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The Topic: Workforce Planning UTILITY WEEK | 4TH - 10TH AUGUST 2017 | 13 ENW Electricity North West apprenticeship scheme celebrates ten years Regardless of how much is done to retain talent in the sector, there is still a desperate need for new people to enter the industry. Without them, the skills chal- lenge already being experienced will hit crisis levels. Apprenticeship schemes are an important way for new engi- neers to enter the industry and to be trained on the job, ensuring they are ready for the rest of their careers. This route also allows mentoring to occur from those more senior in the company, offering practical advice that would not be on offer via other educational routes. Electricity North West (ENW) has a been running its appren- ticeship scheme for a decade, and over that time has welcomed almost 200 apprentices, giving opportunities to people from its region. This year, ENW has taken 12 new starters on to its four-year T he UK's workforce is getting older. By 2020, more than one in three workers will be over 50. Earlier this month we heard that rise of the state pension age will mean that, starting from 2037, those who are now in their mid-40s will work for a year longer before they are eligible. While frequently reported in negative terms, longer working lives present a huge opportunity if we respond in the right way. The benefits for employers are clear. Older workers have a lifetime of work under their belts and can transfer their skills and knowledge across a business. Better staff retention leads to lower recruitment and training costs. Having meaningful employment in later life can also be personally beneficial, offering people greater finan- cial security, social connections and a sense of purpose. But despite the benefits, many older workers are leav- ing employment before they are ready – including in the utilities sector. Labour Force Survey figures show a stag- gering fall of more than 60 per cent in the employment rate for people working in the electricity and gas sectors between their late 40s and early 60s. There are many reasons why, but with better support and understanding from employers this doesn't need to be the case. So, what can be done? At the Centre for Ageing Bet- ter, we are doing a wide range of research to answer this question and have identified three key areas: 1. If you are an older worker, health – either your own or a loved one's – has the biggest effect on your deci- sions about continuing to work. Flexibility from employ- ers over aspects such as working hours and workplace adjustments need to be part of the offer to older workers. 2. Like most employees, older workers really value opportunities for learning, mentoring others and career progression. So, a manager should ensure they continue to discuss training goals and professional development with older workers, just as they would any other team member. We identified that autonomy is particularly important to older workers, so giving them greater control over the tasks they do could lead to higher job satisfaction and better performance. 3. Employers should strive for positive and inclusive cultures that respect individual differences and which don't tolerate age discrimination – an issue which is oen hidden or overlooked. For example, managers might choose to skill-up younger members of their teams, and pass over older workers for training. It might not seem like rocket science, but the right support and practice from employers is essential to enable more of us to be in fulfilling work for longer – and they in turn could reap the significant rewards of an experienced, committed and harmonious workforce. Patrick Thomson, senior programme manager, fulfilling work, Centre for Ageing Better Retaining older workers pays off Comment: Patrick Thomson, Centre for Ageing Better absence-linked costs, as well as £2 million on recruitment. Centrica managing director Ian Peters said: "Policies and practices that support carers are crucial to the resilience and success of our business. "However, it is not only car- ers who need support. Managers need to be aware of the issues working carers face, and to understand what is available to balance the needs of the busi- ness with those of the carer and other members of their teams. "It is about knowing your employees and working flexibly with them to find solutions." apprenticeship scheme, which will see them train to work on the region's electricity network from urban Manchester to rural Cumbria. Successful completion of training leads to jobs looking aer underground cables and substations, working to main- tain and repair the electricity network. Chief executive Peter Emery said: "Our apprenticeship scheme is a great way to ensure the workforce has a smooth and even age profile. It makes busi- ness sense for us and we also benefit from the energy and bright ideas that the apprentices bring with them." He added that the industry is going through its biggest change in decades with the transition to a low-carbon economy and ris- ing demand for network capacity as more renewables and low-car- bon technologies, including elec- tric vehicles and heat pumps, are deployed. "Having young minds apply- ing themselves to that change is necessary for our business and will help drive forward the transition to a low-carbon and renewable energy-driven elec- tricity system," he said. OF A COHORT OF 11-YEAR-OLDS only 1 in 5 pupils will achieve GCSE physics only 1 in 20 will achieve A Level physics Just 1 in 50 will achieve an Engineering Degree Source Engineering UK (2016). The State of Engineering