Last week, thousands of students around the UK opened their A-Level results, a huge moment in their educational journey. For many, the path ahead may include university, apprenticeships, or entering the workforce, but for UK manufacturing, it also serves as a reminder of a persistent challenge: the skills shortage.
Jamie White, Coventry-based
Exactaform Cutting Tools’ managing director (pictured below), said: “At Exactaform Cutting Tools, we have experienced the skills shortage challenge first-hand. Founded in 1979, we are a UK leader in precision PCD tooling, and over the years, it has become clear that talking about the skills shortage is no longer enough — action is essential.
“The pace of technological change in manufacturing is accelerating. Experienced engineers are retiring, and too few young people are entering the sector; 15 years ago I sat on a panel discussing this issue and while the conversation continues today, the workforce gap remains.
“At Exactaform, we chose to take responsibility rather than wait. Attracting young talent to engineering remains a challenge, in part due to outdated perceptions of the industry, misconceptions that misrepresents the modern reality. In fact, engineering offers foundational problem-solving skills that are highly valued across sectors; for example, banking and finance take on the second largest number of engineering graduates, recognising the versatility engineers bring.
“Old-school engineering and new technologies should complement each other, not be viewed as separate paths. By gaining solid experience, even in so-called ‘hands-on’ or traditional engineering roles, young people build the essential skills that allow the UK to compete with other technologically advanced nations. Just as a baby must first crawl and walk before running, engineers must develop a strong foundation before specialising and becoming experts in their field.
“Our approach is deliberate and long-term. We have developed a comprehensive programme addressing the full employee lifecycle: internships, apprenticeships, graduate pathways, internal promotion, and leadership development. Every initiative is designed not as a CSR exercise, but as a structural shift embedded in how we run our business.
Practical, transferable skillsHe continued: “For example, our internships give students real responsibility from day one, exposing them to live projects and giving them practical, transferable skills. Graduates follow structured paths that balance technical depth with commercial and leadership experience. And for our wider team, management development programmes such as the six-week Champion course ensure knowledge is shared, capability is built, and future leaders are prepared.”
“We have set clear targets to track progress: maintaining multiple engineering internships annually; formalising graduate pathways by 2026; doubling female representation; and ensuring all managers complete structured leadership training. These measurable objectives allow us to evaluate our impact continuously and adapt as needed.
“The benefits are tangible. Female representation has already doubled ahead of schedule. Interns are joining full-time, bringing fresh perspectives and energy. The PJ Tooling acquisition in 2024 demonstrated the value of a people-first approach, retaining all employees while mapping roles to skills and aspirations. Internally, our culture has shifted towards continuous learning and shared leadership, building resilience against future skills gaps.
“Another important point is the typical lifecycle of graduates. Many start in roles viewed as ‘cheap, unskilled labour,’ yet their skills often increase exponentially due to their learning capacity. Employers can sometimes overlook this growth, leading graduates to feel compelled to move companies. While the education system may see this as positive for the economy, I believe it can slow progress within individual organisations.”
Cultural initiativeMr White added: “Properly valuing, challenging, and remunerating young people should be treated as a cultural initiative, not just a transactional decision. Results day is a reminder that the UK’s engineering sector depends on young talent stepping into skilled roles. At Exactaform, we believe that securing the future of manufacturing is about more than recruitment; it’s about creating environments where engineers can grow, lead, and remain in the sector for the long term. Action, not words, is the only way to bridge the skills gap.”
Becca Gooch, head of research at EngineeringUK, said: “We were interested to see if universities would meet the increase in demand for applications for engineering and technology degrees this year. So we are delighted to see a 13% increase to 30,020 in accepted applicants compared to 26,680 in 2024. This is brilliant news for the sector and suggests that efforts to attract more young people into engineering and technology are starting to pay off. With employers in need of more talent, it is vital that we have a variety of accessible pathways and systems in place to facilitate the increased demand.
She concluded: “With so much growth and endless opportunities to make a real-world impact, it is a really exciting time to embark on a career in engineering and technology. From climate change to digital transformation – wherever students’ interests lie and whatever their preferred pathway might be, they can be assured of a rewarding and varied career in engineering and technology.”