Transport Just Transition Plan: Consultation Analysis

4. Workers

4.1 Priority Actions

Q9. Are there any gaps in our priority actions to support workers in the transition of the transport sector?

Over half (57.5%, n=49) of those who answered this question indicated that there were gaps in the priority actions to support workers in the transition of the transport sector.

Respondents were also asked to provide qualitative feedback at this question, with 64 providing substantive comments.

While the question had asked respondents to say whether their answer related to all workers or transport workers, only nine respondents made this clear. Six respondents had focused on all workers, two focused on transport workers, and three focused on other workers not in the transport sector.

While individuals provided a diverse range of feedback, there were very few common issues or topics. The only issue mentioned by more than one individual was a sense that workers in the transport industry may, in certain cases, need additional training and support. It was generally felt that for many, the transition would be reasonably natural and seamless, e.g. for drivers, where skills would be fully transferrable. Meanwhile, others may require training and upskilling, however, it was suggested that this should again happen naturally, with companies providing the training required for existing and new staff:

“For drivers, skills are fully transferable from fossil fuel vehicles to EVs. The situation may be different for mechanics and those in the supply chains. For them a just transition will be important.” (Individual)

Responses from organisations were generally positive and sought to ensure that all issues would be considered for a just transition. Three broad topics were discussed by organisations, including:

• Workforce supply, recruitment, training and retention;
• Areas for government support and responsibility; and
• Commuting and workplace interventions.

4.1.1 Workforce Supply, Recruitment, Training and Retention

A few organisations felt that the Plan and priorities captured the challenges facing the transport sector and workforce, and that it highlighted the need for a focus on skills, recruitment, training and retention of staff. Others, however, saw these as key issues without commenting on whether these were adequately reflected in the draft Plan or not. These respondents suggested that a key focus needed to be addressing any knowledge and skills gaps, the provision of education and training, and supporting or developing strategies for recruitment, retraining, upskilling, redeployment, and retention of staff:

“Most support measures are tailored to transport-specific roles (e.g. bus drivers, logistics workers, engineers). Workers in adjacent sectors (e.g. vehicle manufacturing, fuel supply, or digital tech) may benefit from equally clearly defined support pathways. In a similar vein, whilst training is a focus, more detailed, sector-specific retraining strategies, especially for those in carbon-intensive transport roles, would be beneficial.” (Private Sector Transport Organisation)

One organisation also stressed the need to ensure that coverage in this respect extended to volunteers in the community transport sector.

While it was acknowledged that the net zero policy and transport transition represented an opportunity for growth and job creation, several discussed current problems with the supply of transport workers. It was felt there was already a shortage of workers, especially in certain sectors. This included bus and train drivers, taxi drivers, and drivers for DRT and community transport. Challenges to recruitment and retention were said to involve a range of factors. This included pay and conditions, the high cost of living, housing shortages, and declining populations in particular areas. Any expansion of the public transport system would therefore need to tackle this problem as well as the wider connected issues.

While individuals had felt that much of the skills transfer and retraining would be reasonably straightforward, there were concerns among organisations that this would not be the case. Organisations specifically stressed that replacing jobs in the fossil fuel industry with roles in the renewables sector would not be seamless. Skills were not directly transferrable and so staff would require additional training or retraining. Organisations were also concerned that some workers could be left behind in this process, for example, older workers, disabled workers, and those not local to education and training opportunities. Similarly, there were concerns over the potential exclusion of young people due to them having fewer skills and lower levels of training and experience.

It was felt that opportunities for jobs and training were needed across Scotland, and should not only be concentrated in areas with good public transport links as this could exclude large sections of the population. Rather, rural colleges and local training opportunities were also needed. In addition, targeted training opportunities were said to be required in specific areas and sectors in order to equip the local population and to fill particular skills gaps.

A few (including the Just Transition Commission) felt that consideration of the impact of technological advances was needed in the Plan and priorities. This included AI, virtual reality, the digitisation of travel information, digital twinning, Geographic Information Systems (GIS), automation, and driverless vehicles. It was felt that the transport workforce would need to become skilled in these technologies and that long term skills and workforce planning needed to take account of this. Even where some technological advancements were not considered as having an immediate impact (such as driverless vehicles), it was noted that the target date of 2045 meant these issues could become more relevant over time. A few stressed that the negative impact on workers of these new technologies also needed to be considered, such as job losses and the need to interact with increasing automation of roles/decisions.

Several organisations also discussed the need for greater diversity, equality and inclusion (DEI) in the transport workforce. This was relevant to recruitment, staff retention, and career progression. In particular, organisations were keen to see targeted and tailored interventions for disabled workers, women, older workers, ethnic minorities, and other underrepresented groups:

“We know numerous roles exist that would suit disabled workers, including within control centres, management, planning and decision making. The Just Transition Plan for Transport would be an ideal opportunity to put in place an action plan to increase the number of disabled employees throughout the sector at all levels, and resource the supports needed to ensure retention and progression of disabled workers.” (Other Third Sector Organisation)

In relation to staff retention, a few organisations also flagged the importance of staff in delivering safe services (perceived or actual). Staff on-board services and at stops/stations were one of the key aspects to impact on safety of the public transport network. Therefore, respondents advocated for the retention of staff rather than efficiency and cost saving measures which result in the removal of staff. Similarly, ensuring safe work environments was also key for transport workers, and was seen as important to both recruitment and retention.

4.1.2 Government Responsibility

Several organisations stressed that employers and businesses would require funding and support in order to deliver the just transition. It was said that this would include investment and funding for skills development, and would require input from a range of support sources, such as local authorities, Business Gateway, and Scottish Enterprise. Similarly, respondents highlighted that many of these public sector organisations and other support services would also require funding and support, which should be considered within this section of the Plan.

Respondents also argued that continued engagement would be needed with businesses and employers to understand ongoing needs in terms of skills and resources. Similarly, collaboration and partnership working among all relevant stakeholders would also be required to ensure businesses can attract and retain staff and deliver on net zero ambitions. Two organisations also stressed the need for active involvement of workers and unions in all engagement and transition activities, and advocated for a worker-led transition.

A few organisations (including the Just Transition Commission) suggested that greater detail was needed in the Plan regarding the information and support that would be available to help people transition between roles. For example, one queried whether information would be available on different training programmes and funding or financial support. Another sought information on which types of jobs were likely to be able to transition into equivalent roles in the net zero structure, and which jobs were likely to disappear or be replaced by new jobs that would be filled by different workers. Similarly, the Just Transition Commission suggested that the Plan should be clear about where job losses are expected, as well as any mitigation measures to minimise disruption and support that will be available to help people.

It was stressed that a sustained strategic effort would be required to achieve both net zero ambitions and a just transition. New jobs would not only need to be available and accessible, but also attractive to the workforce.

4.1.3 Commuting and Workplace Interventions

A few respondents (including organisations and individuals) felt greater clarity and focus was needed in this section of the Plan. Specifically, it was suggested that it was unclear whether this section intended to focus only on workers within the transport sector, or whether it included all workers who rely on transport to commute or conduct their jobs.

Further, it was suggested that more needed to be included in the priorities to support commuters to make more sustainable and greener travel choices. In particular, a few felt that support for motorcycling and PTWs would be advantageous here.

A few respondents also identified a range of employer/workplace based interventions that could be supported and encouraged, including:

• Flexible working hours;
• Working from home;
• Workplace based car clubs and car share schemes, bike share and bike libraries;
• EV charging schemes for employees;
• Salary sacrifice schemes and loans to purchase travel hardware and equipment, such as mopeds, e-bikes and bikes; and
• Provision of work based transport, particularly for shift and night shift workers.

In addition, respondents again advocated for wider improvements and interventions that would support commuters. This included improvement to the public transport network; the provision of facilities and infrastructure, such as lockers and secure parking in towns, cities and transport hubs; and better integration of active travel and public transport, including the ability to carry bikes/e-bikes on-board.

4.1.4 Engagement Event Feedback

Rather than being asked about the priority actions and gaps for transport workers, engagement event participants were asked more specifically about whether they would be interested in working in the transport sector and what might help encourage or support them to do so.

Q9. Now that we have identified the jobs that need to be developed, do you think that you would be interested in these types of jobs? What would make you interested in this kind of work? What support would you need to get into a career in this industry?

Responses among engagement event participants were very mixed where this question was discussed.

The main aspects considered appealing or helpful by several different groups (representing a range of demographics), included:

• Awareness raising about employment and career opportunities, with a need for targeted promotion for different demographic groups;
• Good and fair pay, along with job and financial security;
• Career development opportunities;
• Access to training and apprenticeships, as well as funding for these opportunities;
• Entry level positions and trial periods; and
• Improved access to flexible childcare.

Suggestions were also made to potentially attract specific demographics to the sector. To attract women, it was suggested that it would be important to encourage girls into STEM subjects, and to address safety concerns and the provision of women’s facilities. To attract asylum seekers and ‘New Scots’, training may need to include language related support, and barriers related to the work visa system needed to be removed. Additional factors that would be helpful in attracting young people, included better role models, the provision of free travel, better working hours, and a guaranteed job at the end of any training.

It was also suggested that the transport sector needed to tackle workplace cultures and provide a more inclusive environment. In particular, there were perceptions of transport being a male dominated industry, which could discouraged many from joining the industry.

In more general terms, participants suggested that focusing on areas that currently had workforce shortages could help prioritisation (e.g. shortages in bus and freight drivers).

While not answering the set question directly, one group also provided more general observations regarding working conditions in the transport industry, which could be off-putting to potential new recruits. Participants detailed concerns about long, antisocial hours, high workloads, outdated equipment, and physically demanding tasks. Several highlighted stress linked to unpredictable rosters, chronic fatigue, and poor health impacts. A recurring theme was the strain placed on workers by unrealistic timetables, short turnaround times, and insufficient staffing - issues particularly prevalent in rail and road transport. Concerns also extended to other sectors including ferries, with reports of long-term wage suppression, ageing fleets, and the displacement of Scottish seafarers by lower-paid overseas labour.

4.2 Making Transport Jobs More Attractive

High levels of support were expressed for each of these options. For example, as shown in the chart, all four of the main options received high levels of support with 73% (n=60); 71% (n=58); 67% (n=54); and 61% (n=50) all rating these options as important. Of those who chose the ‘Other’ option, just over half felt additional actions would be important (n=14).

For the first three options the figures for those rating these as unimportant or indicating they were unsure were low: ‘Programmes which encourage women and girls to enter science, technology, engineering and mathematics (STEM) at school, college or university’ (unimportant – 16%, n=13; not sure – 11%); ‘Actions to increase access to childcare’ (unimportant – 12%, n=10; not sure – 17%, n=14) and ‘Actions that address existing pay gaps for certain groups’ (unimportant – 18%; not sure – 15%). However figures for the remaining proposals were slightly higher: ‘Actions to promote diversity and inclusion within the industry, including workplace culture changes’ (unimportant, 26%, n=21; not sure – 13%, n=71) and ‘Other’ (unimportant – 19%, n=5; 29.5% not sure, n=8).Several organisations noted that all proposals were important and necessary:

“[Organisation name] believes that all the actions outlined are important steps toward making transport careers more attractive to underrepresented groups, including women and young people. We recognise that achieving this will require a multifaceted approach, addressing education, financial barriers, and cultural perceptions, so that transport roles are not only accessible but also appealing to a broader and more diverse pool of people.” (Other Private Sector Organisation)

While respondents were also asked to detail the ‘other’ actions which they thought might make transport jobs more attractive, many elaborated on the other four proposals. Overall, 46 respondents provided comments at this question.

4.2.1 Education and Awareness Raising

Organisations that discussed the proposal to encourage women and girls into STEM subjects at school, college and university were generally supportive of this:

“We strongly support initiatives that encourage early engagement in STEM. Given the technical nature of many transport careers, these programmes can play a critical role in addressing gender disparities by helping to overcome ingrained stereotypes and equipping young women with the necessary skills and confidence to pursue opportunities in the sector. We recommend these efforts include mentorship schemes, work placements, and visible female role models from within the sector.” (Private Sector Transport Organisation)

A few individuals, however, also stressed the need not to overlook boys. Rather they felt that being provided with a good education, careers advice, and an awareness of options was important for all young people.

It was also suggested that a range of related aspects were needed more generally, and not just for women and girls or at an education level. In particular, greater awareness raising of the transport sector as a career option; promotion of what roles are available; and information, funding and support around the routes into the sector was required more widely. Respondents advocated for working with schools as well as wider employability services to raise the profile of the sector, to market jobs to the next generation of workers, and to attract those who may face barriers to employment. It was felt that clear progression pathways needed to be highlighted, and that public-facing campaigns were needed to challenge stereotypes and promote diverse role-models.

In addition to STEM subjects, the role of apprenticeships was also stressed by a few respondents. This was seen as a valuable option to attract people into the transport sector. However, one organisation advocated for reforms to the way this is operated and funded in Scotland. They suggested this should be more comparable with the English system, which would make it more attractive for Scottish employers.

4.2.2 Inclusive Practices and Culture Change

Several organisations advocated for accessible and inclusive workplace practices within the transport sector:

“Creating an inclusive and equitable work environment can attract a diverse workforce and ensure that all individuals have equal opportunities in the transport sector.” (Public Sector Transport Organisation)

Organisations were keen to see support which would encourage the recruitment of women, young people, disabled people, those from ethnic minorities, and other underrepresented groups. While respondents did not assign a hierarchy in terms of which groups should be prioritised, more detail was, however, provided in relation to women. It was stressed that changes were needed to allow women to sustain long-term careers in transport. This included changes to pregnancy and maternity leave, and to balance work and caring responsibilities. Similarly, recruiting and retaining young people was another area of interest for organisations. It was noted that transport workers, particularly in certain sectors (such as volunteers in community transport), were often older. Recruitment and retention was important but challenging, particularly in areas outwith the Central Belt or in rural areas with declining populations.

Organisations suggested more wholesale structural and cultural changes were required across the transport sector. This was considered necessary both in relation to recruitment practices and in the workplace environment to ensure retention of a diverse workforce. It was suggested that inclusive workplace practices and cultures needed to be developed. This included management accountability, inclusive recruitment, training on unconscious bias, the development of appropriate policies and robust monitoring and reporting practices.

4.2.3 Pay and Conditions

Addressing pay gaps was discussed by a few organisations, who stressed the importance of tackling the issue. It was felt that transparent pay structures and regular audits could be helpful and might make the sector more attractive to underrepresented groups.

It was also noted, however, that pay and conditions generally (rather than necessarily pay gaps) was an issue in recruiting and retaining workers in certain areas:

“…pay and conditions for bus drivers has been a challenge to retaining drivers and ensuring a strong pipeline of new workers into the industry.” (Cross-Sector Organisation)

The need for improvements to terms and conditions (as a separate issue to pay) was also discussed by organisations (including the Just Transition Commission) with some frequency. The specifics of this varied by sector, but suggestions included improved welfare and facilities for long distance transport workers; addressing the disparity between public and private sector employees; tackling the unsocial and inflexible nature of certain roles; modernising the sector and working practices; providing career progression; being able to work from home; and the availability of flexible working.

4.2.4 Childcare and Flexible Working

A few organisations discussed the provision of childcare. It was felt that this was crucial to support women (in particular) into, and to return to, transport jobs. It was highlighted that the provision of childcare was challenging where roles involved shift work, night shifts, and other non-traditional hours. However, this issue was also of particular relevance and importance for such roles, as current childcare provision does not generally accommodate these types of working patterns:

“Access to affordable and flexible childcare is a key enabler for many, particularly women with young children, to enter or remain in employment. This is especially relevant in transport roles that involve shift work or non-traditional hours. Supporting childcare provision or introducing flexible working policies can significantly improve workforce participation.” (Private Sector Transport Organisation)

It was also stressed, however, that promoting flexible working was equally important. Similarly, it would be important to address the nature of certain shifts, particularly those considered to be overly long or involve overnight working. It was noted that these were prohibitive for those with caring responsibilities (and disproportionately women).

4.2.5 Against the Proposals

Several individuals outlined resistance towards the proposals. Again, a few were sceptical about the realities of the climate emergency and felt that public money could be better used elsewhere. Others were unconvinced about why focusing on the diversity of the transport sector was relevant to decarbonising transport.

A few individuals were also opposed to a focus on DEI in the workplace generally, the use of positive discrimination, or trying to force people into specific sectors. Rather they supported equal opportunities and allowing people to choose their own career paths:

“I do not believe children should be pressured to work towards a career path which they do not wish to choose. Opportunities should be open, depending on ability and achievement, to all children. Employment should be based on ability, not biased against any group on colour, creed, gender or any other irrelevant characteristic. To bias in favour of one group is to bias equally against another group, so is intrinsically wrong.” (Individual)

It should be noted that no organisations expressed resistance to DEI principles.

4.2.6 Engagement Event Feedback

While engagement event participants were asked an almost identical question, the order of the wording potentially placed stronger emphasis and focus on young people, women and New Scots compared to the main consultation document.

Q10. How important are the following actions to make transport jobs more attractive to young people, women and New Scots (groups that are currently not as likely to work in transport jobs)?

There was mixed feedback across different events depending on the profile of participants, with no clear messages emerging.

Programmes which encourage women and girls to enter STEM courses at school and college or university: Feedback included that seeing women doing these jobs helps to promote STEM jobs as women’s jobs. Action on this from primary school upwards, was encouraged. It was also felt that future technologies and the creation of new roles in the transport industry may have the potential to attract more women and reduce the gender employment gap, provided women are recruited and retained. Overall, this action was supported in principle.

Actions promoting diversity and inclusion within the industry, including workplace culture changes: Feedback included a need to focus on working in the sector to tackle workplace abuse. It was highlighted that there is a negative discourse across society in this space, and that this discourages women from entering it. Challenges could be exacerbated where additional protected characteristics were also held. It was suggested that women, young people, and minority groups within relevant sectors should help to lead on the development of a more inclusive framework.

In addition to workplace policies and culture, another area raised was that basic elements of uniform and safety wear were not always available in women’s sizes or to the same degree of choice. It was felt that there should be parity to ensure that women feel welcome in the space.

Actions that address existing pay gaps for certain groups: Among female participants, there was limited discussion on pay beyond consensus that equal pay is essential and should not need to be justified.

Consistent with the written responses, existing transport workers discussed the need for changes to terms and conditions in order to support the sector’s future. They emphasised:

• Reduced shift lengths and mandatory rest breaks;
• Limits on consecutive antisocial shifts (e.g. late-to-early transitions);
• Guaranteed access to leave;
• Fatigue management and improved rostering;
• Support for flexible or part-time working;
• A move toward a shorter working week (e.g. 32-hour or 4-day week);
• Universal wage parity across transport operators; and
• Investment in toilet and rest facilities, especially for road-based workers.

General sentiments were shared that the current workforce was facing significant physical, mental, and economic pressures. Despite comparatively positive ratings for pay and job security in some unionised workplaces, the long-term sustainability of the sector was under threat from underinvestment, exploitative conditions, and insufficient future planning they felt. One group argued for immediate action to address worker fatigue, restore dignity in transport jobs, and ensure all workers are supported to adapt to technological and environmental change.

Actions to increase access to childcare: It was felt that inclusion of childcare in the list was interesting and necessary. However, it was noted that this is not seen as necessary for men to access work in transport so this sits alongside a wider need to shift care patterns and practice within society. For example, better paternity policies for men were encouraged to help shift the balance of caring responsibilities. As a sector that employs mainly men, transport employers could demonstrate actions that encourage men to take care of children from the earliest point.

It was also noted that access to childcare varies across the country and can be particularly challenging in rural areas. As such, joining up transport planning with wider government policy on childcare would be necessary.

Some female event participants also specifically felt that the provision of flexible working opportunities would be essential to encourage women into the sector. It was noted that some women leave the transport sector because they cannot maintain a work-life balance or manage caring responsibilities.

Other suggestions: A few other suggestions about how to make transport jobs more attractive were provided across the engagement events. These included:

• Tackling safety issues and providing safe working environments for all;
• Supporting asylum seekers and New Scots with permission to work;
• Providing initial and ongoing training; and
• Targeted awareness raising and recruitment.

While not answering the set question directly, one group representing the views of existing transport workers also gave feedback on additional support that may be needed in the sector. Workers called for:

• Better access to role-relevant IT and digital training;
• Paid or employer-funded training;
• Greater flexibility for shift workers to engage in development;
• Support for progression across the public sector; and
• Future-proofing through investment in modern technologies and training for specialist skills.

4.3 Improving Diversity

Base: n=82

Of those who answered the question, around a third (32%, n=26) felt that the public sector should lead on actions to improve diversity, followed by around a quarter (24%, n=20) who felt that business should lead this. However, 22% (n=18) indicated that none of the suggested sectors should lead this. Only small numbers chose the remaining answer options: 2.5% felt that the third sector should lead actions (n=2); a further 2.5% that individuals should lead actions and 17% didn’t know who should lead (n=14)

While respondents were not invited to comment further at this question, several respondents (n=9) did include additional feedback. All but one of these responses came from organisations.

A few either suggested that all options were relevant, or advocated for a partnership approach between stakeholders. One organisation also stressed that measures would be most effective if undertaken by those that employ workers in the transport sector, regardless of whether this is public or private sector.

However, one organisation felt that the private sector had not been recognised as a positive role model for change. Meanwhile another felt that, while women and young people had been considered by the draft Plan, attention also needed to be paid to other minority groups, such as people with disabilities, minority ethnic communities, the LGBTQIA+ community, and others.

4.3.1 Engagement Event Feedback

Engagement event participants were also asked to discuss this issue, although it was only discussed at a small number of events.

Q11. Who should lead efforts to encourage people like you to work in the transport sector? Businesses, voluntary organisations, education, public sector, individuals themselves?

Feedback strongly favoured the public sector being responsible for leading efforts to encourage people to work in the transport sector. Education was the second most popular choice. Only a small number of individual participants supported businesses and voluntary organisations leading such efforts.

While most thought the public sector had the most important role to play, educational bodies were said to have a key role in providing information about relevant courses and raising awareness of career options in the sector. One group suggested that young people themselves should have the opportunity to be involved in recruitment planning to ensure this is accessible and meets their needs. This would require support from all the above sectors, and education in particular.

One group also expressed that the onus was on “everyone” to encourage diverse communities to work in the transport sector. Another highlighted the need for holistic approaches. This would take into account (a) the role of educating young people on various industries, (b) require systemic efforts to ensure diversity is embedded across the recruitment process, and (c) involve community partners to support long-term career development opportunities.

4.4 Addressing Workforce and Skills Challenges

Note: additional respondents answered ‘don’t know’ so percentages may not add up to 100 %

Agreement with each of the statements was generally low, with around a third of respondents either strongly agreeing or agreeing with each (37%, n=27; 35%, n=25; 32%, n=23 respectively). Additionally, around a third disagreed with each statement (29%, n=21; 28%; n=20; 32%, n=23 respectively) and approximately a quarter stated they neither agreed nor disagreed (24%, n=17; 26%, n=19; 25%; n=18).

Respondents were also invited to provide additional comments, with 39 respondents providing substantive feedback.

Most individuals did not answer the question directly. Instead, they either outlined issues already considered at earlier questions, or outlined opposition to the proposals in general. Among the few who did address the question, there were no common themes or topics discussed.

Organisations also provided mixed responses. Some focused on the question set. Others, however, outlined their support for the existing content, outlined actions already underway, or provided more general responses about a net zero and just transition within the transport industry.

4.4.1 Support for Draft Priorities

A few organisations confirmed that addressing the priorities set out in the draft Plan could elicit change:

“Targeting education, training, skills development and pathways to employment opportunities to underrepresented groups including people with protected characteristics and other disadvantaged, marginalised and minoritised groups could increase inclusion and diversity in the workplace benefiting individuals, businesses and communities.” (Other Private Sector Organisation)

4.4.2 Areas which Require Support

Specific sectors and locations were highlighted as requiring attention. These included:

• Driver recruitment and retention, particularly across bus and rail operators, community transport providers, and the wholesale sector;
• Workforce challenges in remote, rural and island areas;
• The diversity of transport modes and differing skills required in each; and
• Recognising the importance and needs of the community transport sector.

In addition, specific skills shortages (or potential future shortages) were also flagged, including:

• Those required for the maintenance and repair of EVs and associated infrastructure, as well as potentially for hydrogen powered vehicles/infrastructure; and
• In relation to new technology, such as AI, virtual reality, and the digitisation of travel information:

“As transport systems become more integrated with digital technologies, there will be an increased need for jobs outside of a traditional ‘transport sector’ for example, data scientists, software engineers, and experts in artificial intelligence (AI) to design and manage smart, sustainable transport systems. This may lead to a shortage of skilled workers in these areas.” (Local Government Organisation)

Again, however, it was stressed that the impacts on the workforce of AI and autonomous vehicles needed to be given serious consideration.

4.4.3 Additional Issues for Consideration

More detail was said to be required on how the priorities would be delivered, including the need for actions, timescales, and system maps. This was relevant to workforce diversity and how new people would be attracted into the industry. It was also relevant to support that would be available for smaller businesses, particularly related to reskilling.

Other issues discussed by a few organisations each included the need for:

• Collaborative partnership working, both between different sectors and organisations, and including workers and unions;
• Geographic distribution of jobs and opportunities so that rural and island areas are not disadvantaged or left behind;
• Consideration of demand side issues, such as private ownership, the impacts of driving license certification requirements, and staffing costs;
• More research to understand issues, with robust data and modelling used to support workforce planning;
• Monitoring of the progress and success of the priorities over time;
• Structural barriers to employment to be removed; and
• Fair Work First principles to be installed across the transport sector, which include stronger protections and clearer enforcement mechanisms.

4.4.4 Engagement Event Feedback

While engagement event participants were not specifically asked Q12, a few did provide similar feedback to the comments and concerns above.

In some events, detailed suggestions and recommendations were put forward for changing, updating or taking forward the Plan. One group provided a series of recommendations under five broad themes:

• Create an ambitious, integrated public transport vision;
• Prioritise workers’ rights and sectoral planning;
• Target inequalities proactively;
• Invest in infrastructure and green industry; and
• Set clear, accountable targets.

This same group concluded that the draft Plan did not meet the urgency or scale of the challenges ahead. They felt that it lacked coherence, ambition, and practical commitments to deliver a just transition. The group did stress that stakeholders across sectors were willing to work constructively with the Scottish Government. However, they expected a revised Plan that put people, workers, and public ownership at its heart. Investment, integration, and accountability must drive the next iteration, they felt.

Another group provided an extensive list of suggestions and recommendations to enhance opportunities for health. This also considered how to minimise potential negative impacts of the Plan.

In addition, one event discussed the challenges and actions needed to address heavy duty vehicle (HDV) skills and gender diversity^[6]. Feedback noted that the transition to zero emission heavy duty vehicles (ZE HDV) presented a particular challenge. This was because:

• The HDV sector was currently further behind other road transport sectors in this regard;
• There were several skills challenges, including:
• a shortage of trained professionals to service and maintain ZE HDVs; and
• competition for skills with other sectors, particularly for high-demand roles like electrical engineers;
• There are resource challenges for small businesses;
• There is a lack of vocational education routes; and
• There are low levels of collaboration between sectors.

Participants also described challenges around effectively balancing gender diversity initiatives with a need to take forward actions that ensure long-term cultural change.

In order to “catch up” the group set out 12 actions to be implemented, under four key themes, these being to:

• Clearly map out how to address the HDV sector’s skills challenges;
• Revise the HDV sector’s vision for careers and diversity;
• Raise awareness of the HDV sector and its opportunities; and
• Increase training capacity for the HDV sector.