Tackling the engineering skills shortage whilst driving innovation requires a fundamental shift in how the sector approaches talent—a challenge Susan Robson MBE embraces head-on as Chief Executive of the Women’s Engineering Society. With engineering at the core of solutions to monumental challenges like the energy transition and climate resilience, Robson brings strategic clarity to the task of connecting diverse talent with an industry experiencing critical capacity issues. In this exclusive interview, she shares incisive perspectives on why diversity isn’t merely desirable but essential for business success, particularly as the UK races to meet ambitious net zero targets.

The Women’s Engineering Society, established in 1919, stands at a pivotal moment as it expands its vision to encompass the entirety of the engineering economy. Through Robson’s leadership, the organisation is fostering pathways for women across all dimensions of the sector—from corporate environments to entrepreneurial ventures and research roles—demonstrating how strategic diversity initiatives deliver tangible business outcomes in an increasingly competitive global landscape.

Your recent appointment as Chief Executive of the Women’s Engineering Society comes at a crucial time for the engineering sector. What do you see as the most pressing challenges facing the industry regarding skills capacity, particularly in relation to net zero targets?

“Engineering is at the core of solutions of monumental challenges like the energy transition, infrastructure resilience, and sustainable food production. But progress is threatened by a critical bottleneck around the availability of skilled workers in engineering roles, particularly those aligned with green energy and the transition to net zero.

“The engineering investment landscape is, quite frankly, bonkers. For the UK’s energy transition goals alone, PwC forecasts approximately 200,000 additional workers will need to be trained in green energy roles – a number that is as staggering as it is urgent. Meeting this demand will require a new, multifaceted approach which taps into under-utilised talent pools and reshapes recruitment strategies to reflect the changing landscape of the engineering economy.

“An effective strategy must consider solutions that benefit both industry and society. Reskilling workers from declining sectors offers opportunities for individuals to pivot toward thriving green energy industries while simultaneously addressing skill shortages. Regional specialisations within the UK also play an important role, highlighting the need to align training initiatives with specific engineering strengths in different areas of the country. Women are much more likely to be tied to “place”, and if we are going to benefit from their talent, we should pay heed to regional ties.

“Innovation must also underpin this task, and innovation relies on diverse, representative talent. For engineering to effectively address societal challenges, the workforce must reflect the society it serves. This means creating inclusive pathways for all talent to engage with the engineering economy in a meaningful way, spanning industry, research, start-ups, and leadership positions.

“Closing the skills gap will demand coordinated, systemic efforts from all stakeholders: government, industry, educational institutions, and NGOs. Organisations such as the Women’s Engineering Society (WES) are poised to play a pivotal role by championing initiatives that establish clear, accessible routes into engineering and fostering workplace cultures that prioritise inclusivity and retention.

“The challenge ahead is certainly formidable, but the rewards are transformative.”

Throughout your 25-year career in business consulting and strategy, what fundamental shifts have you observed in how the engineering sector approaches talent acquisition and retention?

“Over the last 25 years, the engineering sector has shifted its approach to talent acquisition and retention. While some of these changes stem from efforts to address imbalances in gender, race, or disability, the ultimate driver remains the market. Whether one views targeted strategies to attract diverse talent as progressive or merely fashionable, the underlying reality is clear: securing the capacity for growth and the capability for innovation directly correlates with business success. For companies poised to succeed, aligning talent strategies with market needs is non-negotiable.

“This principle is neither novel nor fleeting. In 1919, the Women’s Engineering Society was established as industry responded to the need for female workers during the war. The motivation was pragmatic then, and it remains so today. Business imperatives have always dictated workforce strategies, and they will continue to do so.

“What has evolved, however, is the complexity of the operating models required to meet these demands. Achieving diversity, equity, and inclusion (EDI) is not a standalone effort – it permeates every aspect of a business’s strategy. A robust operating model provides the framework to align EDI goals with long-term sustainability. Implementation, of course, must adapt to ever-changing societal, political, and technological conditions, whether through innovative talent engagement or streamlined processes. In an industry shaped by external forces, adaptability and inclusivity remain the cornerstones of success.”

The Women’s Engineering Society has been championing female engineers since 1919. How do you plan to evolve its legacy to address contemporary challenges while maintaining its foundational principles?

“Since 1919, our founding objectives have remained consistent, a testament to their enduring relevance, even if the language reflects the era in which they were written. Over the past century, we have built a legacy of championing women in engineering, with much of our focus directed toward large corporate environments. However, the landscape is evolving, and so is our approach.

“We are now expanding our vision to encompass the entirety of the engineering economy, ensuring that women can thrive across all its dimensions. This includes bolstering support for women launching their own ventures, exploring non-traditional pathways into the profession, and facilitating re-entry for those returning from career breaks or transitioning from adjacent industries into engineering roles or research.

“Equally important is strengthening our alliances within the sector. In an era of constrained funding and resources, collaboration is no longer optional but essential. By working closely with our peers, we can amplify our collective impact, driving meaningful change for women and girls in engineering. Such cooperation reflects both the challenges and the opportunities of our times.”

Looking at the global engineering landscape, which regions or countries do you believe are leading the way in creating truly inclusive engineering workplaces, and what lessons can the UK sector learn from them?

“The proportion of women in engineering in the UK remains stubbornly low, hovering around 15.7% (worryingly and disappointingly down from 16.5% in 2022), with troubling trends in particular career stages (the leadership stage is most troubling). Meanwhile, other regions offer glimpses of what is possible. In Africa and Asia, countries such as Benin, Algeria, Morocco, Brunei Darussalam, and Bangladesh report gender parity figures that are enviable. Closer to home, Scandinavia and parts of Europe—Norway, Denmark, Lithuania, Poland, Latvia, and Bulgaria—also stand out as examples of success in attracting women into the profession.

“These statistics present a dual challenge for the UK. On the one hand, they offer valuable lessons and opportunities to emulate best practices. On the other, they pose a potential risk: British engineering talent, particularly women, may be drawn to regions where conditions better support fulfilling and inclusive careers. This “brain drain” threat can’t be ignored.

“Understanding why the UK continues to struggle in attracting and retaining women in engineering is a complex task. The issue is undoubtedly multifaceted, with some causes rooted in the broader societal challenges faced by women so pervasive in the news right now. Addressing these barriers will require not only deeper research but also a concerted effort to develop and implement targeted, actionable initiatives. Without such measures, the UK risks falling further behind in fostering a truly diverse and innovative engineering workforce. That is why we are working alongside fantastic organisations such as Engineering UK to conduct research that will help us understand how we can raise our game in the UK.”

Your recent MBE recognition highlights your commitment to inclusion in engineering. Could you share a particular initiative or project that has delivered unexpected positive outcomes for both diversity and business performance?

“At a previous employer, I had the opportunity to establish an employee resource group, applying the same strategic tools that had proven effective in my consulting roles. The initiative yielded great results, ultimately contributing to earning the company a coveted spot on The Times Top 50 Places for Women to Work. Reflecting on the experience, one of the most rewarding moments came about a year later when the CFO highlighted the tangible impact this work had on the firm’s ability to attract and retain female talent. It was a clear demonstration of how thoughtful strategy can drive meaningful outcomes, both for employees and the business.”

Skills shortages remain a persistent challenge across engineering disciplines. What strategic approaches would you recommend to organisations struggling to tap into diverse talent pools?

“The strategic recommendations I offer to organisations centre around ensuring recruitment processes are both equitable and effective. It is essential to assess whether your hiring practices inadvertently exclude specific talent pools. A systematic review of these processes can identify areas where bias may be entrenched.

“Use of artificial intelligence requires a careful touch. AI holds great promise in streamlining recruitment, but its application must be thoughtfully managed to eliminate bias, not perpetuate it. Vigilance is needed to ensure its implementation aligns with the goal of diversity.

“Organisations must re-evaluate their attitude to risk. Viewing candidates who fall outside conventional norms as “risky hires” is counterproductive. Instead, see these individuals as opportunities: valuable contributors who can bring fresh perspectives and drive innovation.

“Partnerships are key. Collaborating with specialists who can bridge the gap between organisations and diverse talent pools opens doors to candidates who might otherwise be overlooked. These partnerships are especially effective when combined with efforts to position the organisation’s brand in spaces it has historically underrepresented itself.

“Finally, success in recruitment and retention depends on the cultivation of networks. Engaging in new environments and building “weak ties” – connections outside of traditional channels – can yield strong results, creating a pipeline of hires who offer fresh skills and perspectives.

“These strategies, when executed effectively, position organisations not just to attract diverse talent, but to embed diversity as a driver of innovation and competitive advantage.”

The International Women in Engineering Day has become a global celebration. How do you measure its tangible impact on recruitment and retention of women in the sector?

“The truth is we can’t. But we can assume that the growing reach of the campaign (aim: to raise awareness of women in engineering) is a leading indicator of engagement of the industry and society in looking to understand and address barriers that will then enable us to increase the number of women going into and staying in engineering. At a local level, companies who collaborate with us on the campaign do so to showcase their brand as an inclusive employer and use the campaign as a tool to demonstrate their commitment to finding the best talent at the levels they need to deliver their business goals. If it didn’t realise tangible impacts on their business, they would not be investing their resources in it. The campaign continues to grow.”

Engineering solutions shape our society’s future. How crucial is it that engineering teams reflect the diversity of the communities they serve, particularly when addressing climate challenges?

“The climate emergency, while driven by local actions, is a crisis that transcends borders and impacts the globally. Engineering stands as a linchpin in crafting sustainable solutions, yet those solutions can only be viable and ethical if they are informed by the voices of the communities they aim to serve. Addressing the challenges of climate change demands a workforce that mirrors the diversity of these communities.

“Women and minority groups, who often face the brunt of climate-related disruptions, must have a seat at the table. Their perspectives are not merely valuable but essential in ensuring that the strategies devised are equitable and effective. The reality is stark: we either solve the climate emergency inclusively, for the benefit of all, or we fail collectively. There is no middle ground.

“Engineering, when done right, is about collaboration. It is about bringing together varied experiences and expertise to tackle problems that affect us all. In the face of the climate crisis, that principle has never felt more important.”

Given your experience in both consulting and the energy sector, how do you see the relationship between diversity and innovation playing out specifically in engineering projects focused on climate resilience?

“Diverse perspectives within a team fundamentally enhance the ability to break down and analyse complex problems. In the realm of the climate emergency and infrastructure resilience, this diversity becomes even more critical. Women and minority groups are disproportionately affected by these challenges, meaning their experiences provide unique insights into both risks and opportunities. Including such voices ensures a more comprehensive and innovative approach to problem-solving—one that is not just thorough but forward-looking.

“This principle is not new. Tackling ‘wicked problems’ in business has consistently demonstrated that diversity and inclusion within the operating model are key to achieving the best outcomes. Drawing on my experience in strategy and consulting, I’ve seen how embedding these practices across all aspects of an organisation leads to superior decision-making and results. When confronting a crisis as profound as climate resilience, there is simply no excuse for doing anything less. The stakes demand it.”

What single piece of advice would you give to engineering firms that are serious about transforming their approach to diversity and inclusion?

“That depends. There are some hasty and unthinking transformations in EDI going on at the moment. Yet the fundamental question remains unchanged: does your business require a larger talent pool to drive growth, and does it need innovation to maintain a competitive edge? If the answer is yes, then EDI is not optional. It must be embedded in every facet of your operating model.

“Integrating EDI is not about rhetoric or fleeting trends; it is about building a robust foundation for long-term success. Companies that fail to adopt this approach risk losing access to the diverse perspectives and capabilities that are essential for innovation and resilience in a rapidly evolving market. The need is clear: thoughtful, strategic incorporation of EDI will distinguish the businesses that thrive from those that falter.”