News
Champions for young talent
7 Oct 2026
Confronted by the reality of the youth skills shortage, these entrepreneurs decided to take action – from boosting existing potential to creating training centres and collaborating with colleges.
In May, former health secretary Alan Milburn released a report into young people and work that warned of a “lost generation.” The research found that the number of young people not in education, employment or training (Neet) could hit a staggering 1.25 million within five years. It also revealed that 84 per cent of Neets do want to work or train but face serious systemic barriers. Andy Burnham’s government has responded with the Youth Skills Programme, which promises a suite of reforms to apprenticeships and technical education, but businesses also have a role to play in boosting opportunities.
The LDC Top 50 are among those stepping up to join that drive. Take Mara Rastall, who recalls the moment she noticed the lack of skills in engineering. It was 2022, and she was trying to recruit a power system consultant for Merseyside-based Enspec Power. The job ad drew 400 applicants, only seven of whom said they had the right to work in the UK. Four of them were lying – the remaining three had no relevant experience.
“There were literally zero candidates with that experience,” says Rastall, now Enspec’s chief executive. “It was a real eye-opener when it came to the skill shortage the industry experiences.” Enspec was quick to respond. It boosted salaries, offered sponsorship to overseas candidates and launched a graduate training programme to develop talent internally. “Everything we do is to an Enspec standard and is fundamentally bespoke,” Rastall says.
Mike Shipp knows all about the power of early opportunities: he started as an apprentice himself, and was just 19 when a manager suggested he investigate the then-nascent solar sector.
Having gone on to co-found Carbon3, which offers renewables services around the country, Shipp is now committed to giving young people similar opportunities to progress. In February, the company launched a purpose-built training centre, which includes mock-up roofs so that trainees can install panels in a realistic setting.
The idea was to train them to be above and beyond the industry standard.”
“We really want to be the best in what we do, and to train people to be as good as they can be.” This year, 20 to 25 apprentices will be coming up through Carbon3, with experience in engineering, marketing, administration, design and sales.
Dave Kelly has taken a different approach as chief executive of 2i, which provides quality assurance and software testing for clients including the UK and Scottish governments. Kelly has overseen a partnership with Edinburgh College, helping it to refine its technical courses so they teach real-life skills that are relevant to today’s challenges.
He highlights how this approach is benefiting the business as much as the trainees. “We get first pick of people coming out of the department,” says Kelly. “Some of them are unbelievable.”
Yet a national skills shortage won’t be solved by recruitment alone. Once employers have brought the young people in, they must equip them to flourish. To that end, Kelly ensures that 2i focuses on succession planning, mentoring and organisation-wide training.
“I have a massive belief that we can bring people through the business and give them opportunities,” he says. “We’re proud of that as a 600-person organisation on a journey of growth.”
David Rice is another leader whose career was transformed by early support, when a manager spotted his technical nous and highlighted a trainee opportunity on the company’s data team. Rice now leads Bristol-based Snap Analytics, which helps organisations turn complex, fragmented data into a unified and useful pool that’s AI-ready. The company has been very deliberate in its recruitment language in order to draw more young women into the data sector.
“There’s evidence showing that men will apply if they meet about three out of ten criteria, whereas women often won’t apply unless they meet most of them,” says Rice. Having encouraged young women through the company’s graduate scheme, which has grown every year since 2021, Rice is learning all about the scale of the skills problem – but also how it feels for a manager to help make a difference.
“People tell us they’ve got six housemates from university who are all still trying to find work,” he says.
These are incredibly bright people. Being able to give them an exciting career is something I’m really proud of.”
