The UK’s highways and transportation sector plays a vital role in connecting communities and powering economic growth. But as the industry grapples with mounting infrastructure demands, skills shortages, and recruitment challenges, one issue stands out as a silent risk to progress: staff retention.
Highways projects are long-term, complex, and high-stakes. When skilled professionals leave, the consequences ripple across budgets, timelines, and project outcomes. So, how can the sector keep hold of its most valuable asset—its people?
what today’s workforce wants: more than just a paycheck.
Insights from the Randstad Workmonitor 2025 reveal a fundamental shift in employee expectations. UK professionals now place work-life balance (85%) and job security (83%) above even salary (79%) when choosing where to work.
The message is clear: to keep talent in the highways sector, employers must go beyond competitive pay. They need to offer security, flexibility, and purpose—elements that directly influence loyalty.
the retention risk: skills shortages and sector pressures.
According to the Chartered Institution of Highways & Transportation (CIHT), the sector remains heavily male-dominated (82%) and is under pressure from persistent skills shortages. Take National Highways (formerly Highways England) as an example: with just 3,800 employees responsible for more than 100 major infrastructure projects in the next five years, the cost of attrition is steep.
When experienced staff walk out the door, they take valuable institutional knowledge and project expertise with them—leaving gaps that are expensive and time-consuming to fill.
case in point: retention success stories.
Some organisations are already leading the way.
Leicestershire County Council’s Transport Planning Apprenticeship Scheme boasts an 89% retention rate since 2017, thanks to structured career paths and professional development. Similarly, National Highways invests in graduate schemes and apprenticeships to develop in-house talent and reduce reliance on external hires.
These efforts do more than build skills—they build loyalty.
flexibility and future-proofing: the new non-negotiables.
In a sector known for demanding workloads and public scrutiny, flexibility is a game-changer. The Workmonitor 2025 data shows that:
- 51% of UK workers won’t accept a job without flexibility around working hours
- 43% want flexibility around location
- 60% would leave if they didn’t feel a sense of belonging
Additionally, 41% of employees would quit if there were no opportunities for career development, and 42% wouldn’t accept a job that didn’t help them build future-proof skills—especially in areas like AI and digital transformation.
The highways industry must adapt to these expectations to attract and retain top talent—particularly from younger, more diverse generations entering the workforce.
culture counts: why belonging drives performance.
Retention isn’t just about perks—it’s about people.
85% of workers say they perform better when they feel a sense of community at work, and 84% say it’s crucial to their mental wellbeing.
In such a high-pressure sector, building inclusive, supportive environments can have a transformative impact. When people feel they belong, they’re more likely to stay—and thrive.
looking ahead: retention as a strategic imperative.
The highways sector contributes to some of the UK’s most critical infrastructure and long-term growth. But without a stable, skilled workforce, delivery will falter.
Retention isn’t a soft HR issue—it’s a strategic priority.
To build a resilient future, employers must:
- Invest in training and L&D
- Offer flexible, secure, and purpose-driven roles
- Nurture a culture of belonging and support
- Create clear development pathways
By focusing on what today’s professionals truly value, the sector can lay the groundwork for sustainable success—one career at a time.