- Project plans
- Project activities
- Legislation and standards
- Industry context
Last edited 17 Dec 2018
Civil engineers shortage
Credible plans to address the shortage of civil engineers often seem to be focused on long-term sustained actions that won’t deliver now but several years in the future. Possibly. New research sponsored by ICE suggests CEOs and the sector are missing a trick that can be actioned now.
However, new research suggests that CEOs and the infrastructure sector are missing an actionable trick that could start delivering real benefits in the competition for talent right now. So what’s the research and what does it show?
 ICE sustainability survey
In the biggest survey of its type that ICE has conducted, UK based members were asked questions about sustainability. CEOs and senior staff may sigh heavily at this point - ‘sustainability is not my bag, not a commercial priority, not a technical priority, all a load of greenwash.’
We sympathise. But bear with us, this new data is particularly important for CEOs and senior staff. The engineers surveyed were at different stages of their careers, with both some common themes and differences between millennials and non-millennials.
Overall, the vast majority (87%) of engineers agreed that their projects should be delivering sustainable development goals. Just 34% of respondents felt that their firm had suitable measurement methods for projects, with millennials twice as likely than non-millennials to say that their firm’s scheme was not fit for purpose (36% vs 16%).
 Competing as a buyer in a seller’s market
So what, you may think. But given that there’s a major shortage of engineering talent, it’s a sellers’ market for talent, not a buyers’ one.
Engineers have the ability to choose the firms that best meet their professional aspirations, and avoid those that don’t. Employers don’t get a great deal of choice. Given the size of the shortage – 60,000 new engineers needed every year - competing for talent is a strategic priority for all engineering firms. As a strategic responsibility, it falls to CEOs and senior staff to address successfully.
Since working on projects that explicitly and actively deliver sustainability is a priority for the new generation of talent, existing senior talent needs to ensure that their projects and firms are explicitly and actively providing such projects. Lots of them.
This is a key aspect that frequently gets overlooked in strategic discussions about sustainability.
 Global issues, global opportunities and global networks
Two things will be particularly helpful in enabling CEOs and senior staff to exploit this competitive opportunity to recruit and retain talent.
Covering 17 different aspects of society, such as clean water and sanitation (SDG6), energy (SDG7), industry innovation and infrastructure (SDG9), sustainable cities and communities (SDG11) and life below water (SDG14), the SDGs set out development targets to be achieved by all nations by 2030.
This article was originally published here by ICE on 2 Aug 2018. It was written by Paul Mansell.
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