As the fenestration industry faces an ageing workforce crisis, Warwick North West managing director, Greg Johnson, shares how the fabricator is building a pipeline of young talent through innovative leadership structures, educational partnerships, and a commitment to diversity.

The skills shortage in construction isn’t just coming, it’s already here. Across the fenestration industry, the average age of workers continues to climb, with fewer young people stepping in to replace those approaching retirement.

As a business leader, I’ve seen this challenge firsthand, and at Warwick North West, we’ve decided to tackle it head-on rather than wait for the crisis to engulf us.

When I took over as managing director in 2021, I was relatively young for a company director in this industry and, having started on the factory floor myself, I understand the barriers that can prevent young people from seeing a future in fenestration.

Our industry struggles with an image problem. Young people perceive manufacturing and construction as old-fashioned, lacking progression opportunities, or simply not for them. Breaking down these misconceptions has become a mission for us.

Junior management team

One of the initiatives I am most proud of has been the creation of a junior management layer within our company. This team bridges the gap between our senior leadership and our wider workforce.

Each junior manager is paired with a senior team member who mentors them. This structure serves as a clear progression path for ambitious staff.

It’s fantastic to come to work each day and witness these ambitious youngsters growing. They’ve brought energy and new ideas into the business while quickly mastering the technical aspects. They question established practices in ways that help us evolve, and they connect with our younger workers, strengthening the whole team.

In an industry where leadership succession can be a real challenge, we’ve got our future leaders right here with us already. It’s something that I’m sure will help Warwick continue to thrive for decades to come.

Local education

We’re fortunate to have Hugh Baird College and City of Liverpool College right on our doorstep. They’ve been brilliant to work with and have played a big part in helping us bring young people into the business.

Through these relationships, we’ve created apprenticeship pathways that bring young people into our business while they’re still studying. This early exposure to the industry helps them see the potential for rewarding careers in fenestration, something they might never have considered otherwise.

I believe the real issue with the skills shortage isn’t because of a lack of talent; it’s a failure to connect with and inspire that talent. Here in the Liverpool City Region, there’s a rich pool of bright, capable, hardworking young people. The challenge for employers is to make themselves a compelling career choice.

Women are a key demographic that the industry has failed to connect with, mainly due to an image issue. When young women don’t see themselves in adverts, on-site, or at trade events, it’s easy to understand why they might not view manufacturing or construction as a viable career path. This means we’re cutting ourselves off from 50% of the talent pool.

Since 2016, we’ve increased the number of women working at Warwick by 200%, which I consider a significant achievement in a traditionally male-dominated industry. We now have fantastic, award-winning women in several job roles. However, we still have work to do, particularly on our factory floor, where women are still largely absent.

Alternative pathways

I’ve constantly spoken about looking beyond traditional recruitment channels to find talent. If we can’t get the skilled staff we need, it’s our job to find or create them. Our partnerships with organisations like Nobody Left Behind and Inside Connections have opened doors for young people who might otherwise be overlooked.

Nobody Left Behind uses sport to build positive mindsets among young unemployed people whilst providing industry-specific skills training. Meanwhile, Inside Connections supports prison leavers and young people at risk of offending.

These partnerships align perfectly with what we like to call ‘The Warwick Way’ – our approach to doing business that puts people and community alongside profit. By creating pathways for underrepresented groups, we’re addressing our skills needs whilst making a positive impact on a community that means everything to me.

The industry challenge

While I’m proud of what we’ve achieved at Warwick North West, addressing the skills shortage requires industry-wide action. Individual companies can make a difference, but I’m desperate to see some collective effort that will drive real change.

The fenestration industry needs to modernise its image fast. We can’t expect young people to be interested if we’re not showing up where they are or speaking in a way that resonates.

For me, it’s all about culture. Young people want to know there’s a path for them to rise and succeed, that they can work, study and earn all at once, and that they’ll be valued and respected. We need to create environments where people feel supported and see a future for themselves.

The skills shortage presents a challenge, yes, but also an opportunity to revolutionise an industry that can be stuck in its ways. Whether it’s creating clear pathways for progression, offering support to those who’ve been overlooked, or making the workplace a space where everyone feels welcome, if more businesses across the industry can take small, practical steps in the same direction, we’ll be in a much better place.