The rolling stock component of Victoria's public transport sector workforce operates, designs, builds and maintains the trains, trams and buses used in Victoria's public transport system. Its workforce spans the rail, bus and manufacturing sectors, and is central to the effective functioning and safety of public transport. Changing communities, organisational structures and the emergence of digital and cyber technologies (Industry 4.0) are driving the need for transformation across the sector. As these changes are likely to continue for the foreseeable future, building a suitably skilled workf
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The rolling stock component of Victoria's public transport sector workforce operates, designs, builds and maintains the trains, trams and buses used in Victoria's public transport system. Its workforce spans the rail, bus and manufacturing sectors, and is central to the effective functioning and safety of public transport. Changing communities, organisational structures and the emergence of digital and cyber technologies (Industry 4.0) are driving the need for transformation across the sector. As these changes are likely to continue for the foreseeable future, building a suitably skilled workforce is now critical to the future sustainability of the industry. This proposed interim plan aims to provide an industry-led solution for the Victorian workforce. Its purpose is to provide an evidence-based foundation for the development of future actions across the public transport sector, which addresses the current workforce issues, builds sustainable growth of the future workforce and supports local economies in Victoria. This development of a proposed interim plan is the final output of 'Reimagining the workforce: building smart, sustainable, safe public transport' - a collaborative research project between the Department of Transport (DoT), the Rail Manufacturing Cooperative Research Centre (RMCRC), Victoria University (VU) and industry.
The three strategic actions are: Develop a clear image of the public transport sector to appeal to young people; Optimise local content, and maximise social and economic benefits; Develop a ten-year strategic plan for training to support workforce development and workforce profiles for Victoria.
Edited excerpts from publication.
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