Annual Report 2025
628,000 technicians will be needed to build and maintain wind fleets in 2030. However, even though it can take up to a decade to scale up a wind workforce, local workforce readiness is often not adequately consid- ered during project planning, resulting in a shortage of technicians and training capaci- ty. Equally, in mature markets, an ageing workforce dictates the need for new talent but the lack of internationally recognised pathways for job roles in wind constitutes a significant obstacle. What is ultimately re- quired is twofold: the right infrastructure to supply the wind energy demand of each market combined with preparing the work- force to build and maintain the wind farms of today and tomorrow. Five Core Actions to Ensure Local Workforce Readiness As growth in local wind market and global aspirations puts pressure on training infra- structure and workforce capacity, a seismic
shift in the way countries and regions ad- dress technician shortages, build training capacity and improve talent retention is re- quired if they are to keep pace. Taking a best-practice approach, the GWWO 2025-2030 report identified five core common elements to support project development and long-term asset man- agement. These actions, Stakeholder En- gagement, Workforce Mapping, Define Asset Workforce Demand, Capacity Devel- opment and Knowledge Transfer, and Monitoring and Adaptation, all require close collaboration between public sector agents and private investors, typically with one duty holder assigned. In the following chapter, we take a closer look at how we have collaborated with our community to address the energy workforce challenge in 2025.
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