The discussion, one of the opening roundtables of the event, focused on how Hungary can preserve its industrial competitiveness in a period when experienced workers are approaching retirement and younger generations are less likely to choose industrial careers.
Over the past few years, Hungary has attracted a series of major automotive and battery industry investments. However, it is becoming increasingly clear that the biggest challenge for the sector in the next decade may not be financing new technologies, but ensuring the availability of skilled labor and industrial know-how.
According to experts, the shortage of skilled workers in Hungarian manufacturing could reach 40% by 2030. At the same time, the retirement of older generations could lead to the loss of practical knowledge accumulated over decades, creating a significant risk for production companies.
There is broad agreement that new technologies are necessary for the future of manufacturing. The central question, however, is increasingly who will operate them. Companies in the manufacturing sector are more often facing a situation in which not only the shortage of labor, but also the lack of the right competencies becomes the main obstacle to growth.
Labor shortages are not a new phenomenon in Hungary. In several industries, operations would already have been difficult to imagine without foreign workers since the 2010s. The inclusion of non-Hungarian labor helps ease capacity problems, but experts say it cannot provide a long-term solution on its own under the current regulatory framework, especially given lengthy new authorization processes and rising demand.
The issue was discussed at Business Fest by Zoltán Bán, domestic HR director and group-level downstream HR head at MOL; András Gazdag, country HR director at Schaeffler; Gábor Günther, head of pharmaceutical production at Gedeon Richter Nyrt.; and Viktor Göltl, managing owner of WHC.
Blue-collar recruitment has always been one of the most difficult HR tasks, but the situation has now become critical. The combined presence of physical suitability, professional preparedness and the right mental attitude is increasingly rare.
According to company experience, out of 100 applicants, often only a handful of candidates remain who truly meet expectations. Even then, there is no guarantee that they will stay with the company in the long term.
The situation is further complicated by the aging of the workforce. In many Hungarian manufacturing plants, the average age of workers on production lines is already above 35-40, while fewer young people are choosing industrial career paths.
Mass retirements are expected in the coming years. This would mean not only the loss of workers but also the disappearance of decades of accumulated practical knowledge from organizations.
For companies, reaching Generation Z and Generation Alpha has become a strategic issue. Experts say dual training has a key role to play, as it supports practical knowledge transfer, talent development and the early involvement of young people in the world of work.
The system allows new entrants to gain experience in a real industrial environment while still studying. According to company feedback, the most sought-after young workers in industry are those who are newly qualified but already have some level of work experience. Dual training can help bridge this expectation.
Manufacturing companies agree that resources spent on education should not be treated as a cost, but as an investment in Hungary’s future. In the long term, the competitiveness of industry will depend on whether the next generations can be prepared in time for the challenges of modern manufacturing, and whether companies can offer them attractive career paths.
As Hungary continues to draw major industrial investments, the ability to secure qualified labor may become one of the decisive factors in whether the country can maintain its position as a manufacturing hub.
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