Tackling the skills gap in the chemical su…

With the chemical sector recently recognised as a key foundational industry in the UK government’s Industrial Strategy, a plan to drive economic growth, it’s importance to the economy and society is clear.

The chemical sector underpins many industries essential to everyday life, including pharmaceuticals, agriculture, construction, and technology, and is essential to powering innovation. It will undoubtedly play a crucial part in working towards the government ambition of becoming a global innovation hub by 2035.

Chemicals are also designated Critical National Infrastructure (CNI), and over 97% of all manufactured goods contain input from the sector[1]. In 2023, chemical industry revenues in the UK stood at 62 billion British pounds, with a GVA (gross value added) of 30.4 billion British pounds[2].

Which poses the question, why is the industry currently facing a widening skills gap? Caitlin Finnigan looks at some of the reasons why and how the industry is working together to offer potential solutions.

Understanding the skills gap

The chemical supply chain is currently facing potential issues regarding the sustainability of its workforce, coined as a ‘war on talent’. Ageing workers making up large proportions of many industries within the chemical supply chain and a lack of incoming workers possessing the appropriate skills has left the sector at risk of knowledge drain in the future.

There is a suggestion this could present significant challenges, including compliance risks and disrupted operations. With policy and technology continuing to evolve, the chemical supply chain must adapt to keep up with the growing demands of the sector.

This sentiment is clear amongst chemical industry professionals, with 85% stating that they felt a skills gap was present within the chemical supply chain[3]. The gap persists within a number of categories that play a huge part in ensuring effective and strong supply chains.

For example, there is currently a rapidly growing demand for sustainability knowledge amongst chemical companies, as the UK looks to meet ambitious net-zero and clean energy targets. The Department for Energy, Security and Net Zero estimate that between 135,000 and 725,000 new jobs could be created in low carbon sectors by 2030, with chemical engineers in demand along with regulatory and process safety experts[4].

Within logistics, industry professionals are keen to bring young people into driving careers. A huge 55% of HGV drivers in the UK are over 50[5].

These highly skilled roles require workers to undertake the relevant qualifications, with continuous training then needed to stay on top of the ever-changing supply chain landscape.

Digitalisation within supply chains is also growing fast, and industry professionals note a hesitance to embrace systems that could see the skills gap close.

“AI, automation and data-driven decision-making are already transforming industries around us, yet many parts of the chemical supply chain remain stuck in outdated systems and manual processes.” Explains Adam Parks, Managing Director at 2M Services.

“The hesitation to adopt digital tools is not just holding back productivity, it’s making the skills gap worse by failing to equip teams for the future.”

It would appear this sentiment is prevalent amongst chemical supply chain professionals, with 36% believing the biggest skills gap lies in employees having a lack of training with new technologies[6].

Inspiring the future workforce

It is therefore essential that the chemical supply chain continues to collaborate in finding solutions that target all sectors of the workforce to see the gap close. The Chemical Business Association works with stakeholders and partners to run several initiatives that look to increase awareness of the opportunities that exist in the chemical supply chain.

Generation STEAM, a programme that aims to demonstrate the depth and breadth of chemical supply chain careers by including the arts in the traditional STEM acronym, undertakes outreach across the country, with programme ambassadors speaking to young people about their career journey.

“It’s important we spark curiosity at a young age”, Tim Doggett, Chemical Business Association Chief Executive explains.

“It is our responsibility to show young people that opportunities exist everywhere in the chemical supply chain, regardless of their interests and skillset. Outside of traditional lab coat roles, the chemical supply chain offers roles in a multitude of specialisms including design, technology, marketing, health and safety and transport, which young people, or even their teachers, may not be aware of.”

Doggett is also keen to ensure that experienced professionals looking for a career change are included in the CBA’s lobbying activity. According to the Learning and Work Institute, 49% of adults took part in learning in the last 3 years, the highest since records began.

“Their insights, adaptability, and deep industry knowledge are essential to building a future-ready workforce”, he explains.

“The CBA’s 5050 Vision fully recognises that. Encouraging our membership to prioritise skills development programmes for existing employees over 50 in the chemical supply chain creates opportunities for them to grow and develop into new roles.”

The CBA is also keen to stress the importance of ensuring that careers in the chemical sector are accessible to people of all backgrounds and abilities. Their ‘Future Council’ initiative, bringing together young people from different careers who work within the chemical sector to share their experiences, has just entered its third year. The group have worked with universities and other learning institutions to bring their stories to young people. Doggett speaks of the importance of the groups outreach work in inspiring the next generation to consider the chemical sector as a rewarding career.

“It’s invaluable to for young people to hear real stories from people they identify with in order to bring our sector to life and show that these careers aren’t abstract, they’re achievable and deeply rooted in a person’s individual interests.”

Questions can perhaps be raised of how those in the chemical industry can collaborate to set people on the pathway to a career. In 2023, only 36% of students felt prepared for their future career[7].

Jakki Lovewell, Business Manager at the Apprentice Employment Agency, collaborates closely with the Chemical Business Association and businesses in the chemical supply chain to get young people into apprenticeships in the sector.

“Apprenticeships are a valuable pathway for people of all age groups, providing structured, industry-led learning that equips individuals with the practical and technical knowledge necessary for today’s fast-evolving sector”, Jakki explains.

“Structured learning led by experts, with standards set by industry leaders, ensures apprenticeships remain relevant and forward-looking. They also help businesses embrace new technologies more efficiently and strengthen community ties by building local talent pipelines.

“With nearly 30 years in the sector, I strongly believe that workplace development is essential for building the skills and knowledge required in today’s chemical supply chain.”

The valuable pathway apprenticeships provide into jobs in the chemical supply chain is something that echoes across the sector. Danny Ashburner, Sales Manager at Rakem Group, credits his apprenticeship with giving him the skills needed ‘in his field and in life’, calling the experience ‘priceless.’

“[Doing an Apprenticeship] gave me a list of skills as long as my arm! But the main ones were communication, organisation, leadership and most importantly people skills!.”

“University isn’t for everyone and apprenticeships are a great alternative, they give you an insight into what the working world is really like and prepare you for your chosen career”.

When asked the best thing about doing an apprenticeship, Danny quotes the ‘industry experience’ he received from industry experts. This culture of knowledge sharing can be a powerful tool in inspiring younger workers to remain in chemical supply chain careers, boosting long-term talent retention.

This is perhaps indicative of how companies keeping a long-term view builds the foundations for keeping a sustainable pipeline of talent and sees individuals move into meaningful careers.

Investment in programmes that attract, retain and retrain individuals at all stages of their career is crucial in ensuring the industry takes decisive action to futureproof the chemical sector and stop a skills gap becoming a crisis.

Moving Forward

It’s clear that, through close collaboration, the chemical supply chain is making steps to bridge that gap. Industry, government and educational establishments working together to raise awareness of the careers that exist and offer pathways into them is key in addressing the challenges that the industry is facing and building resilient supply chains that are able to adapt effectively.

The task now is to scale what’s working to ensure initiatives including Generation STEAM, careers outreach, and offering apprenticeship opportunities, reach all corners of the sector. With a focus on attracting the right talent, the industry can develop a workforce equipped to drive innovation and grow one of the UK’s most important sectors.