How CCAM Is Reshaping Transport Jobs and Skills

Connected, Cooperative, and Automated Mobility (CCAM), being more than a technological transition, will also change how transport services are organised and how people work across the mobility value chain.  

The primary challenge is to prepare people for the evolving work dynamics. Therefore, we need to examine the skills Europe requires for this transition.

We have produced a skills matrix for different stages of CCAM

We collected data on future skills needs through desk research, interviews, and workshops. The main output of this activity is the skills matrix, which maps 32 job families across three levels of CCAM deployment, which are:

  • Low uptake of CCAM, reflecting the current or near-term situation;
  • Mid uptake of CCAM, representing the transitional phase; and
  • High uptake of CCAM, representing more advanced deployment.

While the skills matrix is not a deterministic predictor of future workforce needs, this evidence-based guide enables us to identify four overarching trends:

  1. Ecosystem coordination becomes core work, requiring collaboration across organisations, sectors and professional boundaries. 
  2. Technical depth increases, particularly in software, AI, data, sensing and system integration. 
  3. Assurance and governance expand, including safety, cybersecurity, compliance, auditability and liability. 
  4. Human roles recentre on interaction and judgement, including supervision, exception handling, communication and support for passengers. 

Jobs will change more often than disappear

The broader findings point to a structural transformation in employment rather than straightforward job growth or decline. Emerging and expanding functions are expected in remote operations, system supervision, software, data management, cybersecurity, safety assurance, and regulatory compliance. The transitional period is likely to be particularly demanding, as conventional and automated systems will coexist. Organisations may need additional coordination and staffing, while workers must learn to operate within hybrid systems. Quantitative employment effects are expected to remain moderate in the short term, while more pronounced occupational restructuring may emerge over longer horizons.

Making the transition inclusive

Access to CCAM-related opportunities will depend on access to training, organisational support, employment conditions, social circumstances, and policy choices. Some groups will face additional barriers, including older workers, people with low digital confidence, migrants, people with disabilities, workers in precarious employment, and those in rural or underserved areas. These risks will need to be balanced against opportunities, such as less physically demanding work, longer careers, remote or supervisory roles, and improved accessibility. From skills evidence to action Early, modular, and demand-driven reskilling is essential. Training should align directly with identifiable employment pathways and integrate technical competencies with communication, problem-solving, adaptability, and confidence in working with automated systems. The skills matrix provides a practical foundation for the next RESKILLING activities: training journeys, policy guidance, and the CCAM Employment & Skills Observatory.

The full analysis can be found in Deliverable 3.3.