Beena Nana, FIS Head of Skills and Training, discusses the global skills shortage crisis facing construction and takes a look at how Unispace is tackling talent shortages by developing skills from within.
The construction industry is facing a crisis that can’t be ignored. Across the UK, Europe, and far beyond, tens of thousands of skilled workers are retiring or leaving the workforce. The result? Projects stalling, costs spiralling, and ambitious housing and infrastructure targets slipping further out of reach. With demand for new homes, commercial spaces, and green retrofits soaring, the race is on but right now, there simply aren’t enough handson site to keep pace.
This isn’t just a UK problem. It’s a global challenge. Major newspapers and industry bodies have warned of the risks, with The Times recently reporting that flagship projects such as the Lower Thames Crossing and the National Grid expansion are under threat because of severe skills shortages.
The numbers behind the shortage
In the UK, an estimated 47,860 additional construction workers will be needed annually between 2025 and 2029, according to the Construction Industry Training Board (CITB).
Around 12.4% of UK firms report labour shortages, particularly in key trades such as bricklaying and electrical work (Construction Digital). Civil engineering roles are especially affected, with vacancies in the UK rising by 84% between 2022 and 2024 (Financial Times). The situation is similarly challenging in Germany, where in 2024, 53% of construction firms and 61% of civil engineering firms reported difficulties filling roles (Reuters).
At an EU-wide level, construction consistently ranks among the top sectors for labour shortages, with both the EU Labour Market Dashboards and EURES actively promoting construction careers in the sector.
Beyond Europe, the story is the same — and often worse
In the United States, 91% of construction firms report difficulties in finding qualified workers, and with 41% of the current workforce expected to retire by 2031, the industry must attract 723,000 new workers annually just to meet demand (Autodesk / NAHB). Australia is experiencing similar challenges, with a 22% drop in apprenticeships in 2023 and a projected shortfall of 40,000 workers in Queensland alone as it prepares for the Brisbane 2032 Olympics. In Asia, the situation is particularly acute; Thailand faces a shortage of 300,000 construction workers, and
surveys indicate that 70–80% of markets across the region are grappling with serious skills gaps (Turner & Townsend).
Who’s missing from the workforce?
The construction labour shortage spans a wide range of skilled trades, with the most critical gaps appearing in bricklaying, carpentry and joinery, plastering, roofing, plumbing, electrical work, HVAC/MEP (mechanical, electrical, and plumbing), and civil engineering.
Why the shortage exists
The drivers are well known, but no less daunting:
• Aging workforce: A generation of experienced tradespeople is retiring faster than replacements can be trained.
• Post-pandemic disruption and Brexit: Migration fell sharply, leaving structural vacancies.
• Training gaps: Low apprenticeship uptake, underused levy funds, and underinvestment by small firms.
• Image problem: Construction careers are still under-promoted to young people, and career-switchers rarely see it as a first choice. And it’s not just retention. Other countries are actively poaching talent. The Infrastructure and Projects Authority referenced one design business with several hundred designers recently leaving
the UK market to work on Saudi projects.
Fighting back
In response to the growing labour shortages, governments and industry bodies are stepping up efforts to attract and train the next generation of construction workers. In the UK, £600 million has been pledged to train 60,000 workers by 2029, while innovative approaches such as flexijob apprenticeship agencies are being piloted to allow apprentices to gain experience across multiple employers — making it easier for small and mediumsized enterprises (SMEs) to participate in training. Across the EU, initiatives like BUILD UP Skills and EURES campaigns aim to modernise vocational training and actively promote construction careers.
Businesses in the sector, including FIS and our members, are also exploring alternative routes into the industry, such as skills bootcamps, targeted training initiatives, and partnerships with colleges and training providers. These efforts particularly focus on developing skills from within the existing workforce while creating accessible entry points for new talent. By supporting flexible learning and upskilling opportunities, FIS is working tirelessly to bridge the skills gap and strengthen links between education, employment, and long-term career progression.
At the same time, the sector is undergoing a rebranding effort, with improved marketing strategies highlighting construction as a career offering strong pay, clear progression routes, and international opportunities — helping to attract a more diverse and future-ready workforce.
Penelope McCallum, Head of Sustainability Unispace EMEA, explained to Beena, their approach to tackling the talent shortages by developing skills from within. Through studio hopping, mentoring,
and work experience programs, the business fosters growth, shares global expertise, and inspires future talent — helping build a stronger, more resilient industry.
The Unispace approach
Unispace is a global business, which feels the impact of these shortages first-hand. But is also uniquely positioned to respond. Since 2010, it has provided the world’s only fully end-to-end workplace partner, blending strategy, design, and construction under one roof. “With more than 5,500 projects delivered worldwide, we understand what it takes to attract, train, and retain the very best talent. We want to share our ideas with others as although global initiatives they can be applied at local levels,” said Penelope.
Retaining talent and upskilling internally
Penelope explained to Beena how Unispace grows talent through global studio rotations, mentoring, and hands-on apprenticeships. Studio hopping: At Unispace, studio hopping isn’t just a perk it’s a strategic approach to talent development and client service. By rotating across studios, our team members gain a cross-pollination of ideas, seeing how colleagues tackle challenges, innovate in design, and solve complex projects. Equally important, they experience firsthand how we support our global clients consistently, learning best practices from each region. This
approach not only enhances individual growth but also ensures that every project, whether in London, Sydney, or Singapore, benefits from the collective knowledge and expertise of Unispace worldwide. In short, studio hopping turns mobility into mentorship, collaboration, and global consistency helping us retain top talent while delivering seamless, high-quality solutions for our clients.
Mentoring: Within Unispace this is a oneto-one relationship, typically set over a defined period, where a more experienced professional (the mentor) provides guidance, support, and practical insights to a less experienced colleague (the mentee). The goal being to help the mentee develop skills, knowledge, and confidence, enabling them to perform at a higher level and advance
in their career. Mentoring offers access to impartial, non-judgmental advice, and
fosters personal and professional growth.
Importantly, mentoring is a voluntary, twoway relationship. Both mentor and mentee collaborate to achieve agreed objectives and often both parties take great learning and discover new ways of thinking to really spark. It’s about mutual commitment, learning, and shared success.
Apprentices/work experience: Across the globe we open our doors to work experience students. We want the next generation to see the potential and types of careers in design and delivery. The programme is designed to build confidence and spark curiosity, showing that opportunities stretch far beyond construction sites — from marketing and client engagement to design, 3D visualisation, and project delivery. The most recent was in our London offices where we encouraged the students to roll up their sleeves on real campaigns, producing visuals, crafting presentations, and even joining photoshoots. The result? An engaging, eye-opening experience that showcased the creativity, collaboration, and excitement of a career in design and construction.
Some of the students provided us with their feedback.
Dominic Henderson, a first-year engineering student at Cambridge, said: “I recently completed work experience at Unispace’s London offices over the summer. It was an exciting two weeks, and I had the opportunity to work with both the Finance and Sales departments, gaining exposure to live sales calls and the fundamental principles of accounting. It was an exciting and very insightful introduction into the world of finance. “Spending a week at Unispace was eye-opening. I got to see how every department, from design to construction, works together to bring projects to life. It wasn’t just observation — I was trusted to contribute and learn hands-on, which made me feel like a real part of the team,” said Maxime Phung.
A further success is where Dana Serrano Phung our Principal Delivery has developed a relationship with ESCT, a well-known construction school in France. The school offers a program supported by the French government that allows students to alternate between academic studies and professional work experience. This system enables Unispace to train students according to our processes and values, and once they graduate, we have the opportunity to hire them directly thus ensuring a smooth integration into our teams.
Unispace has employed two students as a direct result of this approach. David Afonseca as a Project Manager Assistant and Leonard Salomon as a Junior Site Manager. This approach to learning ensured these candidates gain hands-on experience in construction and take an active role in real-world projects. Unispace offered them the opportunity to join the Delivery team, collaborate with highly skilled Project Managers, and contribute to the successful completion of prestigious projects such as Jacquemus, The Independents, and FIFA.
Providing feedback on their experiences Leonard said: “Our time at Unispace has been an incredible learning experience. We were given real responsibility, guided by experienced mentors, and exposed to the full life cycle of complex projects. It’s the kind of experience that truly prepares you for a career in construction.” “Joining Unispace as a student was the start of an incredible journey. From day one, I was trusted to contribute, learn, and take ownership on real projects alongside experienced professionals. Today, as a full-time employee, I can truly see how that experience shaped my confidence, my skills, and my passion for building spaces that matter,” said David.
In conclusion we are committed to fostering growth and learning, no matter where you are in your career or your aspirations for the future, with meaningful and practical learning experiences
facilitated by our teams, and partnerships with award-winning global learning providers. By investing in apprenticeships, embracing flexible models, and showcasing construction as a career of choice, we’re helping to futureproof our workforce and deliver the worldclass spaces our clients expect.
The skills shortage is real, global, and multi-faceted. Immediate recruitment gaps number in the tens of thousands, while long-term needs run into the hundreds of thousands. Demographics, training pipelines, and migration all play a role. Policy responses are gaining momentum — but it will take time before they fully bridge the gap. For now, Unispace believes the industry has one clear task: to inspire the next generation of builders, designers, and makers. Because without them, the foundations of our future can’t be laid.
