoln College was named as the Defence Technical Excellence College (TEC)24 for the East Midlands This places the College alongside five others across the country as a national leader in delivering high-quality, industry-standard training for the Defence sector. The College is quoted as saying “By bridging the gap between the classroom and the frontline, the DTEC will seek ensure the UK remains self-sufficient in maintaining and developing its critical defence assets.” 25
Table ofPrioritySIC codes- Defence
(6202)
Other Professional, Scientific and Technical Activities n.e.c. (7490)
Other Research and Experimental Development on Natural Sciences and Engineering (7219)
Greater Lincolnshire LSIP - Annex A July 2026 Page | 14
Summary ofLSIP Primary Research
During winter 2026 both employers and providers confirmed there are ongoing skills demands across central Military and supply chains in the Defence sector, mainly focused on engineering, technical maintenance, logistics, digital systems including cyber-security, regulatory compliance and business and finance roles. Employer evidence indicates that workforce pressure is structural, driven by replacement demand, increased specialisation, changing workforce expectations, challenges around security clearance for support roles and rising technical complexity.
Employers highlight difficulties recruiting individuals with experience of regulated, highassurance environments, where technical competence must be matched with strong documentation control, quality assurance, safety culture and a strong and clear hierarchy. Ageing workforce profiles in specialist roles create further medium-term risk.
As series of underlying issues causing shortages and gaps were voiced by Focus Group participants26
• Ageing workforce and shrinking ex-military talent supply
• Competition for the same limited talent pool
• Wage inflation driven by this competition
• Contracted services pay too low to attract talent
• Attracting people to Lincolnshire - the location and perception of the place can prove to be a challenge
• Work-from-home expectations conflicting with operational needs but working from home/remotely has brought staff retention benefits
• Several participants agreed that many candidates are found wanting across several soft or transferable skills
• Security clearance barriers limiting recruitment, particularly to low paid support and contract roles
Focus Group participants stated these skills shortages that they find are recently and/or currently the most difficult to recruit27:
Coreandfrontlineroles
• Pilots & Weapon Systems Operators
• Licensed Engineers / Aircraft Engineers
• GCHQ roles in Lincolnshire
26 Annex D: Pages 125-126
27 Annex D: Pages 128-132
(2440)
Business Analysts, Architects and Systems Designers (2133)
Defence Skills Needs: Existing Workforce
• High-spec fabrication skills
• Digital & systems integration skills
• AI Awareness+ (beyond basic awareness)
• Cyber-security
• Expertise in designing, testing and integrating large defence platforms
• Logistics planning
• Supply-chain risk management
• Expertise in geospatial and signals intelligence
• Green/Net-Zero awareness and understanding
• Energy resilience planning and management skills
• Emerging platform knowledge, e.g. regarding quantum, autonomy and electronic warfare support
• Project leadership and managing people
• Export market knowledge
DefenceSkills Needs:PriorityOccupationsby Level
Level
L2 Trades
L3 Craft / Technician
Occupation
Welders and coded welders
Engineering technicians
Maintenance fitters and electricians
Machinists and setter/machinists
Fabricator/welders
IT user support technicians
industry skills including retrofit, renewables, Solar PV, Hydrogen, ESG and energy efficiency in older buildings.
Table of Priority SIC codes –Energy Industries
Summary of LSIP Primary Research
Energy Industries are strategically important to Greater Lincolnshire’s economic resilience and decarbonisation ambitions. Employers report sustained demand for electrical, mechanical, systems maintenance and technical assurance skills with key
projects underpinned by strong construction engineering skills, with shortages driven by expansion, cross- and inter-sector competition and replacement demand.
Difficulties are most acute in roles requiring experience of regulated and safety-critical environments. Employers highlight some misalignment between training pace and evolving technologies but are encouraged by the expansion of specialist sites such as CATCH in Stallingborough. Overall employers are calling to play a stronger role in training collaboration, better standardisation of delivery and a shared training infrastructure. There is also a clear desire from employers to see training frontloaded ahead of demand; a “pre-final investment decision” approach where possible due to long planning and development timescales.
Employers voiced a wide range of reasons and drivers for current skills shortages which can be reduced down to three headline issues - long lead times, immense scale and the urgency of requirements. Breaking those challenges down, employers frequently referenced36:
• An ageing workforce in engineering is thought to mean needing to recruit 2,000 new entrants a year across the local sector just to replace exiting those roles
• Severe shortages reported across key occupations– welders, pipe fitters, electricians, mechanical fitters, instrumentation technicians, riggers and lifting specialists
• Major skills bottlenecks in hydrogen, CCUS, offshore wind and fusion – demand in all these areas is expected to grow further in future but supply is not keeping pace
• Very long project lead times that are reliant upon planning consent being granted:
• Rapid growth in offshore wind in the UK drives a very general need: “We’regoingfrom35,000intheindustrynow…to100,000by2030.So,weneed moreofeveryone.”
• Generating new energy sources from new processing operations does not have an existing resourcing model to follow: This can put the focus on importing some transferable skills from near neighbour sectors including oil, gas, nuclear and defence. This in turn generates a need for transition training. The desire to transition is likely to be very age dependent, with those in their 20s, 30s much more inclined than individuals in their 50s.
• Urgent requirements for very high volumes in a particular trade, for a very short, contracted period on huge projects.
• The scale of projects can produce waves of demand or suddenly boost supply if one or two projects are either put on hold or declined.
36 Annex D: Pages 174-175
• Fluctuations in major projects can create short term scarcity in Senior Managers with the relevant experience and competence. Concerns were also expressed regarding a gulf in quality and capability between Gen Y Millennials (born 198196) and Gen Z (born 1997-2012) leaders.
• A view was expressed that the High Marnham hydrogen production plant near the Trent had struggled with skill shortages
• The sector continues to suffer from diversity challenges both in relation to females and ethnic minorities.
• The Energy Sector can sometimes be in direct local competition with the Marine and Ports & Logistics Sectors for the same skills, which can amplify scarcity.
• Providers to the sector habitually struggle to recruit from the industry, due to pay differentials to tutoring and a lack of clear pathways for workers to become dual professionals. Fears were voiced by employers that one of the bottlenecks to future training provision, will be the “teacher-tutor element”.
Focus Group participants stated these skills shortages that they find are recently and/or currently the most difficult to recruit37:
• Electrical Design Engineers
• Advanced Control Specialists
• Instrumentation Design Technicians
• Rigging Specialists
Each are quite specific roles, not high volume (circa 24 in a large organisation) but hard to fill and in high demand, particularly around the storage and delivery of clean energy. Annex B has identified the key priority roles with relevant SOC codes, but it is worth highlighting all roles that employers have stated as cause for concern in terms of supply
HighDemandRoles
• Welders (particularly in relation to transport and storage)
• Pipe fitters
• Mechanical fitters
• Platers
• Electricians
OffshoreWind
• High Voltage Electricians
• Senior Authorised Persons (SAP)
WiderWorkforce
37 Annex D: Pages 177-178
• Business Development Managers (BDMs): Who have both the relevant energy user contacts but also an extensive understanding of newer clean energy sources and processes
• Data Analysis and Digital specialists
• IT professionals
When looking at future roles, given the expected huge expansion, demand and changing nature of roles, the following occupations with desirable specialist knowledge which are likely to become hard to recruit over the next three years38:
• Plasma Physics
• Fusion Engineering
• Magnet Science
• Superconducting Engineering
• Clean Energy Plant Operations
• Commissioning
• Project Management in technically complex settings, incorporating a knowledge of engineering, fusion, commercial and procurement.
Table of Priority SOC codes –Energy Industries
Occupation (SOC code)
Employees in sector (Greater Lincs) Projected change in demand 2024-34 (Greater Lincs) Is it a Skills England‘high growth’ occupation?
Energy IndustriesSkills Needs: Existing Workforce
• AI integration
• Confidence and competence in using technology
• Reducing the time period between arrival as a new graduate entrant to the business and truly productive working: thought to average around two to three years at the moment
• Leadership skills
• Communication skills across all uses face-to-face, verbal, written, presentation, etc
• Problem solving skills
• Specialised skills in renewable technologies
• Carbon Capture & Storage (CCS) systems knowledge
• High-voltage specialism and power systems design
• Hydrogen production expertise
• Safety management expertise
• Advanced data analytics
• Digitisation
• Specialised skills in renewable technologies
• Carbon Capture & Storage (CCS) systems knowledge
• High-voltage specialism and power systems design
• Hydrogen production expertise
• Safety management expertise
• Advanced data analytics
• Digitisation
Energy IndustriesSkills Needs: Priority Occupations by Level
Level Occupation
L2 Trades Welders
L3 Craft / Technician
Installation and maintenance electricians
Pipe welders
Plate welders
Engineering fitters
Power industry fitters
Engineering construction riggers
L4/5 Higher Technical Electrical engineers
Data analysts
L6/7 Professions Electro-mechanical engineers
Power engineers
Energy Industries Sector Post-16Provision OpportunitySummaryComments 16-18
• Notable that HETA delivers full-time FE, fairly rare to see an ITP in this market
• Largest volume is in L3 Cambridge Technical Diploma at Franklin College. There is potential here to expand capacity to deliver T Levels
Apprenticeships
• See cross-sector commentary regarding welding, electricians and fitters 19+
• See Advanced Manufacturing and Defence
Advanced Manufacturing Skills Needs
Advanced Manufacturing businesses in Greater Lincolnshire employ a total of 39,497 people, generating a total annual GVA of £2.75bn in the area. In total, the sector workforce is projected to increase by 10% from 2020 to 2034.
The sector spans advanced engineering, food and drink manufacturing, steel production, automation, robotics, and digital manufacturing The geography benefits from:
Greater Lincolnshire LSIP - Annex A July 2026 Page | 25
• A large, established manufacturing base with a significant British Steel production plant in Scunthorpe
• Strong links to energy, agri-food and defence supply chains creating a strong emphasis on the area’s critical role in securing and building national food, energy, material and military security
• Proximity to ports and logistics hubs (Immingham, Grimsby, South Humber Bank, Boston)
• A growing focus on digitalisation, automation and low-carbon production
Anchored by major industrial clusters and a nationally important manufacturing base, the sector is undergoing rapid transformation driven by automation, digital manufacturing and the transition to low-carbon production. Sustained replacement demand, combined with new skills requirements in engineering, digital systems and process optimisation, positions advanced manufacturing as a priority growth and skills investment area for the region over the next decade. The flagship British Steel plant and its 2,700 workers also faced threats to its future sustainability after Chinese conglomerate owner Jingye Group began moves to close the site in 2025 (the UK Government has since intervened however full nationalisation of the plant has yet to be completed or confirmed). For smaller enterprise employers, their threats are different. They report not only growing challenge in driving employees into the sector but a critical need for workers arrive into roles well trained in traditional and foundational manufacturing tooling capabilities.
Given the sector’s value to the county, Advanced Manufacturing has a specialist business support programme - the GLEAM Network (Greater Lincolnshire Engineering and Manufacturing Network)39 - which is based at The Bridge at the University of Lincoln. The Made Smarter programme (part of a wider East Midlands initiative) is also in place to support micro, small and medium sized manufacturing and engineering businesses who have manufacturing premises in Lincolnshire40. This aids qualifying businesses to implement ‘Industrial Digital Technologies’ (IDTs) to solve productivity and competitiveness issues and deliver a measurable return on investment, highlighting the importance of SMEs in the sector as well as dominating large businesses to the local economy and their capacity to innovate.
According to MakeUK, the three main priorities for Greater Lincolnshire’s manufacturing sector are41:
• Support the ever-growing industrial diversification of the region through policies which allow the transformation of the manufacturing sector to take advantage of
the vibrant new and emerging industries throughout the East Midlands, embracing Net Zero, digitalisation and upskilling employees.
• Upgrade transportation networks such as roads and public transit by utilising local industry to deliver this.
• Support manufacturers in the region to deliver the jobs of the future through the development of regional skills programmes and incentivise employers
Table ofPrioritySIC codes–Advanced Manufacturing
of Fabricated Metal Products, Except Machinery and Equipment (25)
Summary of LSIP Primary Research
Advanced Manufacturing employers say they face long-standing recruitment and retention challenges across engineering, machining, automation and maintenance roles.
Employer engagement highlights persistent vacancies linked to ageing workforces and increasing technical complexity.
Skills gaps are most pronounced where roles require multi-disciplinary capability across mechanical, electrical and digital fields. Employers report many applicants lack workready competences among course graduates which when set against the volume of workers and GVA of the sector, show urgent need for change.
When discussing skills shortages, employers voiced a wide range of drivers that require attention42
• Perceptions of the sector - low awareness, poor image and signposting to the occupations
• The mindset and attitudes of new entrants
• Implications for the sector – reduction in portable technical skills and unexpected gaps in training
• Apparently long-standing issues in the calibre of candidates, shortall of apprenticeship places and occasional breakdown in the relationship between employers and training institutions
Focus Group participants stated the skills shortages they find recently and/or currently the most difficult to recruit43:
• Senior Engineering Technicians and Professionals: Losing one very experienced manager can mean having to find two-three people to replace them, as they have acquired multiple skills, encompassing three or four jobs, over a long career
• Their future successors as Business Owners and Leaders, particularly in Micro enterprises.
• Instrumentation and Control (I&C) Engineers: with the appropriate professional certificates and/or specialised diplomas (HNC/Level 3).
• Electronic Engineers: Who can repair and fix devices down to a component level. NB This role is distinct from more general electricians.
By a distance, Engineering Technicians (39%) have most widely been difficult to recruit over the last 12 months, followed by Engineering Professionals (27%)44 Engineering Professionals is also set to be the difficult to recruit over the next three years45
42
Looking forward, employers say there is a tight range of occupational shortages they expect to remain or become harder to recruit over the coming three years, which correlate closely with other Theme 1 sectors46:
• AI, Robotics and Automation
• Engineering Professionals
• Engineering Technicians
• Mechanical Engineers
• Metal Machining Setters and Setter-operators
• Metal Working Machine Operatives
• Metal Working Production and Maintenance Fitters
• Production Managers and Directors in Manufacturing
• Production, Factory and Assembly Supervisors
Table of Priority SOC codes : Advanced Manufacturing
Occupation(SOCcode)
Employees in employment inthissector (Greater Lincolnshire)
New vacancy adverts posted (12 months) in Greater Lincolnshire Projected change in demand 2024-34 (Greater Lincolnshire) Is it a Skills England ‘high growth’ occupation ?
Advanced ManufacturingSkills Needs:PriorityOccupations by Level
Level
L2 Trades
L3 Craft / Technician
Occupation
Welders and coded welders
Metal working production and maintenance fitters
Engineering technicians
Lab techs
Vehicle/plant maintenance technicians
Installation and maintenance electricians
CNC programmers
Machinists and setter/machinists
Fabricator welders
CAD technicians
Furniture makers and craft woodworkers
Planning, processing and production techs (higher level)
L4-5 Higher technical, supervisors etc
L6-7 Professionals and management
Sales and procurement
Senior engineering technicians
Production managers
Engineering professional (multi-skilled)
Mechanical engineers
Electrical engineers
Production and process engineers
Chemical scientists
Advanced Manufacturing Sector Post -16Provision OpportunitySummary
Comments
16-18
• L3 diploma volumes appear high relative to T Level start volumes
• No Lincoln College T Level. Other T Level volumes at colleges look modest –potentially just one cohort each
Apprenticeships
• Potential for HETA / HCF Catch / DN Colleges regarding welding, plating, pipe fitting expansion
• HETA - 148 L3 Maintenance and Operations Technician starts (data is assigned to construction, but should be in advanced manufacturing)
• Possible lack of L3 Installation/Maintenance Electrician in North Lincolnshire which points to an opportunities for TEC Partnership and/or DN Colleges Group as current volumes are low. It is likely most delivery of this Apprenticeship is into construction and not industry.
• Nine L6 Nuclear Scientist/Engineer apprenticeship starts by University Centre Somerset, which is notable
19+
• HNC/HND at L4/5 remains more substantial than Apprenticeship starts at those levels
• Substantial 19+ provision at DN Colleges Group
Agri-tech, Farming and Food ManufacturingSkills Needs
The Agri-tech, Farming and Food Manufacturing (sometimes listed as Agri-Food) sector covers establishments that employ a total over 75,000 people47 , with the Agri-tech element generating a total annual GVA of £2.1bn in Greater Lincolnshire alone.
From the fisheries and factories along the South Humber Bank to the low fields, processing sites and logistics hubs in South Lincolnshire, the county is home to 25% of grade 1 arable land48 and one eighth of England’s food production49 , Greater Lincolnshire is the epicentre of the UK’s wider £254bn agri-food sector. There are key clusters and concentrations across produce, meat, fishing and seafood, manufacturing, processing, automation, logistics and distribution spread across the area, represented by large national chains and SMEs
Understandably, given the dominance of the sector here, the UK Food Valley50 is based in Greater Lincolnshire. This initiative was established to support food security, productivity, research, funding and innovation with a heavy focus on sustainability, good business support and acting as an influential voice in policy development. The associated Ag Zone agri-tech cluster is anchored by the Lincoln Institute for Agri-Food Technology (LIAT), Barclays Eagle Lab and farm partners51 and specialises in growing the sector and supporting the growth of a UK agri-tech, robotics, AI, and sustainable farming cluster.
The National Centre for Food Manufacturing (NCFM) is also based in the area, at Holbeach in the south of the county. As a campus of the University of Lincoln, the centre 47
aims to lead progress and development across the food sector, offering study options for food industry employees, Apprenticeships, distance learning, lab and testing resources, research opportunities and industry partnerships52 Other Specialist landbased, agri, farming and food training establishments based in the county include the Lincoln Institute for Agri-Food Technology (LIAT) just outside Lincoln and Riseholme College (not to be confused with the University’s nearby Riseholme Campus), part of the Bishop Burton College group. Boston College, DN Colleges Group, Lincoln College also deliver Devolution-funded agri-food training53
When looking at local agriculture alone, the sector is recorded as much more dependent on casual workers and regular full-time workers as part of its workforce than national comparators54. Seasonal work patterns and a high reliance on migrant labour (up to 90% of non-UK nationals accounted for seasonal harvest work in 2020)55 creates a complex set of labour factors.
In total, the Agri Food sector workforce is projected to reduce by 14% between 2020 and 2034 though much of that reduction appears to have already taken place. This points to a stable and critical workforce but one that requires a healthy pipeline of workers to remain sustainable.
Table ofPrioritySIC codes- Agri-tech, Farming and Food Manufacturing
Industry(SICcode)
Growing of Crops, Market Gardening, Horticulture; Farming of Animals (1A10)
Processing and Preserving of Poultry Meat (1012)
Other Processing & Preserving of Fruit & Veg (1039)
Processing and Preserving of Fish, Crustaceans and Molluscs (1020)
52 National Centre for Food Manufacturing | University of Lincoln
53 College to benefit from Devolution grants to build skills training infrastructure in agrifood - Latest news from Boston, Lincolnshire
Manufacture of Bread; Manufacture of Fresh Pastry Goods and Cakes (1071)
Summary of LSIP Primary Research
Agri-tech, Farming and Food Manufacturing remain core pillars of Greater Lincolnshire’s economy. Skills demands span production, processing, engineering (technicians), quality assurance, logistics, management and more traditional but changing agricultural skills Employer evidence shows that automation, environmental regulation and data-enabled production have significantly altered skill requirements within existing roles.
Employers report shortages in multi-skilled technical workers able to operate, maintain and optimise automated systems, alongside growing need for supervisory and compliance capability. Rural geography, low pay at entry level and limited progression visibility exacerbate recruitment challenges.
During two focus groups held in key Food Valley locations – Grimsby and Holbeach –employers voiced a range of sector profile and workforce challenges, as well as the underlying drivers of the skills shortages they face56:
• A perceived declining education and training pipeline: Employers believe that universities and colleges have reduced specialist provision (e.g., food science, 56 Annex D: Pages 70-75
technical placements, agriculture), shrinking the talent pipeline. Courses that once fed directly into the sector have disappeared or become too expensive.
• Low awareness and misconceptions of the sector: Young people are believed to have little understanding of agri-tech, farming or food manufacturing careers. Many see these as low-skilled or unattractive, despite strong salary and progression potential. Similarly, retaining young talent is also a challenge. Young employees often seek flexibility, faster career progression, and work that feels meaningful.
• Rising skill requirements but unchanged perceptions: Roles that were once seen as “basic” have become highly technical, requiring digital, mechanical, animal welfare, and analytical capability but the labour market still views them as lowskilled.
• Ageing workforce and loss of heritage skills: Large proportions of skilled workers are nearing retirement, and there is limited succession planning. Losing these individuals means losing decades of tacit knowledge.
• Competition from other higher-paying sectors: Engineering and technical talent is being attracted into energy, renewables, offshore work, defence, robotics and other advanced manufacturing sectors.
• Limited industry and education coordination: Disconnects between universities, colleges and employers mean curricula don’t reflect industry needs; research and innovation often fail to reach farms or factories
• High costs of recruitment, training and wage pressures: Rising minimum wages and National Insurance contributions increase the cost of hiring and training, especially for SMEs and start ups.
• Rapid pace of technological change: AI, automation, robotics and digitalisation require skills that many businesses (and workers) don’t yet have. Employers know they need new skills but often can’t articulate exactly what they are.
Agriculture and Fishing Trades make up 50% of the most stated type of role that has been most difficult to recruit within the last 12 months57. Other current skills shortages reported by sector employers include58:
• Pig livestock roles: Stock persons are increasingly required to possess technical capabilities (medicines, antibiotics, welfare, feed systems, trials); calibre and expectations are misaligned with traditional perceptions. These businesses typically employ a small workforce, but one that has high skill intensity; succession risk for senior technical managers with 30+ years’ experience.
• General agricultural roles: Requiring understanding of mixed crop and livestock operations, technical livestock management and high-level welfare and
veterinary-adjacent competence. 30% of survey respondents said “Farm Workers” was the most widely anticipated role that will become harder to source59
• Engineering: the sector generally struggles due to ageing engineering workforce and competition from the Energy Industries for talent. Specific roles include maintenance engineers, manufacturing/automation engineers and food processing engineers.
• AI/software/tech roles for agri-tech: For smaller and early-stage agri-tech businesses AI engineers, software developers (front and back end), applied AI/data roles on-farm systems are difficult to find. There’s a very limited local talent pool, candidates lack work readiness and start-ups cannot compete on salary.
• Seafood technical functions: Quality assurance, technical managers and new product development (NPD) are hardest to recruit, these are critical roles with limited university pipeline due to a decline in food science and food technology courses plus low awareness among young people.
• Operational roles: Lower-skilled roles are fillable and easy to recruit at entry level however progressing workers up to supervisor/manager level is harder. There’s a lack of clear development pathways for internal progression and pay uplifts are reported as sometimes minimal when compared with the additional responsibilities.
Looking to the near future, employers state there are a range of technical, functional and heritage skills they believe will become much harder to recruit60:
• AI, automation and digital roles: The sector is moving quickly towards AI-enabled production, automation of equipment and processes, digital twins and robotics in farming and manufacturing. However, it’s not yet determinable exactly what these roles are or look like, only that they are on the horizon. It does mean new job categories will exists such as AI/Automation operatives, digital equipment technicians, machine optimisation operatives and on-factory digital and data support roles. These are expected to be essential for keeping new automated equipment running and for interpreting AI generated outputs.
• Broader AI literacy and digital skills across the workforce: Even where new job titles don’t yet exist, AI competence, basic programming logic and data interpretation skills will be required across multiple job families. The challenge is that schools and colleges currently do not provide sufficient exposure, and young people cannot see the career pathways. This will widen the gap further.
• Heritage skills: Roles such as fish filleting and hand-skill craft roles, whilst not new are expected to become even harder to recruit for. Fish filleting for example is a high skilled manual craft trade that younger generations are not entering, smaller companies rely on heavily and cannot be auto effectively unless within a very large business. It’s a financially rewarding role but not well known or promoted.
• Robotics-enabled agricultural roles: As robotics adoption accelerates (e.g. autonomous machinery, precision systems), the future workforce will need skills in robot operation, sensor and machine learning interpretation and digital/remote farm management. Roles that are likely to be difficult to recruit to are robotics farm technicians, precision agriculture operatives and digital livestock system operators.
• A new occupation - Aquaculture: Anticipated skills demand for planned on-land salmon farming in Grimsby within two years. Local skills/providers currently lacking (expertise exists in Shetlands and similar regions) but this is an up-andcoming need.
Employers articulated a series of barriers to training across their workforce61. As expected, the issue of funding was most commonly cited; uncertain, short term funding streams, unclear future cycles that hinder planning, and the absence of support for higher level qualifications such as Level 4 Food Safety. However, participants did comment the value of Skills Bootcamps which have increased accessibility and affordability of specialist programmes. Speciality agri, farming and food training in AI and data is also believed to be an issue with a perceived gap between what City & Guilds and Lantra currently offer nationally. Employers also believe that FE and HE providers struggle to keep pace with rapid developments in AI, however this is a running theme across the sectors. There are positives to the local training profile62 however, all recognised by employers with most of the notable examples from the North of the county. Improvements to local specialist engineering and technician provision through HETA, CATCH (due for major expansion) and NCFM (University of Lincoln) is a nationally recognised specialist provider and highly valued. The Future Seafood Leaders programme is also regarded as a major success and the Seafood Leadership Bootcamp has improved management and leadership pipeline development. Better provideremployer links was also commented on, with one example stated around Franklin College (Grimsby) being said to be more responsive and is building deeper connections with local industries.
61 Annex D: Pages 94-95
62 Annex D: Page 96
The sector’s employers offered a tight set of priorities for improvements in local training provision and workforce development to build on the noted established successes63:
• Flexibility and responsiveness: Training that can respond quickly to emerging needs such as short courses, sector-led, modular, not restricted by apprenticeship frameworks. Less bureaucracy and greater agility in funding models (especially for urgent or niche training needs).
• AI, data, and digital upskilling for existing employees: Foundational data analysis training for current staff. Sector-specific AI/data application training (how to apply it on farms, in factories, with sensors, robotics, drones). Support for transitioning experienced workers into more digital roles.
• Addressing key gapsin accreditation: Reintroducing or replacing basic accredited animal welfare training (lost when City & Guilds withdrew). Ensuring higherlevel food safety qualifications (e.g., Level 4) are available and funded.
• Workforce pipeline development: Continuing and expanding leadership pipelines (e.g., seafood model). Encouraging pride and career identity in technical/operator roles, not just managerial pathways.
• Employer-led collaboration: More industry clusters designing joint training (pig sector was specifically mentioned). Better sector-to-sector learning (e.g., farming learning from advanced dairy or international models).
• Improving alignment between providers and industry: Ensuring providers can contextualise delivery to real processes and equipment. Strengthening FE/HE capability in AI and digital which is currently behind pace.
Table of Priority SOC codes - Agri-tech, Farming and Food Manufacturing
Occupation(SOCcode)
Employees in employment inthissector (Greater Lincolnshire) New vacancy adverts posted (12 months) in Greater Lincolnshire
Projected change in demand 2024-34 (Greater Lincolnshire) Is it a Skills England ‘high growth’ occupation ?
No
No
Agri-tech, Farming and Food ManufacturingSkills Needs: Existing Workforce
Skills gaps match with those of other critical sectors, where transport barriers (cost of driving, owning and maintaining a car, public transport cold spots), data, digital and AI awareness, and exposure of the career pathways all prevent the desired take up and retention of roles in this sector. Some specific gaps stated by employers include64:
• Engineering skills: Particularly multi skilled engineers with both electrical and mechanical expertise.
• Technical operator skills: Moving machine minders into more advanced technical operator roles that combine engineering knowledge, digital skills, and problem solving.
• Refrigeration and energy engineering: Especially relevant in sectors with large cold storage estates.
• Agriculture and food production technical competencies including understanding breeding and productivity technologies and using data to make decisions about livestock health, growth, and breeding sources.
• Food safety and compliance: There are gaps in food safety training including Levels 3 and 4, HACCP qualifications and understanding regulatory standard and digital traceability requirements.
• Advanced scientific skills: Food science, biological sciences, and product safety expertise; businesses struggle to recruit new entrants. Some of this is attributed to a lack of higher-level (Levels 6 to 8) technical programmes. While from a small base, employers believe that Universities (not just the local institutions) are not sufficiently engaged in offering vocational, applied programmes needed by the sector. Rather than a criticism, this is a clear opportunity for improvement and partnership.
• Transferrable skills: problem-solving and critical thinking, adaptability and learning agility: The workforce needs to adapt to rapid digitalization, new regulatory requirements and changing production methods. Employees who are trained for older systems struggle to transition, self-management and professionalism and communications and collaboration. These skills are necessary for cross-functional technical teams, apprenticeship providers, 64 Annex D: Pages 87-91
businesses and universities who are working together and translation of data insights into operational decisions.
• ESOL provision non-UK workers who are vital to the sector, especially in South and East Lincolnshire
Agri-tech, Farming and Food ManufacturingSkills Needs :PriorityOccupations by Level
Food & drink installation and maintenance engineers
Engineering technicians
Multi-skilled engineers
Supervisors/team leaders
Food safety technicians
Finance
Food technologists
Mech and electrical engineers
Quality assurance/regulatory professionals
Agri-tech, Farming and Food Manufacturing Sector -Post 16 Provision
OpportunitySummaryComments
16-18
• Riseholme College is most prominent provider
• Other L2/L3 provision by colleges focused on animal care, typically 30-40 learning aim starts each
Apprenticeships
• Relatively limited offer given importance of the sector. Most is delivered by Riseholme College but their offer appears to cover five standards
• Vet nursing college at Market Rasen (Rase VY) supply to 16-18 leavers who studied animal care in College
19+
• Mainly supplied by Riseholme College but some areas of L4 Animal Management (Foundation Degree) and Animal Welfare (BSc top-up) by colleges too (Boston College, Lincoln College, DN College Group)
Note – data doesn’t seem to include specific relating to food manufacturing
Construction currently employs a total of 21,174 people, generating a total annual GVA of £1.83bn in Greater Lincolnshire. A cornerstone sector, Construction underpins housing delivery, transport connectivity, flood resilience, energy infrastructure and industrial growth. It plays a critical enabling role across priority sectors including key growth areas including Energy Industries, Advanced Manufacturing, Agri food, Defence and Logistics, and is central to delivering local growth ambitions set out by the Greater Lincolnshire Combined County Authority (GLCCA).
The sector encompasses:
• Residential and commercial building
• Civil engineering and major infrastructure
• Energy related and industrial Construction
• Repair, maintenance and retrofit in line with Net Zero goals
• Professional and technical Construction services
The sector is driven by sustained investment in transport, environmental projects, housing and energy related infrastructure, including major schemes such as the Lincoln
Eastern Bypass65, Humber Freeport66 , STEP Fusion plant at West Burton67 and the Boston flood defence programme68 . Statistics show that the Construction sector workforce is projected to decrease slightly by 8% from 2020 to 2034 however this is altered when exploring wider Construction Engineering roles and projects, which are set to substantially grow. Activity is expected to remain strong over the medium to long term, with persistent demand for skilled trades, civil engineering capability, site supervision and project management. Addressing workforce shortages and improving progression into skilled and supervisory roles is critical to delivering the region’s wider economic and infrastructure ambitions.
The Greater Lincolnshire Combined County Authority’s Devolution deal outlined an ambition to “unlock housing through enhanced infrastructure”69 This investment in building houses with increased support from Homes England, regeneration projects and pressing urgency for retrofitting skills all drive the need for a skilled Construction workforce within the county
Like the rest of Greater Lincolnshire, the sector is dominated by SMEs and family firms but with a volume of self employment and strong sub contractor supply chains.
Although Construction is critical to Greater Lincolnshire’s housing, infrastructure and growth pipeline, employers report persistent shortages across core trades, technical roles and site supervision. Skills pressure is driven by ageing workers, variable training throughput and challenges attracting new entrants. Gaps in site-readiness and health and safety competence are commonly cited as are frustrations about the volume of Apprentices who start but do not complete their formal training programmes
Focus Group participants at a session in Sleaford explained their perspectives on the underlying issues causing skills shortages and retention issues. They include70:
• Irregular work and lack of security: Unpredictable scheduling in Construction makes many roles unattractive to potential recruits who want stability. Selfemployment also makes income unpredictable. Labourer roles are the hardest to fill due to irregular work patterns and low motivation.
• Compliance burden and credential creep: Ever changing site induction requirements deter candidates and makes it difficult to ensure stable work.
• Generational differences and COVID impacts: Young workers entering the workforce post Covid often lack confidence, initiative and communication skills.
• Unrealistic pay expectations: Some new entrants overestimate their value compared to their actual skills, creating tension and recruitment difficulties. Employers say they believe this is fuelled by comparing themselves to social media content.
• Poor careers advice: Schools heavily promote academic routes and overlook vocational and Construction pathways.
• Lack of problem solving among new entrants: College training often focuses on idealised scenarios, leaving young workers unprepared for real world complexities.
• Rural access barriers: Limited access to nearby training centres and poor transport links mean many potential learners simply can’t reach the courses available.
Where skills shortages have become more urgent in the past 12 months71 , employers say Labourers and Off Loaders, Line managers (especially in small firms), Estimators and quantity surveyors, Drivers, Heritage and traditional trades and Town planners have all become more difficult to recruit. Providers similarly voiced that Trainers, Assessors and College lecturers to train the next generation of Construction workers are also hard to source. Overall, Construction and Building Trades Supervisors (31%) is the skilled role that was difficult to recruit for more employers than any other, over the last 12 months72 Colleges say they struggle to hire trade lecturers because experienced tradespeople can earn significantly more by staying on site and in industry (Engineering and Advanced Manufacturing trades say the same). Lecturer salaries can’t compete with industry wages, leaving providers unable to attract the skilled staff they need73
Casting ahead to the next three years, Employers think the following roles will become more difficult to recruit74:
• Groundworkers: Candidates expect rapid progression, avoiding manual work. Perception that “wet trades” are low status.
• Multi trade operatives: Small firms increasingly need flexible workers who can handle a range of tasks rather than single specialisms. Increasing demand for flexible workers. Small firms need staff who can work across multiple trades.
• Plant maintenance engineers: These hybrid roles fall between sectors and do not neatly align to Apprenticeship funding, restricting the talent pipeline. Current Apprenticeship funding rules exclude hybrid roles.
• Heritage trades: Demand for specialist heritage work remains high, while new entrants into these crafts are very limited.
71 Annex D: Pages 102-105
72 Annex D: Page 109
73 Annex D: Page 104
74 Annex D: Pages 106-107
• Ventilation, electrical and digital hybrid roles: The rapid growth of digital tools, automation and sustainability expectations are creating new skills gaps.
• Trainers and assessors: Without improving pay and recruitment routes, the shortages already experienced in FE provision are likely to worsen. This issue is expected to worsen as pay gaps widen.
This is a sector very well connected to training opportunities and obligations, with large accreditation attributed to the strong presence of the CITB locally and several large FE Colleges and Apprenticeship Providers active in the area. Employers here appear more aware of and informed about training programmes (funded or otherwise) and how to maximise the Growth & Skills Levy. Recent training investment examples offered by participants includes75:
• Management and leadership training in areas such as Level 5 management and leadership programmes and one-to-one coaching for new managers
• Apprenticeships in Bricklaying and carpentry and trainee planners and University work-placement students
• University-based employability sessions.
• Technical training: Mandatory training is delivered to meet on-site compliance requirements, this includes things such as health and safety, site readiness, manual handling, asbestos, confined space awareness, managerial awareness and other compliance modules.
• Development of on-the-job training and portfolios: Some organisations have implemented internal training structures to evidence learning and improve the practical readiness of workers.
• Digital skills and systems training: Not always done through formal routes and courses, companies have been training staff in digital tools due to client requirements. There was an emphasis on ongoing internal support for digital literacy as workloads increase.
Where barriers to training do exist, they are centred around the ongoing issue of sourcing experienced tutors in FE, overly academic courses and criticisms of “tick-box” over building competence76. The employers’ top priority for improvements to local training is a strong desire to get “more meaningful feedback”77 from training providers, mostly for apprentices. Employers say there needs to be more detailed, contextualised feedback on apprentices’ progress. Current feedback is limited to numeric measures (1 – 4) with no explanation. The need is to understand what apprentices can do, evidence of their skills development and assessment of their performance in real-world contexts. The lack of practical knowledge among some college apprenticeship staff was
75 Annex D: Pages 116-117
76 Annex D: Page 119
77 Annex D: Page 120
highlighted as a barrier to meaningful assessment. The businesses also wish to play a part in better integration between training providers and the employer community78 . They wish to assist with hands-on, real-world learning opportunities and want the ability to visit providers and see Apprentices practising skills in safe environments (e.g., brickwork bays).
Table of Priority SOC codes –Construction
Occupation (SOC code)
Annex D: Page 122
and
Employees in sector (Greater Lincolnshire) New vacancy adverts posted (12 months) in Greater Lincolnshire Projected change in demand 2024-34 (Greater Lincolnshire) Is it a Skills England ‘high growth’ occupation?
Mobile Machine Drivers and Operatives
(8229)
Roofers, Roof Tilers and Slaters (5314)
Glaziers, Window Fabricators and Fitters 5317)
ConstructionSkills Needs: Existing Workforce
• Retrofitting
• Net Zero awareness
• Estimating and commercial awareness
• Digital and AI including use of AutoCAD, Microsoft project
• Reading drawings and site plans
• Multi-trades for micro firms
• Supervisory development
• Regulatory including first aid, asbestos, abrasive wheels, confined spaces
• Understanding complex building codes, standards and regulations
• Initiative, problem-solving and independent thinking
• Essential and employability skills (communication, behaviour, initiative, problem solving, resilience, adaptability)
ConstructionSkills Needs:PriorityOccupations by Level
Construction Sector Post-16 Provision Opportunity SummaryComments 16-18
• Only Inspire (Stamford College) and DN Colleges Group are showing T Level starts.
• Across the area there is a surprising lack of T Levels at other colleges because take-up of these has been very high elsewhere
Apprenticeships
• Lincoln College the most significant provider
• The offer at other providers seems narrow, though it could be the case that they have low volumes in wide range of standards and data hasn’t picked this up
• See cross-sector comments in Advanced Manufacturing re: electricians
• No scaffolding or Chartered surveyor Apprenticeships are showing on the data
• Groundworker starts currently appear low
19+
• Aside from Carpentry, there doesn’t appear to be 19+ delivery providing access to L2 trades (e.g. bricklaying, painting & decorating)
Visitor Economy Skills Needs
The Greater Lincolnshire Visitor Economy – which comprises tourism operators, accommodation providers, dining, pubs and bars, attractions, experiences, heritage destinations, environmental and outdoor pursuits, entertainment establishments and
arts centres – is currently valued at over £3bn per annum79, which has risen 3.1% since 2023. The sector’s workforce – already 35,504 people - is projected to grow by a further 8% to 2034. All of this considered, the sector is a significant player in the local economic profile. Businesses operate across seasonal and year round models, with coastal tourism exhibiting pronounced seasonality, while hospitality, arts, sport and visitor attractions generate more continuous demand in urban and rural centres. This is despite ongoing challenges that the hospitality industry has been facing nationally since 2020 and the 2025 closure of the Destination Management Organisation (DMO) and Visitor Economic Partnership (LVEP) for the county, Destination Lincolnshire Visit Lincolnshire80, operated by Lincolnshire County Council has taken on the role to centralise and support growth of the sector. Visit Lincoln81 (run by City of Lincoln Council) focuses on tourism to and within the City as well as promotion of year-round activities to local people.
The 50km of North Sea is home to the resorts of Cleethorpes, Skegness and Mablethorpe plus the inland City of Lincoln, Town of Stamford, village of Woodhall Spa and more rural escapes attracted over 32 million visitors to the county on 2024, staying for a combined46 million days. As well as established and more traditional tourism offer, the county is adding “screen tourism” to its portfolio given the area’s rising prominence as a varied and supported filming location82 .
The sector is characterised bya very high proportion of micro businesses and SMEs, with relatively few large national or international operators in traditional tourism County level analysis identifies approximately 3,880 visitor economy businesses, excluding retail, rising significantly when retail and related services are included.83 However, the county has accommodation and hospitality needs that sit outside of the tourism offer; high numbers of international guests training at RAF Cranwell for instance generate enough need to operate six hotels each year. Other significant events such as the extensive Graduation programmes at the University of Lincoln and Lincoln Bishop University create spikes in accommodation demand. Large annual events such as the Lincolnshire Show cause surges and it is also worth noting that significant infrastructure projects often require substantial and medium-term hospitality to house and support workers. Supply of beds and the skills to sustain current visitor economy need and future growth is an emerging challenge that needs to be better understood.
Restaurants and Mobile Food Service Activities (5610)
Beverage Serving Activities (5630)
Camping Grounds, Recreational Vehicle Parks and Trailer Parks (5530)
and Similar
(5510)
and Other Short-stay
(5520)
Personal
(9609)
Summary of LSIP Primary Research
The Visitor Economy plays an important employment role in Greater Lincolnshire but faces long-standing workforce challenges. Employers report shortages in hospitality, food service and supervisory roles as well as technical roles in the arts. High churn, seasonality and limited progression visibility continue to constrain workforce stability.
During an online focus group, employers from across the visitor economy shared their perspectives on the drivers for the skills shortages and gaps they are experiencing84:
• Declining talent pipelines and reduced training availability: Traditional sources of skilled workers, particularly Chefs, operational managers and technical roles have weakened.
• Attracting candidates isn’t the issue, it’s retaining and developing them: Recruitment is relatively strong in some areas, but the real pressure point is training and progression. Even when employers can attract new starters, retention is weak without clear development pathways. With limited structured progression, turnover stays high, which in turn keeps skills shortages ongoing. Retention also hinges on engagement and belonging.
• Poor perception of industry conditions: Hospitality roles are perceived as unattractive due to long hours, demanding shifts, past negative experiences and not a “career” choice.
• Low candidate motivation or work readiness: Employers note behavioural barriers, especially at entry and lower skilled levels. Even when vacancies attract applicants, many are not work-ready or motivated to commit.
• Rurality and transport barriers: Rural Lincolnshire’s geography makes recruitment significantly harder as large segments of potential workers cannot reach workplaces reliably.
• Competition from remote, higher-paid roles: Strategic and professional roles (marketing, comms, brand, tech roles) are especially difficult to recruit because candidates can work elsewhere, often for London salaries, while living locally. Visitor economy and local employers are outcompeted on salary and career pathways.
• Lack of security, casual or fragmented roles in the creative and technical arts: Technical theatre and visual/performing arts roles have become harder to fill due to structural changes. Talented technicians leave the sector for more stable employment.
• Fear of instability due to closures and economic uncertainty: Workers stay put instead of applying elsewhere due to closures. This reduced mobility since Covid means it is harder to recruit.
The role that employers in traditional hospitality setting as well as those wider project and training supply chains say has been the hardest to recruit for in the last year is Chefs85 This was consistently highlighted as the hardest role to fill, specifically Head Chefs who are multifaceted are the most difficult to source and retain. Lower-level chefs are easier to recruit, but inconsistent skill levels mean menus must be adjusted to match
the capacity of whoever is on shift, limiting the ambitions of employer venues. 58.3% of survey participants stated the same challenge86 . Other shortages include87:
• High-level skilled hospitality staff: Shortage of candidates with advanced qualifications in management, health & safety, HACCP, etc.
• Strategic-level marketing, comms and brand professionals: It’s hard for smaller local businesses to compete with remote and London-paying roles.
• Technical roles in visual and performing arts: Technician shortages due to freelance insecurity and reduced touring.
• Sales manager for specialist products: Difficulty finding someone with the right commercial experience for a diversified estate (gin, vineyard, beef).
• Receptionists: Demand for candidates with hotel experience and shift flexibility.
• Front-of-house management: Shortage of skilled staff able to run shifts effectively.
• Operations/venue operations staff: Difficulty finding people with broad operational and logistical experience.
Looking forward at future recruitment and the types of roles that employers anticipate will be hard to recruit, they say safeguarding, compliance & safety roles in creative and venue settings – driven by the Terrorism (Protection of Premises) Ac, also known as Martyn’s Law – will be tough. Chefs appear to be a consistent challenge as employers expect the recruitment and competition issues to persist. Hotel and Accommodation Managers and Proprietors were also noted. Outside of the actual hospitality settings, employers want to see advocacy & brand roles, marketing specialists and fundraising & development roles in the county, spearheading promotion of the area as a destination and offset the impact of Destination Lincolnshire’s closure.
Where barriers to training were identified, the cost and affordability of training, difficulties in finding local, relevant and quality providers and staff capacity constraints all frustrate employers, among other access and co-ordination issues88 . Participants want to see better alignment and visibility of local training offers, improved support for employers to access and understand the Growth & Skills Levy and more advanced, flexible and sector-relevant training89. They – along with other sectors and representatives – long to see the introduction of a local training portal90
86 Annex D: Page 245
87 Annex D: Pages 240-242
88 Annex D: Page 257
89 Annex D: Pages 260-262
90 Annex D: Page 261
Table of Priority SOC codes –Visitor Economy
Occupation (SOC code)
New vacancy adverts posted (12 months) in Greater Lincolnshire Projected change in demand 202434 (Greater Lincolnshire) Is it a Skills England ‘high growth’ occupation? Chefs (5434)
Restaurant and Catering
and Proprietors (1222)
Employees in sector (Greater Lincolnshire)
No
Coaches, Instructors and Officials (3432)
Visitor Economy Skills Needs: Existing Workforce
• AI skills and creative technology adoption: AI related skills gaps are widening as digital transformation moves faster than workforce capability. Employers report emerging shortages in understanding and using AI tools, automation, and
creative technologies, with many staff lacking the competence or training needed to adopt these systems effectively.
• Digital and creative technology skills (including backstage tech): A growing skills gap is emerging, with too few staff confident in using digital tools, creative technologies, or core technical theatre functions such as lighting, sound, AV, and basic stage management. As technology in the visitor economy evolves rapidly, venues feel increasing pressure to keep pace. Employees now need to be adaptable and multi skilled
• Digital marketing, CRM, SEO and social media: Venues and tourism businesses face a widening gap in strategic level digital marketing capability, particularly in areas such as CRM, SEO, analytics, content strategy, and social media management. Many staff can handle day to day posting, but the sector struggles with the more advanced skills needed for brand development, long term digital planning, and effective campaign design. The pace of digital change is accelerating, making it even harder for organisations to keep up.
• Cyber security awareness: Low staff awareness of online risks, phishing, mobile device vulnerabilities, and basic cyber safety is creating avoidable exposure. As more work moves online, the risk surface grows, and visitor facing teams often receive little training in safe digital behaviour.
• Technical budgeting and data/evaluation skills: Weaknesses in budgeting for technical projects and inconsistent data collection and evaluation practices. Funding and impact measurement requirements are increasing, but many organisations lack people who understand budgeting for tech, or consistent evaluation frameworks.
• Compliance, safeguarding and legislative knowledge: Increasing training needs around Martyn’s Law, safeguarding, exploitation, and legal responsibilities for employers. Smaller organisations lack capacity to stay up to date; expectations on employers are rising.
• Customer service quality and complaint handling: Need for stronger customer service, handling rising customer expectations, and managing complaints. Consumers are becoming more discerning and quicker to complain; frontline staff must be prepared.
• People skills and confidence: Shortfall in basic interpersonal confidence, including phone handling and dealing with anxious customers. Rising mental health challenges and anxiety among staff also affect service delivery.
• Multitasking and prioritisation: Staff struggle juggling multiple responsibilities and keeping pace with fast moving priorities. Many roles require wearing “multiple hats,” especially marketing and operations roles in small venues.
Visitor Economy Skills Needs:PriorityOccupations by Level
Level
Occupation
L2 Trades Cooks
Chefs
Bar/catering supervisors
L3 Craft / Technician
L4-5 Higher technical, supervisors etc
Sports coaches and instructors
Technical roles in visual and performing arts (eg stage management, lighting, sound, AV)
• Very large provision in sports/sports coaching courses. Providers have an opportunity to establish destinations of these learners in terms of sector/occupation, further study etc
• Data on Catering provision is not included in provided data and therefore the extent of current provision must be further interrogated before any changes to courses.
Apprenticeships
• Only sports-related apprenticeships are shown in the data
• No catering / chefs, which given the scale of need is surprising
19+
• Foundation Degree in Tourism Management at TEC Partnership
Health & Adult Social CareSkills Needs
Health and Adult Social Care is one of the largest and fastest growing employment sectors in Greater Lincolnshire, and a cornerstone of both economic activity and population wellbeing. The sector supports employment across NHS trusts, primary and community care, adult social care providers, local authority services, pharmacies, funeral services, voluntary and community organisations, and independent care providers.
ONS local indicators confirm that health and adult social care is a major employment concentration in Greater Lincolnshire. This reflects the county’s ageing population,
Lincolnshire LSIP - Annex A
higher prevalence of long term health conditions, and rural and coastal geography, which places sustained demand on place based and community delivered services. Estimates suggest that 69,618 people are currently employed in the sector, generating a total annual GVA of £1.92bn. In total, the Health and Adult Social Care sector workforce is projected to increase by 17% from 2020 to 2034. Skills for Care91 data indicates that in 2023/24, the adult social care sub-sector alone supported around 25,000 total posts, of which approximately 23,000 were filled, with around 1,900 vacancies actively being recruited to at any one time. This represents a 2.7% increase in total posts compared to the previous year, underlining sustained growth in workforce demand
Healthcare is naturally dominated by the National Health Service’s NHS trusts and the Integrated Care Board, with services delivered through a combination of acute, community, mental health, primary care and integrated care services NHS workforce statistics92 confirm that health services remain one of the largest sources of employment demand nationally and locally, with persistent recruitment pressure across clinical, care support, therapy and community based roles. Local job demand data consistently shows high vacancy volumes in healthcare and community services occupations, underlining sustained recruitment need across nursing, mental health, allied health professions, support workers and care coordination roles.
Adult social care provision is delivered across 415 CQC-registered locations – both public sector and privately owned enterprises - with the workforce heavily concentrated in the independent sector, accounting for around 21,500 filled posts, compared to approximately 750 posts in local authority provision and 1,000 posts supporting direct payment recipients93
Demand for Health & Adult Social Care services in Greater Lincolnshire is driven by demographics and the geography. The county has:
• A significantly ageing population which has increased 30% faster than the rest of the UK since 202094
• Higher than average proportions of people living with long term health conditions. In March 2026, 35% of all economically inactive people were off work with a long-term health issue95 including musculoskeletal (MSK) disorders, cardiovascular diseases, respiratory conditions and mental health issues.
95 Department for Work & Pensions State of Greater Lincolnshire Report March 2026, Page 6
• A large rural and coastal geography, increasing reliance on community, domiciliary and outreach based care models
Local authority analysis96 highlights that adult social care is expected to require continued workforce expansion over the medium to long term, with Skills for Care estimating that workforce growth will be necessary to keep pace with projected increases in people aged 65 and over
The 2025 Working Well publication97 - the Lincolnshire Director of Public Health’s Annual report - highlights the two way relationship between health and employment, stressing that skills development and high quality work in care and health services are essential to reducing inequality and enabling sustainable economic growth across the county.
Table ofPrioritySIC codes–Health & Adult Social Care
Pharmacy Assistants, Senior Care Workers and Social Workers which are all expected to be challenging to source. On nursing care, the feeling from this Adult Social Care dominated group was that the numbers of nurses in Greater Lincolnshire are currently satisfactory but that there are weaknesses and shortcomings in their skill sets100 On new and emerging roles, and in line with the needs of other sectors, AI specialist expertise – understanding how to apply it to best effect – was voiced as an anticipated need.
The participants also offered views on the drivers of the current and future skills shortages they face across the workforce101; these challenges are in structural, technical, soft skill and access issues. They include:
• Widespread inability to drive among applicants, or likely applicants, combined with a poor public transport infrastructure makes recruitment much harder in rural Greater Lincolnshire
• Low rates of pay and negative perceptions of the sector
• 16–17-year-olds not having any clear pathway, at that age, into starting their training for a career in Social Work
• Reduced access to international recruitment
• Low morale and high burnout. Gov.uk surveys show low morale, particularly in domiciliary care (46% reporting morale issues).
• High workloads, emotional strain, unpaid travel time, and lack of progression are commonly cited pressures.
• Rising demand from an ageing population. The sector is one of the UK’s priority areas because demand is growing rapidly with the ageing population. More complex needs (dementia, chronic conditions) require more skilled staff but training pipelines have not kept up.
Training and development barriers centre on five main issues102. Public transport infrastructure and inability to drive, possibly unintended consequences of funding structures, blockers on transferable skills between Nursing and Social Care then inhibiting pursuing higher technical qualifications, low completion rates, in part down to unwillingness to release employees for training and funding complexity severely impacting utilisation. On the latter point, there was a feeling that the claims process to secure funding was burdensome for SMEs and favoured large entities.
The training improvements Health & Adult Social Care employers wish to see are as follows103:
100 Annex D: Page 197
101 Annex d: Pages 193-195
102 Annex D: Page 206
103 Annex D: Page 207
• Address the current lack of provision pathways between Nursing and Social Care, as resourcing strategies continue to converge
• Introduce a new qualification that reduces the costs involved in updating and refreshing understanding of Compliance with the regulatory framework (particularly CQC)
• Increasing collaboration and multidisciplinary training
Table of Priority SOC codes –Health & Adult Social Care
Health & Adult Social Care Skills NeedsSkills Needs: Existing Workforce
• Clinical awareness below Nursing-level, particularly around incontinence and skin health
• Nurses and Care Staff need equal competence in co-morbidities in the elderly
• Ventilation care and monitoring for Home Care services
• Logistics (in Home Care)
• Mental health understanding
• Data and digital skills
• Technical writing
• Ability of nurses to work more autonomously
• More Nurses needing the ability to drive and access to a car as more care takes place away from hospitals
• Leadership and people management including conflicts
• Digital, AI and data skills
Health & Adult Social CareSkills Needs:PriorityOccupations by Level
Level
Occupation
L2 Trades Care workers and home carers
L3 Craft / Technician
L4-5 Higher technical, supervisors etc
Nursing auxiliaries and assts
Pharmacy assistants
Senior care workers
Registered nurse practitioners
Nurses with dealing with the elderly specialism
L6-7 Professionals and management
Registered nursing professionals
Registered community nurses
Registered specialist nurses
Social workers
Pharmacists
General and specialist medical practitioners
Health & Adult Social CareSector Post-16 Provision Opportunity Summary
Comments
16-18
• It is surprising that there is not a wider range of 16-18 provision, especially at colleges.
• The largest volume is in L3 Cambridge Technical Diploma at Franklin College, which again points to an opportunity to expand provision to T Levels
• T Levels up and running except at Boston College. Start volumes are usually 20-30, showing scope to expand
Apprenticeships
• Delivery is by large national providers (Paragon, Marr, Impact Futures) and Universities in nursing (University of Lincoln, University of Hull, Anglia Ruskin)
• Colleges notable by their absence from the apprenticeship data, except DN Colleges. Do colleges have working relationships with their local NHS trust?
19+
• It is expected that there is a much wider range of provision than shown in the data.
• DN Colleges Group the only really prominent GFE provider in the data, aside from Access courses (Lincoln College and TEC Partnership)
• It is unclear whether 19+ provision is for existing staff or is it helping adult (unemployed, those returning from career breaks) to enter health and care occupations
Priority Theme 3: INNOVATE:Data, Digital and AI Awareness
The Industrial Strategy definition of the Digital and Technology sector covers establishments that employ a total of 13,132 people, generating a total annual GVA of £514m in Greater Lincolnshire
With a healthy sector in the City of Lincoln at keystone establishments like Mosaic104 , the Digital Lincoln105 programme and the 2025 designation of North Lincolnshire as an AI Growth Zone106, there are strong currents of digital progress in Greater Lincolnshire. All of this marks key opportunities to leverage and build the digital skills profile across the county.
In total, the sector’s workforce is currently projected to decline by 2% from 2020 to 2034 – however, that is when taking a stark examination of the sector in isolation. Employer evidence shows demand for digital, data and AI skills are embedded within existing roles in sectors such as agri tech, farming and food manufacturing, energy, defence, advanced manufacturing, professional and business services, construction, health and adult social care and the visitor economy, rather than confined to specialist digital occupations. Therefore, this LSIP is focusing on the cross cutting skills requirements rather than as a standalone sectoral issue. For clarity relevant SIC and SOC codes have been included here to help define where explicit sector and occupations are required.
Table ofPrioritySIC codes–Data, Digital and AI Awareness
Evidence confirms that confirms that technology adoption – both in the defined sector and across-industries - is accelerating faster than current workforce capability107 , particularly within the NHS and SMEs, creating productivity constraints and business risk. In specialist businesses and roles, Artificial Intelligence (AI), automation, robotics, cyber security, data engineering and emerging fields like quantum and drone technology are evolving faster than organisations can build talent pipelines for them Taking a wider view, employers stated frustrations around sourcing and developing skills that are driven by the fast evolution of business intelligence platforms including databases and Power BI.
Over the course of the focus group and survey, employers were able to define their digital needs across three clear areas;
1. Data interpretation/analytics skills to enable businesses make better data-led decisions and to ensure workers can maximise the capabilities of embedded technologies
2. Post-16 training on the Microsoft Office suite to enable school, FE and HE leavers to arrive into the workforce able to use common platforms confidently
3. Awareness of AI opportunities to aid productivity and avoid vulnerabilities. 107 Annex D: Page 146
DataInterpretation/AnalyticsSkills
A dominant theme across all sectors and even in large organisations like the NHS, Worldwide Fruit and British Steel was the need for practical data literacy, rather than advanced data science. Employers want staff who can:
• Interpret and use data generated by machinery, production systems, farms, energy assets, databases or business software
• Understand dashboards, basic analytics and performance metrics
• Support supervisors and managers to make data led operational and strategic decisions
This need is particularly pronounced in Agri tech, Farming & Food Manufacturing, Energy Industries, Professional Services and Health & Adult Social Care where businesses generate large volumes of data but lack capacity and confidence to exploit it effectively.
Post-16TraininginMicrosoftOffice
Employers across sectors consistently reported weak baseline digital capability among both new entrants and the existing workforce. This includes:
• Limited competence in Microsoft Office (Excel, Word, Outlook, PowerPoint) beyond basic use
• Poor confidence in handling digital documents, data entry, and workflow tools
• Gaps in understanding digital systems used in regulated, technical and safety critical environments
These gapsare most acute in SMEsand in rural and coastal parts of Greater Lincolnshire, where access to training has traditionally been more limited
AIandAIAwareness
AI was mentioned 331 times across the primary research – the highest incidence of any single theme or skills need. This is due to a general low base of understanding of what AI actually is, its benefits, and associated or perceived risks. Confounding the issue. there is also a strong perception among employers and workers that training cannot keep up with the surge forward in platforms and practices and local provision is either not available or not suitable for their needs That said, well over a third of employers indicated that they were ‘Very Likely’ to source external training relating to AI (36%)108 in the near future, marking an opportunity for local training centres to respond.
108 Annex D: Page 360
Through discussion with employers, the ERB established that while businesses of all types are keen to exploit the productivity gains associated with AI, for micro, small and medium enterprises they need to begin on this route with basic, short introductory training. Content should focus on the fundamentals of what AI actually is, how it works, the business benefits, the tools, plus associated risks and required policies
The skills need is not driven by demand for AI developers, but by a need for AI literate business owners and managers who can make informed, responsible decisions about AI adoption.
Data, Digital and AI AwarenessSkills needs:PriorityOccupations (SOC)
Occupation(SOCcode)
Programmers and Software Development Professionals (2134)
New vacancy adverts posted(12 months)in Greater Lincolnshire
Projected changein demand202434(Greater Lincolnshire) IsitaSkills England ‘high growth’ occupation?
Repairers (5242)
(3131)
Data, Digital and AI AwarenessSkills Needs:PriorityOccupations by Level
Level Occupation
AV technicians, immersive media, virtual production
IT business support and operations technicians
L3 Craft / Technician
Computer systems and equipment installers and servicers
Telecoms and related network installers
Digital Apprentices (and L4)
Drone operators
Programmers and mid-level software developers (L3, 5 and 6)
Cyber security specialists
L4-5 Higher technical, supervisors etc
L6-7 Professionals and management
Data analysts
Digital project managers
Business analysts, architects and system designers
Digital marketeers
Automation engineers
Data engineers
Data, Digital and AI Awareness Care Sector-Post 16 Provision Opportunity SummaryComments 16-18
• Only T Level data is available, but the area should expect very substantial volumes on L3 Diplomas and A Levels in IT-related subjects.
• Opportunity to track if any of these courses progress into Apprenticeships locally
• Only one T Level specialism shown on the data showing potential to expand Digital T Levels on offer?
Apprenticeships
• The market is dominated by Multiverse, QA and Corndel. Local providers and Colleges should seek to deliver Digital Apprenticeships
• No IT Support Technician Apprenticeships. Volumes on L6 Digital & Technology Solutions Professional are low. The University of Lincoln should explore delivering this
Across the primary research for the LSIP – which comprises dialogue with over 700 businesses - employers consistently reported that employability and essential/transferrable/soft skills gaps continue to represent as significant a constraint as technical shortages, cutting across all sectors. These gaps exacerbate technical shortages and limit progression, particularly for new entrants and career changers.
While sector specific skills vary, there is a striking consistency in the core behaviours, attitudes and work readiness skills that employers struggle to find and develop. This was a major theme in the 2023 LSIP, and the issues employers are concerned about appear to have intensified over the last three years.
A pervasive concern relates to workplace readiness among new entrants and early career staff, not only in younger recruits but also in workers aged 55-64 who are or have been economically inactive for some time
Effective and professional communication skills emerged as the most widely cited essential skills gap common in younger or less-experienced recruits. Employers across Advanced Manufacturing, Construction, Defence, Agri Tech, Health and Adult Social Care and Digital sectors report deficiencies in verbal communication, confidence, customer interaction, teamwork, and conflict management. These issues are particularly
acute where roles require collaboration, supervision, client and customer engagement, or the translation of technical information into operational decisions.
Closely linked is a deficit in problem solving, initiative and critical thinking. Many employers describe recruits who can follow instructions but struggle to work independently, adapt to changing circumstances, or apply learning in real world workplace settings. This is compounded by limited exposure to practical, contextualised learning before employment.
Employers also frequently highlighted weaknesses in professional behaviours that are challenging the progress and success of the workers, and frustrating more senior and tenured colleagues. The most cited issues employers raised were:
• Punctuality
• Reliability
• Motivation
• Personal resilience and self-management
The personal resilience matter is of particular annoyance to employers. They report a distinct dip in the flexibility of workers, capacity to take and reflect on constructive feedback about operational and performance issues and manage their responses professionally.
Frequent references to poor attendance, interview no shows, high dropout rates, and unrealistic expectations around pay and progression point to a broader challenge in preparing individuals for the realities of work, especially in SMEs and operationally demanding environments.
One practical skill that employers say needs urgently rebuilding is telephone confidence among education leavers. Focus group and survey participants consistently stated younger workers are unfamiliar with telephone etiquette and are fearful of taking and making calls in the workplace. While this is a broad societal shift and is somewhat unsurprising, those entering their careers clearly need assistance to effectively carry out calls as part of their day-to-day role.
Overall, the evidence points to a clear need for stronger, earlier and more consistent development of employability skills. They wish to see those capabilities embedded throughout school, FE and HE education, training and workforce transitions, alongside technical provision, to support productivity, retention and progression across Greater Lincolnshire’s economy. Throughout the consultation, employers and providers voiced a need for a Skills Passport for the county. While not a new concept, the strength of discussion on this matter demonstrated an eagerness for this to be introduced. Employers said it would be effective for learners at FE and HE level to complete
employability modules and that a completed passport would give them as recruiters confidence in the individual’s readiness for work.
Priority Theme 5: EMPOWER: People Management Skills
Summary of LSIP Primary Research
Throughout the Primary Research period, employers across key sectors reported a defined need; that those with people or line management responsibilities require support to carry out their roles effectively, compliantly and confidentially. Recent changes within the wider workforce - some of which are set out in Theme 4 - and the implications of the new and unfolding Employment Rights Act 2025 - are creating new pressures on managers. Employers were very clear this need is not about Leadership level – this mass need is for people managers.
Overall, employers say that weaknesses in people management capability are emerging as a critical constraint on productivity, retention and skills development, particularly within SMEs and operationally intensive sectors. LSIP research shows that employers in some critical sub-sectors – especially Food Manufacturing and Adult Social Care - are facing challenges in directing or promoting individuals into supervisory or managerial roles without the corresponding leadership, people or business skills or meaningful pay uplift, creating performance risks for both teams and organisations.
A consistent theme across Advanced Manufacturing, Construction, Agri Tech, Defence, Health and Digital sectors is the gap between technical competence and effective line management. Employers report strong tradespeople, engineers and operators struggling when required to manage staff, handle performance issues, communicate expectations, make suitable health-related adjustments or motivate teams. This is especially acute in smaller businesses where managers hold multiple responsibilities and have limited access to formal or internal HR support.
Performance management and people development are highlighted as key areas of weakness by employer participants in focus groups and the survey. Employers describe limited capability in giving constructive feedback, managing underperformance, supporting apprentices and early career staff, and planning progression routes. This contributes to inconsistent workforce standards and over reliance on a small number of experienced individuals, which when conflated with the ageing workforce in key sectors is troubling
The research also identifies gaps in communication, oracy, confidence and conflict management among managers. Difficult conversations - around attendance, behaviour, capability, individual needs and change - are often avoided or poorly handled,
undermining team cohesion and accountability. In Construction, Health and Adult Social care and Advanced Manufacturing, inadequate people management was directly linked to retention challenges, disengagement and reduced productivity.
Change pressures are amplifying these needs. Managers are increasingly required to lead teams through digital transformation, adoption of AI enabled systems, new compliance requirements and changing work patterns. However, many lack the skills to manage change, address workforce anxiety, or translate strategic objectives into day to day practice.
Employers also showed self-awareness in their own limitations on their capacity for succession planning. Forward planning for skills, role replacements, retirements and even priming future CEOs or MDs takes time, business intelligence and capacity.
Overall, the evidence points to a clear need to strengthen foundational people management skills, including manager confidence, communication, performance management, coaching, and workforce planning Without this, employers’ ability to recruit, retain and upskill their workforce in line with LSIP priorities will remain constrained.
Finally, employers stated that lengthy and expensive courses are not their desired solution to addressing this skills gap. They want short and accessible solutions that are locally designed and delivered.
Priority Theme 6:ACCESS: Navigation and Delivery of Training
Summary of LSIP Primary Research
Access to training and employment remains a system-level barrier in Greater Lincolnshire. The county’s rural geography, limited public transport and travel costs restrict access to skills provision and job opportunities. These constraints disproportionately affect young people, entry-level workers and those seeking to upskill.
Across the LSIP research programme, transport barriers and low visibility of training provision were consistently identified as structural constraints. Employers were clear that these fundamental barriers limit participation in initial training and upskilling, drive recruitment and retention issues and create barriers to employer engagement with the skills system. Focus group and survey participants stated clearly that these issues cut across multiple sectors and disproportionately affect young people, rural communities, apprentices and SMEs.
Transport is a systemic barrier, particularly in rural and coastal areas and where the local economy largely supports sectors that are not 9-to-5 in nature. Employers and providers report that limited or unreliable public transport restricts access to further education colleges, specialist training centres and the workplace (which in some sectors is movable i.e. construction sites or domiciliary care). This is especially acute for 16-19 learners and Apprentices, many of whom cannot drive at that age due to cost barriers and have few viable alternatives. As a result, learners are reportedly deterred from enrolling on courses if providers cannot provide bus transport (though many in the county do so). Further, employers face reduced apprentice retention, and businesses are discouraged from recruiting locally. In some cases, the absence of provision within daily travelling distance extends time out of the business or requires costly travel to other parts of the region or beyond. There are examples of excellence in FE, such as Lincoln College trialling delivery of driving lessons and theory test provision on campus. But it is felt this offer needs to be significantly widened as part of FE enrichment activities to address the problem.
Participants also highlighted significant challenges in navigating the training landscape. Employers - particularly the county’s SMEs - report difficulty in identifying appropriate provision, understanding eligibility, funding opportunities and comparing options across FE, HE, independent providers and other solutions such as Skills Bootcamps. Provision is described as fragmented, frequently changing, and poorly signposted, with awareness often reliant on informal networks rather than a clear, trusted and easy-to-find hub of current information. This leads to missed opportunities, duplication of effort, and reliance on in house training (often sourced from outside of the area).
While digital course directories do exist, the LSIP evidence suggests they are under used or insufficiently tailored to employer needs, often lacking clarity on location, delivery flexibility, funding, relevance to specific roles, or suitability for small businesses. Quite simply, they are also not localised. Employers expressed a preference for simple, local, current and relevant guidance, rather than qualification led listings. Providers and local authority representatives were also supportive of a solution to this need, pitching a potential local 11“Trivago for training” at the LSIP Provider Summit.
Overall, transport and course finder challenges act as hard barriers within the skills system. Without improved physical access to provision and clearer, more navigable information on available courses, employer demand for skills, particularly in priority sectors (Themes 1 and 2), cannot be fully met. Addressing these issues is essential to improving employer and learner participation, retention and alignment between skills supply and meeting local labour market needs.
