From NEET to food careers: turning insight into action

The UK food and consumer goods industry has a significant opportunity to strengthen future talent pipelines by helping more young people who are not in education, employment or training (NEET) move into work. At a time when employers continue to face workforce challenges, widening access to opportunities can help businesses build a stronger and more resilient workforce 

To explore how this can be achieved, IGD brought together representatives from youth employment organisations and food careers organisations to identify the barriers preventing young people from entering work and the practical actions that can help them succeed. 

The discussions revealed a clear opportunity for employers. Young people are not lacking potential, but many are struggling to navigate a fragmented system, overcome practical barriers and access the support needed to make a successful transition into work. Employers that simplify entry routes, provide meaningful support and work collaboratively can access a wider and often overlooked talent pool. 

What’s holding young people back? 

While some challenges require wider policy and system change, many of the barriers identified are within employers' influence. 

Practical and personal challenges 

For many young people, seemingly simple issues can become significant obstacles. Transport costs, lengthy commutes and location constraints can prevent participation in training, work experience or employment opportunities. Caring responsibilities can further limit flexibility, while the rising cost of living can make it difficult to take up lower-paid entry-level roles. 

Confidence also emerged as a recurring challenge. Young people can find recruitment processes intimidating, particularly when they have limited workplace experience or lack confidence in their own abilities. Social skills, resilience and anxiety about applications were all highlighted as factors that can discourage engagement before the process has even begun. 

Perceptions and awareness 

Many participants noted that perceptions continue to shape career choices. Negative assumptions about the food industry, combined with limited understanding of the breadth of opportunities available, can deter young people from considering careers in the sector. 

Importantly, these perceptions are often influenced by parents, teachers, careers advisers and wider social networks. Family expectations, cultural influences and gender stereotypes can all shape aspirations before a young person has had meaningful exposure to potential career paths. 

There is also evidence that stigma surrounding NEET young people can itself become a barrier, leading employers and wider stakeholders to overlook capable talent that may simply require a different route into work. 

Employer and system challenges 

Participants noted that some employers are uncertain about participating in programmes aimed at supporting NEET young people because of concerns about the level of support required and the resources they can realistically provide. Others struggle to offer work experience opportunities consistently or feel constrained by traditional recruitment processes that prioritise qualifications and previous experience. 

Beyond individual organisations, participants described a fragmented support landscape. Multiple agencies, programmes and funding streams can create confusion for both employers and young people. Unclear pathways, inconsistent data and overlapping initiatives often make it difficult to identify the right support at the right time. 

Where can employers make the biggest difference? 

While some challenges require wider system change, the discussions highlighted that many of the most impactful actions sit within employers' control. Participants identified several practical ways businesses can create more accessible and inclusive pathways into work. 

Adopt a more open-minded approach to recruitment 

One of the most frequently cited opportunities was to move towards skills-first recruitment. Traditional expectations around qualifications and previous experience can inadvertently exclude talented young people who may have developed valuable transferable skills through caring responsibilities, volunteering or informal experiences. 

Employers should review entry requirements, simplify application processes and consider alternative ways for candidates to demonstrate potential. Providing feedback, offering support during the application journey and using technology constructively can all improve accessibility. 

Meet young people where they are 

Engagement is most effective when employers go directly to young people rather than expecting them to navigate unfamiliar systems alone. 

This means working closely with schools, colleges, youth organisations, community groups and local partners. Place-based engagement can help build trust, increase awareness of opportunities and reach young people who may otherwise remain disconnected from the labour market. 

The importance of engaging the wider network around young people, including parents, teachers, careers advisers and youth workers, who often play a significant role in shaping career decisions, was also cited as best-practice.  

Invest in wraparound support 

A key theme throughout the discussions was the value of support before, during and after employment. 

Successful programmes do not end when a young person accepts a role. Ongoing mentoring, pastoral support, coaching and regular employer check-ins can improve confidence, retention and long-term progression. 

Participants also highlighted the importance of supporting employers themselves. Clear guidance, practical resources and access to specialist partners can help organisations feel more confident in working with young people who may require additional support. 

Create meaningful work experience 

Work experience remains one of the most effective ways to build confidence, challenge misconceptions and expose young people to career opportunities. 

However, it was widely acknowledged that delivering work experience can feel resource intensive. The solution identified was greater collaboration: sharing templates, frameworks and proven approaches that reduce the burden on individual employers. 

The most successful experiences are structured, supported and linked to clear progression routes rather than isolated placements. 

The need for greater collaboration 

Perhaps the strongest insight from the discussions was that no single organisation can solve the challenge alone. Lasting progress will require closer collaboration between employers, youth organisations, education providers and public-sector partners. 

Participants repeatedly called for: 

• Better coordination across employers, charities, providers and public agencies. 

• Shared language and clearer pathways for young people. 

• A simpler "front door" into opportunities and support. 

• Better data sharing and collaboration. 

• Regional and local hubs that connect existing activity. 

Rather than creating new initiatives, many participants argued that the priority should be connecting and simplifying what already exists. The challenge is often not a lack of support, but the complexity of finding and accessing it. 

Building a sustainable talent pipeline 

A consistent theme throughout the discussions was the need to move beyond short-term interventions and focus on building long-term talent pipelines for the sector.  

Employers are increasingly recognising that supporting NEET young people is not simply a social responsibility initiative but a workforce strategy 

Creating sustainable pathways requires coordinated action, employer buy-in, supportive recruitment practices and systems that are easy to navigate. It also requires the sector to become a stronger collective voice, promoting positive stories, showcasing role models and challenging outdated perceptions about both young people and careers in food. 

Conclusion 

The discussions point to a clear opportunity for employers. While systemic challenges such as benefits policy, regional inequality and economic pressures remain important, many of the actions that can make the biggest difference are within employers' control. 

By simplifying recruitment, meeting young people where they are, providing wraparound support, investing in meaningful work experience and collaborating more effectively across the ecosystem, employers can unlock a significant and often overlooked source of talent. 

The message from participants was clear: reducing NEET numbers is not about creating another programme. It is about making existing opportunities easier to access, easier to navigate and succeed in. For food and consumer goods businesses, taking action can help address workforce challenges today while building a stronger, more diverse and more resilient workforce for the future. 

Be part of the movement 

IGD’s Feeding Britain’s Future has been relaunched to help address these challenges: supporting businesses with future workforce needs while opening up more high-quality opportunities for young people to explore careers in the food system. 

IGD is now calling on more food and drink businesses from across the supply chain to get involved in Feeding Britain’s Future. Businesses interested in joining the movement and finding out more can contact: [email protected] or visit: https://www.igd.com/social-impact/workforce/feeding-britains-future. 

_{IGD hosted the NEET Hackathon event on the 17th July 2026. Representatives from the following organisations took part: NFU, UK Hospitality, Skills Academy for Food and Drink, UK Youth, Youth Employment UK, Engineering UK, Reed Recruitment and Reed in Partnership and DWP.}