OCU Group

OCU Group: Connecting our Future – Early Careers and Workforce Development Programme

With its Early Careers and Workforce Development Programme, described by the judges as “outstanding” and “innovative”, utilities and energy company OCU Group used its skills and capability-building initiative to address skills challenges in the construction and energy sectors through a focus on new entrant trainees.

Threatening operational delivery were significant skills shortages in the UK utilities and energy sector, rising recruitment costs, low diversity and an underutilisation of the apprenticeship levy. To address these challenges OCU Group recognised the need for a strategic, sustainable solution, one that meant investing in early talent, developing internal capability and creating accessible pathways for underrepresented groups into the industry.

The ensuing Early Careers Strategy combined a national campaign, outreach to more than 30 universities and colleges and structured assessment days, resulting in around 2,500 applications in 2024 and more than 5,000 in 2025. Candidates completed group activities, individual assessments, role-specific tasks, presentations and one-to-one interviews, with personalised feedback provided to all. 

Structured development plans were co-created by subject matter experts and the L&D team, and each participant received a roadmap incorporating rotations, hands-on experience, mentoring and coaching. A national Early Careers Induction Week included leadership workshops, team building, business and safety briefings, sustainability sessions and engagement with senior leaders, followed by local site onboarding. In addition, weekly CPD sessions, mentoring and access to professional memberships reinforced learning, while managers and mentors completed training to ensure consistent support.

The result was 100 per cent retention of the 2024-25 cohorts, with 45 per cent receiving promotions within 12 months, and significant improvements in workforce diversity, engagement and capability. Quantitatively, the early-careers population grew from 28 to 215 over two years, a 667 per cent increase, representing 9 per cent of the workforce. Diversity metrics showed 34 per cent female and 66 per cent ethnic minority representation among new entrants, and 108 staff members were upskilled. The company avoided recruitment costs of between £1.5m and £1.8m, made retention savings of up to £1.3m and made full use of the apprenticeship levy (£665,000), demonstrating what the judges said was a “substantial return on investment”.