Plan skills like we plan programmes
Phil Siveter, CEO
| Thales UK
A widening shortage of industrial and digital skills is putting national defence capacity at risk
The risk to sovereign capability
Defence faces a twin skills gap. Industrial trades such as welding are short, with credible estimates of more than 35,000 additional welders needed in the next few years. Digital roles in data, AI and cyber are also tightening as the wider public sector modernises, drawing on the same talent defence needs. Many experienced staff are close to retirement, creating a sharp loss of expertise unless we transfer knowledge now. We must also plan for resilience. In a surge, defence may need to draw talent from adjacent sectors such as automotive, rail and energy, so skills must transfer across industries.
What government can do now
Government can set the conditions using models that already exist. The National Shipbuilding Strategy (2017) and refresh (2022) catalysed a Skills Taskforce and a subsequent Skills Delivery Group under the National Shipbuilding Office, with actions, owners and dates. Similar approaches could now be applied to cover priority trades and digital.
Publish a rolling 24-month view of priority roles by region, then fund places in further education and short, job-linked courses to match that demand. Back regional centres with real equipment and testbeds so learners and teachers work on live problems, not just simulations.
CyberFirst shows how a national scheme can widen the pipeline, though supply still trails demand. Move curriculum updates faster where technology changes quickly, especially in AI, data and cyber. We also welcome stronger science teaching in schools, including clear routes to study biology, chemistry and physics as separate subjects.
What industry must bring
Industry must match that ambition with predictable hiring and real exposure to work. Give providers intake schedules they can plan around, and guarantee interviews for completers of approved courses. Release experienced staff to teach in colleges and schools. Pay for teacher continuing professional development (CPD) days with partners so teachers can refresh technical skills and understand current use cases. Raise aspirations early, especially where disadvantage is highest, through national events like The Big Bang and hands-on programmes that ask pupils to solve real problems. Build a learning industry, not just learning companies, with structured knowledge transfer from experts to new starters, and with micro-credentials that travel between employers. Create conversion routes and mutual recognition so people can move from adjacent sectors when needed and ensure SMEs can access the same training capacity and hiring rounds.
Measure what matters, test resilience
We should also measure what matters and test resilience. Track completions, placements and six-month retention by region. Record time from offer to start for roles that need clearance. Measure the number of returners and career-changers. Publish results every six months and adjust places accordingly. Run planned surge drills that move people between sectors and regions, so the system learns before demand spikes. This aligns with earlier Defence Growth Partnership work and the Defence and Industry Joint Committee focus on skills, where the aim is practical delivery with clear accountability.
One part of a wider effort
At Thales, we are one part of this wider effort. Our live skills academies in sonar, optronics, electronic warfare and air defence pass expertise from experienced engineers to new starters. We support teacher placements and fund CPD days through partners. Around our main sites, we work with partner schools and colleges to raise aspirations and widen access. In Wales, the National Digital Exploitation Centre connects schools, colleges and employers to live cyber projects. In digital, cortAIx UK sustains around 200 roles across AI and data, working with universities, SMEs, government and industry. We also write skills commitments into social value plans on government contracts, including MSET, MCCS and e-Gates, so training leads to jobs.
Working together on next steps
Set the plan, fund the places, open the doors to work. If we act together now, we will keep capability at home and give the next generation clear paths into skilled careers in every region.
