Saint‑Gobain Opens Its Factories to Students to Reframe Manufacturing Careers

Mark Rayfield began his working life collecting trash for three summers in Connecticut. "It was a pretty good job," he recalls. "The expectations were pretty clear. And nobody was disappointed by the garbage collector — as long as you were there." Today Rayfield is CEO of Saint‑Gobain North America, and he is focused on what young people entering the labour market can realistically expect from careers in construction and manufacturing.

With growing attention on how artificial intelligence will reshape white‑collar work, the French‑owned building‑materials company has launched a workforce development programme to show high‑school and vocational‑school students that modern manufacturing is tech‑enabled and can offer clear career progression "from entry‑level to my job today." Bringing students into plants has, Rayfield says, sharply increased interest in manufacturing and been "incredibly energizing" for employees who get to explain why their work matters.

The United States faces an estimated shortfall of roughly 1.9 million manufacturing workers by 2033. Rayfield stresses that Saint‑Gobain needs "more people building houses, putting roofs on, and doing drywall manufacturing," and he points to rising college costs and a greater willingness to consider alternatives to four‑year degrees as encouraging signs for the talent pipeline. He also notes that the tighter labour market since the pandemic has made recruiting and retaining staff somewhat easier.

Saint‑Gobain's effort is one of several industry‑led initiatives aiming to change perceptions of so‑called "essential economy" careers. The company is partnering with local schools and plants to create hands‑on pathways that expose students to modern manufacturing, rather than waiting for policy changes to lead the way.

Interview: Why exposure matters

Andrew Edgecliffe‑Johnson: You launched this workforce pipeline development programme earlier this year. What problem are you trying to solve?

Mark Rayfield: Over the last decade we've seen a shortage of new entrants into manufacturing and construction. We strongly believe those are excellent career paths, so our goal is to expose high‑school and vocational‑school students to what these jobs actually entail. We invite them into our factories to meet employees and see that modern manufacturing is not the 1950s image of repetitive tasks. These roles are AI‑enabled, tech‑enabled and part of Industry 4.0 — they involve mechanical and systems engineering work and can be highly rewarding. Our Sustaining Futures, Building Communities programme helps local plants connect with nearby schools, delivering on‑site experiences so students can visualise a career in manufacturing.

AEJ: The skills pipeline has been a concern for years. Is something changing now?

MR: There's been a shift in the past couple of years: more young people realise a four‑year degree is not the only route. They're weighing costs against benefits and seeing alternatives — two‑year vocational programmes, company training, or getting a job first and returning to school later. We're now seeing excellent talent come through those channels.

AEJ: What role should Washington play in accelerating programmes like this?

MR: I believe industry must drive the message and form a coalition of willing partners to spark interest. I don't spend much time fixating on policy. My focus is getting exposure in front of younger people so they can see what manufacturing does and the types of careers available — that's what lights their eyes up.

AEJ: How will AI change manufacturing careers?

MR: The incoming workforce are digital natives who already use many AI tools for problem solving, forecasting, and implementing new systems in plants and across the business. We apply AI to analyse customer feedback and pinpoint issues, and to drive plant performance. AI processes large volumes of data and presents views that individuals might not otherwise have, enhancing decision‑making. But it does not replace human judgment — it broadens the information available to the person making the call and lets employees focus on the problems where human skills add the most value.

Why visibility matters

A recent report from the Manufacturing Institute found that only 12% of US students have ever visited a manufacturing site. "We cannot expect students to choose a path that they cannot see," Rayfield has written, urging the sector to build clearer "pathways from the classroom to the factory."

At the same time, the latest US jobs data showed there are 94,000 fewer people working in America's factories than a year ago, highlighting the urgency of developing sustainable recruitment channels. Industry leaders argue that hands‑on exposure, modern training routes and partnership with schools can help close the gap and reshape public attitudes about manufacturing careers.

"If we can get our messages to the younger generation and get them exposed to what manufacturing does and what careers you can have there, you get eyes that kind of light up," Rayfield says.