Global Wind Workforce Outlook 2025-2030
Figure 7: Local Workforce Readiness Assessment and Development
Informed Project and Investment Decisions
Sustainable Local Workforce with Transferable Skills
Social and Economic Benefits Retained in the Community
Alignment with National Energy Transition Goals
Outcome
Duty Holder:
Stakeholder Engagement
Investors Public Sector
Capacity Development and Knowledge Transfer Targeted Capacity Development – training programmes and upskilling initiatives aimed at addressing critical skill gaps identified in the workforce mapping and gap analysis. Knowledge Sharing & Skill Relocation – transferring expertise from experienced technicians (possibly from other regions or countries) to the local workforce, ensuring continuity of technical skills and retention of institutional knowledge despite workforce turnover.
Workforce Mapping Identify local workforce demographics Industrial history and workforce skills
Regularly tracking workforce preparedness through metrics such as stang levels, skill availability, critical role gaps, and projected workforce needs – to assess the eectiveness of strategies, policies, and workforce development initiatives, and to adjust training, knowledge transfer, and deployment plans accordingly.
Core Actions
Define Asset Workforce Demand Identify roles needed for operation, maintenance, and upgrades over the plant’s expected lifespan. Include critical technical roles, safety roles, and specialized construction positions.
Monitoring and Adaptation
Public Sector Considerations Local government branches will play an important role in understanding workforce readiness to support both project development and long-term asset management. An effective assessment could examine the availability, skills, and capacity of the local workforce, particularly for critical roles in maintenance sector. As wind energy develops rapidly, the public sector may experience challenges to respond in time to workforce demands during project development, which can lead investors to source labour externally.
This approach can inform the design of national energy transition roadmaps, enabling countries to set clear workforce development targets as part of their renewable energy and industrial strategies, develop detailed national programmes and action plans to upgrade education and transition support systems to channel and train enough professionals for industry needs.
Capacity Development Once workforce readiness has been assessed, capacity development becomes a critical focus to ensure the long-term sustainability of skills and job creation. While governments often prioritise investment in transferable skills – those that can be applied across industries – there is also a strong case for committing to wind-specific training.
Workforce Assessment By proactively assessing and developing the local workforce, however, communities can capture long-term benefits, including job creation and sustained value through ongoing maintenance and operations. Typically, a combination of sources can be used to gain a comprehensive view of the local workforce. National or regional labour statistics, industry reports, and data from vocational and training institutions can provide insights into workforce demographics, skill levels, and emerging talent. Information from employers, unions, and industry associations can further highlight workforce availability, existing gaps, and potential training needs.
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Chapter 5: Energy Transition and Workforce Readiness
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