< Previous40 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk ENGINEERING THE FUTURE E ngineering has always been a measure of a nation’s progress, but today the discipline stands at a crossroads. What once revolved around machines and materials now hinges on data, sustainability, and human ingenuity. Across the UK and beyond, the engineering sector is being reshaped by digitalisation, automation, and the global drive toward net zero, a transformation that is changing how engineers think, collaborate, and define value. The pace of digital change is one of the most striking shifts. Tools that were once futuristic, such as digital twins, artificial intelligence, and predictive analytics are becoming standard practice. Engineers can now model entire systems virtually, predicting faults before they occur and fine-tuning performance down to the smallest variable. Deloitte’s 2025 Engineering and Construction Industry Outlook points to continued investment in these capabilities, with firms scaling up automation, robotics, and cloud- based project management tools to deliver projects faster and more sustainably. Such technologies are redefining what’s possible, from energy systems that self-regulate to factories that learn from every movement on the production line. These digital innovations are being driven by necessity as much as ambition. The UK’s engineering sector is under pressure to decarbonise, modernise, and maintain competitiveness in a global market that rewards agility. The push for greener technologies has accelerated in recent years, spurred by government net-zero targets and growing client demand for sustainable solutions. Engineers are reimagining machinery, infrastructure, and industrial processes to reduce waste and energy use. This means lighter materials, modular systems, and smarter control mechanisms that can cut emissions without compromising output. In practice, that might look like a manufacturing plant powered by a mix of solar and hydrogen, or construction materials engineered to store carbon rather than emit it. But this rapid evolution has exposed a critical bottleneck: people. According to the Institution of Engineering and Technology’s (IET) latest Skills and Demand in Industry report, the UK is facing an unprecedented shortfall in qualified engineers and technicians. As of 2025, almost half of engineering and technology businesses report difficulties filling key roles, with demand for data specialists, design engineers, and sustainability experts far outpacing supply. The problem isn’t confined to entry-level positions, it extends into management and strategic roles where digital Engineering the next era As automation, AI and sustainability redefine what it means to build, UK engineers are reshaping both industry and identity, designing a future that works smarter and greener. 42 Áwww.eastmidlandsbusinesslink.co.uk East Midlands Business Link 41 ENGINEERING THE FUTURE42 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk ENGINEERING THE FUTURE literacy and leadership must align. Many organisations are now recognising that investing in technology without investing in people simply shifts the problem rather than solving it. The skills gap is not only about numbers, but about a changing skillset. The modern engineer must be as comfortable with code as with CAD, as confident interpreting algorithms as blueprints. Automation and AI may reduce the need for some manual tasks, but they amplify the need for strategic thinking, creative problem-solving, and systems integration. The Aaron Wallis 2025 Engineering and Industrial Sales Market Report underlines this shift, highlighting that businesses are increasingly recruiting for hybrid roles, professionals who can bridge engineering expertise with commercial and digital insight. Employers are also competing for talent on new fronts, offering flexible work arrangements, training pathways, and purpose-driven projects to attract a generation motivated by sustainability and impact. Yet, the competition for talent extends far beyond recruitment. Retaining skilled engineers has become a strategic priority. The combination of ageing workforces, international mobility, and burnout from high workloads means firms must now focus on culture and career progression as much as compensation. The IET data shows that younger engineers are particularly drawn to companies that invest in professional development and demonstrate a genuine commitment to climate responsibility. This cultural evolution mirrors the technological one, a recognition that the future of engineering depends on empathy and adaptability as much as precision and process. The challenges facing the industry are complex, but they are matched by extraordinary opportunities. Infrastructure investment across the UK is creating a fertile environment for innovation, from smart transport networks to renewable energy hubs. Deloitte’s analysis points to increasing capital flow into areas such as clean manufacturing, grid modernisation, and next-generation materials, fields where British engineering has long excelled. Meanwhile, cross-sector collaboration is accelerating, with partnerships forming between traditional engineering firms, software developers, and research institutions. These alliances are unlocking new efficiencies and giving rise to solutions that blend physical and digital intelligence. Sustainability remains the common thread through all this change. Clients are demanding lower-carbon outputs, regulators are tightening standards, and consumers are increasingly aware of supply chain ethics. In response, engineering firms are rethinking everything from sourcing and fabrication to lifecycle analysis and circular design. Some are even using AI to track and reduce embodied carbon at every stage of a project. Despite this progress, smaller firms www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 43 ENGINEERING THE FUTURE face hurdles in keeping pace. The investment required to implement advanced digital systems or upskill staff can be daunting, and the risk of a two- speed industry (where large players innovate while SMEs struggle) is real. To counter this, industry bodies and government programmes are working to widen access to funding, training, and technology partnerships. Shared learning platforms and digital toolkits are emerging to help smaller businesses participate in the green and digital transition, ensuring that innovation does not become the privilege of a few. At the same time, new business models are taking shape. The traditional project-based approach is giving way to ongoing, data-driven services. Predictive maintenance, digital asset management, and lifecycle partnerships are becoming key revenue streams. Engineers are no longer just designing and delivering; they are monitoring, optimising, and adapting systems in real time. This evolution is creating more resilient client relationships and encouraging longer- term thinking about performance, safety, and sustainability. As the boundaries of engineering expand, so too does its role in society. The sector is not only powering economic growth but also shaping how we live and respond to global challenges. From resilient infrastructure to renewable energy, the solutions engineers create will determine the trajectory of the coming decades. But to achieve that vision, the industry must address its internal challenges: the digital divide, the skills gap, and the cultural barriers that hinder innovation. The future of engineering will not be defined by any single technology or breakthrough, but by the ability to connect them, to fuse human creativity with intelligent systems, sustainability with profitability, and ambition with accountability. It will require leaders who can see the bigger picture and teams that can navigate constant change with clarity and purpose. If the sector succeeds in that, it will do more than engineer the future, it will ensure that the future is worth building.44 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk MEN’S HEALTH AWARENESS Grow a mo, change a culture www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 45 MEN’S HEALTH AWARENESS Movember isn’t just about facial hair. It’s about breaking silence around men’s health. Local businesses are proving that a simple office challenge can spark lasting change. E very November, something subtle starts to happen across offices, shop floors, and boardrooms — a little more stubble here, a full moustache there, and plenty of good-natured teasing about who can pull it off best. But behind the laughter is a serious purpose. Movember, the global men’s health movement that began in Australia and now reaches more than 20 countries, has turned facial hair into a symbol of solidarity. It’s about starting conversations that don’t usually happen and raising funds that can genuinely save lives. For businesses across the UK, it’s become one of the most inclusive and creative charity drives on the calendar. The idea is simple: use November to do something small: grow, move, host, or give, and make a big difference for men’s health. The causes are wide-ranging, from prostate and testicular cancer to mental health and suicide prevention, and the message is clear: men’s health deserves the same openness and support we give to every other form of wellbeing. Men in the UK still face higher rates of preventable illness and suicide than women, and they’re less likely to seek help early. Research from Movember shows that globally, men die on average four and a half years earlier than women, largely from causes that could be prevented. Every conversation, fundraiser, or shared story chips away at the stigma that keeps so many silent. That’s where workplaces play such an important role. The office, workshop, or breakroom might not sound like the front line of healthcare, but it’s where men spend much of their time, and where culture can either keep people quiet or help them speak up. 46 Á46 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk MEN’S HEALTH AWARENESS More companies are choosing the latter. From construction firms and logistics depots to creative agencies and local councils, Movember is being used as a way to strengthen team spirit while supporting a good cause. The workplace campaign offers several ways to take part. Grow a Mo remains the classic choice, turning a bit of facial fuzz into a month-long talking point that invites donations and awareness. Move for Movember encourages teams to run, walk, cycle, or swim 60 kilometres over the month, representing the 60 men lost to suicide every hour around the world. For workplaces that prefer to connect over conversation rather than competition, Host a Mo-ment provides the chance to bring people together for a coffee morning, quiz night, or after-work event in the name of men’s health. And for anyone with a creative streak, Mo Your Own Way lets people dream up personal challenges, from mountain hikes to bake sales, all while raising funds. It’s not just about the money raised, though that funding has made a measurable impact. Since it began in 2003, Movember has funded more than 1,300 projects worldwide, improving early cancer detection, mental health resources, and suicide prevention programmes. The real shift happens when awareness translates into everyday action, when employees remind each other to book check-ups, when managers normalise discussions around stress or burnout, or when a colleague’s story helps someone else open up. These small cultural changes build workplaces where wellbeing isn’t a side initiative but part of the fabric. Businesses that get involved often find the benefits go beyond goodwill. Participating in campaigns like Movember builds morale and connection in ways that no HR handbook can. Teams rally around a shared goal, departments mingle, and www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 47 MEN’S HEALTH AWARENESS even the most serious meetings gain a spark of humour when someone turns up with a handlebar moustache. For many, it becomes a welcome reminder that work doesn’t have to come at the expense of humanity. In industries where long hours, stress, or physical demands take a toll, Movember offers a simple, visible way to care for the people behind the job titles. The campaign has already inspired creative efforts. Local firms have hosted “Mo Miles” challenges, where staff log collective kilometres to reach a fundraising target. Others have used the month to partner with local barbers for awareness days, offering free quick checks or information sessions. Some companies even match staff donations, doubling their contribution and signalling that men’s health matters to the business itself, not just the individuals taking part. For smaller workplaces, participation doesn’t need to be elaborate. Starting a Movember team online, putting up posters, or simply encouraging open conversation can make a difference. The key is visibility. Each moustache (real or fake) sparks a question, and every question opens the door to talk about something that too often remains unspoken. As November rolls around, the invitation is simple: get involved. Whether that means growing a moustache, running a few kilometres, or organising a small event, every effort helps. Movember’s strength lies in how ordinary it feels, everyday people using everyday moments to create extraordinary change. For businesses, it’s a chance to combine camaraderie with compassion, and to show that looking after your team goes beyond the nine- to-five. Because in the end, the best workplaces don’t just grow profits, they grow awareness, empathy, and a sense of purpose that lasts well beyond the month.completely missed the point. That would’ve been marketing. This was movement- building. It’s not about selling a bar. It’s about raising the bar — for transparency, accountability, and leadership. So the next time you’re wondering how to stand out, ask yourself: “What would Jamie Oliver do?” “What would Martin Lewis say?” “And what would Joe Wicks blend, bake, and brand to make the point impossible to ignore?” Then grab your PR dumbbells and get lifting. Because if you want to be seen as an authority, you can’t just look the part — you have to train for it. That, my friends, is Keen in 15. The Keen in 15 Workout Your PR & Positioning Plan 1.Warm up with purpose – If you don’t know what you stand for, neither will anyone else. 2.Stretch your comfort zone – If it feels safe, it’s not newsworthy. 48 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk PUBLIC RELATIONS Joe Wicks has just served up a Killer Bar — literally. Not another “health snack” destined for the impulse-buy rack next to the dumbbells. No, this one’s deliberately packed with the sort of ultra-processed nonsense he’s spent years warning us about. And he’s done it on purpose. Because Joe — bless his energetic, HIIT-happy heart — knows how to start a conversation. This wasn’t a product launch. It was a provocation. A bar called Killer to expose the darker side of an industry selling “fuel” that might just be fuelling the wrong things. Sound familiar? That, my friends, is Keen in 15. Burpees for your positioning Wicks isn’t selling snacks; he’s building belief. He’s done what every wannabe thought leader claims they want to do but rarely commit to — he took a stand. He made himself uncomfortable. No sterile LinkedIn post about “raising awareness.” No over-filtered photo holding a smoothie bowl. He built the problem in bar form and dared the press to bite. A killer PR campaign Why Joe Wicks just gave the media a masterclass in standing for something (and why most ‘experts’ won’t dare copy him) Greg Simpson, founder of Press For Attention PR, unpacks how Joe Wicks turned a snack stunt into a masterclass in conviction-led PR, and why most experts won’t dare copy him. It’s Jamie Oliver’s Turkey Twizzlers all over again — a deliberate poke in the eye of the establishment. It’s Martin Lewis refusing to “stay in his lane” when policy turns personal. They don’t play it safe. They pick a fight that matters. So, if you’re serious about being seen as an expert, don’t just join the conversation. Start the debate. Crunches for your content Here’s the brutal truth: you can’t tone your reputation with gentle stretching. If you want a visible profile, you’ve got to work the muscle most “gurus” avoid — conviction. Every post, podcast, or PR pitch should flex what you believe, not just what you know. Knowledge makes you clever. Conviction makes you credible. And let’s be honest — Joe’s taken a few punches with this. But for every critic, there are a dozen column inches, think-pieces and TV segments spreading his message for him. That’s a PR workout most “influencers” can only dream of. The moral of the (protein) story Creating a “healthier” bar would’ve www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 49 PUBLIC RELATIONS 3.Pick a fight (strategically) – Every sector has a villain; just choose one worth punching up at. 4.Flip the script – Take a lazy assumption in your industry and expose it for what it is. 5.Spot the story – Find the tension, the change, or the conflict. That’s where the headlines live. 6.Lead, don’t lecture – Show people, don’t tell them. Use examples, evidence, and lived experience. 7.Build your stamina – Visibility compounds. Keep showing up even when you’re bored of your own message. 8.Use compound moves – Repurpose your story across platforms; a good hook works everywhere. 9.Control your oxygen – When critics appear, stay calm and factual. Don’t feed the trolls — feed the press. 10.Hold your core – Keep every story aligned with your key positioning point: what do you want to be known for? 11.Fuel your thinking – Read beyond your niche; PR power comes from perspective, not echo chambers. 12.Stay hydrated with humility – You can have a strong opinion without being a know-it-all. 13.Monitor your form – Track what coverage, content, or commentary actually lands. Refine and repeat. 14.Recover smartly – After a big story or stunt, pause. Reflect, then build the next chapter. 15.Finish strong – Keep the conversation going. PR isn’t a moment; it’s a momentum game. Want help finding your own ‘Killer Bar’ moment? Drop me a line — I’ll help you identify the issue, the story, or the stance that makes you newsworthy. A former business journalist, Greg Simpson is the author of The Small Business Guide to PR and has been recognised as one of the UK's top 5 PR consultants, having set up Press For Attention PR in 2008. He has worked for FTSE 100 firms, charities and start-ups and conducted press conferences with Sir Richard Branson and James Caan. His background ensures a deep understanding of every facet of a successful PR campaign – from a journalist’s, client’s, and consultant’s perspective. Next >