As major energy projects continue to drive investment across regional Australia, communities face a dual challenge: ensuring local people benefit from the opportunities created while helping industry secure the workforce needed to deliver future projects. According to Jobs and Skills Australia, Australia’s critical clean energy workforce will need to grow by around 240,000 workers by 20301, making workforce attraction, training and retention a national priority.
In Gippsland, a region deeply affected by the decline of coal-fired power generation, the New Energy Priority Workforce Project (PWP), administered by Latrobe Valley Authority from 2023 to 2024, demonstrated how a place-based employment program can deliver meaningful outcomes for priority jobseekers, employers, and the broader community.
Following the completion of the New Energy PWP, The Fair Co. evaluated the project to understand what worked, what could be improved and what lessons can be applied to future workforce development, social impact and regional economic development initiatives.
Addressing Workforce Challenges Through Place-Based Employment
The project was funded by the Victorian Government and delivered through a partnership between the Latrobe Valley Authority (LVA) and employment services provider Maxima. Its goal was simple but ambitious: connect priority jobseekers facing barriers to employment with jobs in Gippsland’s emerging renewable energy supply chain.
The target was to place 100 jobseekers into employment. The project exceeded expectations, supporting 117 people into jobs in the energy sector supply chain. During the project, more than 35 Gippsland employers provided job readiness and employment opportunities.
The initiative focused on people who often face barriers to workforce participation, including long-term unemployed individuals, young people, women and other underrepresented groups. By connecting these jobseekers with local employers plus engaging a specialist employment service provider, the project helped address both social and economic challenges facing the region.
Why the Project Succeeded
One of the strongest findings from our evaluation was that employment outcomes are strongest when implementation is supported by coordinated partnerships, tailored participant support and clear pathways into work.
Rather than simply matching candidates with vacancies, Maxima provided comprehensive assistance to both employers and jobseekers. This included recruitment support, candidate screening, job readiness coaching, training, access to equipment and workwear, welfare support and ongoing post-placement assistance.
For many small and medium-sized businesses, this support was essential.
Employers consistently reported that they wanted to access broader talent pools but often lacked the time, resources and expertise to redesign recruitment processes or provide additional workplace support. The project removed these barriers by acting as a trusted intermediary between employers and jobseekers.
Measuring Social Impact and Return on Investment
Beyond employment outcomes, the project delivered significant social and economic benefits.
An independent Social Return on Investment (SROI) analysis conducted by FTI Consulting in collaboration with The Fair Co. found that the initiative generated up to $3.75 in social value for every $1 invested in the project.
These benefits included:
- Increased total wages to unemployed or underemployed people in the region
- Reduced unemployment
- Improved skills and training outcomes
- Benefits to government, including Increased income tax revenue and cost savings from unemployment benefits
- Stronger regional economic activity
The findings demonstrate that investing in workforce development can create measurable value for individuals, businesses and government alike.
Key Takeaways for Future Workforce Programs
The Gippsland experience highlights several important lessons:
- Place-based employment programs work when they are designed around local community needs.
- Employers are more willing to diversify recruitment practices when practical support is available.
- Wrap-around services improve both employment outcomes and retention.
- Measuring social impact helps build stronger business cases for future investment.
From Commitment to Delivery
As offshore wind in Gippsland continues to move closer to delivery, the conversation will shift from what skills and suppliers need to be engaged to planning the implemtation of project delivery. Ensuring a skilled workforce, capable supply chain and strong industry partnerships are in place will be critical to maximising the opportunities these projects create particularly for the local businesses and workforce.
With Jobs and Skills Australia estimating Australia’s critical clean energy workforce will need to grow by around 240,000 workers by 2030, early planning, industry collaboration and stakeholder engagement will be critical to turning investment into lasting outcomes.
At The Fair Co., we work with project proponents, industry and government to support this process through policy advice, workforce planning and stakeholder engagement, helping translate policy requirements into achievable deliverables during project implementation.
Reference
National Skills Plan 2025–26 Update – Department of Employment and Workplace Relations, Australian Government
