During the first year of the project, the following activities were performed: • Within WP1, the analysis of the state of art allowed to identify the main existing projects/studies and to collect data about current and future skills and competence needs in rail sector through surveys and interviews. Moreover, the analysis of the state of art regarded the existing methodologies for the skill needs assessment and monitoring and allowed to select the best methodologies to be applied during the project. • Within WP2, the analysis of current trends and future challenges, that railway operators and infrastructure managers are facing, was performed with a particular focus on cross-border rail traffic and language issues in cross-border operations. • WP3 worked on the definition of one or more possible future scenarios from the point of view of rail suppliers. The specific focus was on macro-trends such as autonomous train operations; technologies for the digital twins and virtual coupling; intelligent assets lifecycle management along its entire life; protecting the environment and the energy supply; safety and security; data analytics; digital rail industry supply chain management. • The identification of skills needs and competences of professional profiles focusing on profiles affected by digitalisation/bit data/cybersecurity as well as energy and environmental policies was conducted from the point of view of railway operators and infrastructure managers and rail suppliers. In particular, the analysis of stakeholders’ requirements regarding occupational profiles was performed with reference to the classification of the European Skills, Competencies, Qualifications and Occupations (ESCO). • In WP4, a survey about existing educational and training programmes in rail sectors was developed and a database was built collecting data considering features such as the EQF level, the localization, the presence of mandatory/elective internships, etc.. Moreover, the analysis of the qualification standards with reference to the European qualification framework was conducted to identify a common approach to be applied in the project. Finally, the assessment of the distribution of the training courses suitable for the rail sector was performed with the identification of existing unbalances in terms of geographical localization in the EU Countries, EQF levels, and QS with indication of the applied innovative teaching approaches. • In WP5, the identification of criteria and measurable indicators to evaluate employability and career opportunities of training mobility and training mobility programmes is performed applying the RACER (Relevant, Accepted, Credible, Easy and Robust) method. • WP8 developed a multi-channel dissemination and communication plan with the definition of key strategies for project communication and dissemination, for both internal (i.e., project partners) and external stakeholders, with the identification of relevant dissemination tools and channels. The project website was built (https://www.railstaffer.eu/) with an easily recognisable graphic identity (including the STAFFER logo). • Within WP9, the Project Handbook was defined with all the information regarding the: administrative and financial procedures, the technical management, the project management and communication and the delivery of project outputs. Moreover, the Quality Plan and peer review table reported all the procedures to guarantee the quality of the project results. Finally, the members of the Advisory and Policy Board were defined.
The STAFFER project was established to foster cooperation among key stakeholders in the rail industry, with as primary objective the creation of a Blueprint strategy to identify and address both current and future skill needs within the sector, thereby contributing to the development of a Single European Rail Area (SERA). Such a strategy will facilitate overcoming the fragmentation of the rail sector and help both industry and VET institutions to design and realise concrete actions.
The rail sector is experiencing an aging workforce that is approaching a well-deserved retirement, while rail enterprises, in many European Member States, are reporting difficulties to find railway engineers. Educational and training pathways are essential to prepare students, transitioning employees and current rail professionals for fulfilling and impactful careers in the sector for the coming decades.
<< Background >> The rail sector is experiencing an aging workforce that is approaching a well-deserved retirement, while rail enterprises, in many European Member States, are reporting difficulties to find railway engineers. Educational and training pathways are essential to prepare students, transitioning employees and current rail professionals for fulfilling and impactful careers in the sector for the coming decades. << Objectives >> The STAFFER project was established to foster cooperation among key stakeholders in the rail industry, with as primary objective the creation of a Blueprint strategy to identify and address both current and future skill needs within the sector, thereby contributing to the development of a Single European Rail Area (SERA). Such a strategy will facilitate overcoming the fragmentation of the rail sector and help both industry and VET institutions to design and realise concrete actions. << Implementation >> STAFFER consisted of 31 full partners and 17 associated partners from 12 EU countries. The project was implemented in three phases — first, the identification of skills; then, the mobility and training programmes design and implementation; and finally, the definition and implementation of a rail sector strategy — and was structured around nine Work Packages (WPs), each focusing on different aspects of skills development, training, and strategy. << Results >> STAFFER successfully delivered a range of human capital solutions across the rail value chain, offering a holistic perspective of the sector as an interconnected system. The project’s major outcomes include: 1.Skills and Competence Identification.2.Development and Validation of Training Programmes at EQF levels 3-5 and 6-8.3.Long-term Strategy and Action Plan.4.Policy Recommendations.