Engineering in 2026: smarter systems, sharper skills, stronger connections
To mark National Engineering Day on 5th November, director of engineering Matt Kent reflects on how vital engineers are to the fabric of modern life and looks ahead at where the profession is heading.
Engineering has always been about solving problems. But as we look towards 2026, the problems we face are getting more complex, and more connected. The skills shortage continues to tighten. AI is reshaping how we analyse, design and maintain systems. And there’s growing recognition that project delivery and long-term facilities management need to work in lockstep if we’re going to build and operate resilient, efficient buildings.
These themes are already shaping the conversations we’re having with customers, suppliers and engineers. Together, they point to what I think will define engineering over the next year: using technology intelligently, embedding skills development into every stage of delivery, and creating a more joined-up relationship between projects, operations and people.
The skills challenge isn’t going away – but it’s changing shape
The skills gap has been the industry’s favourite talking point for years, and for good reason. The Institution of Engineering and Technology estimates that the UK needs over 170,000 new engineers and technicians each year to meet demand. That figure isn’t likely to shrink soon. But the conversation is starting to shift from recruitment alone to capability: how we train, retain and continuously upskill the people we already have.
What’s becoming clear is that technical competence is only part of the picture. Engineers now need digital literacy, systems thinking and commercial understanding to thrive in modern FM environments. The lines between mechanical, electrical and digital disciplines are blurring fast. An engineer who once focused purely on HVAC performance might now be working with data from IoT sensors, predictive maintenance software, and energy management platforms.
I see this evolution every day. Our customers are increasingly asking for engineers who can interpret data, not just collect it, and who can collaborate with IT and sustainability teams, not work in isolation. The solution isn’t quick, but it is clear: long-term investment in apprenticeships, structured professional development, and internal pathways that show how engineering can lead to leadership.
If we want to attract the next generation, we need to show them that engineering isn’t a static career, but a gateway into shaping how the world works.
AI is a tool, not a shortcut
There’s genuine potential for AI to make engineering smarter, safer and more efficient. But like any tool, its value depends on how we use it.
We’re already seeing FM teams experimenting with AI-driven maintenance strategies, such as asking systems to suggest the most efficient asset replacement schedules or simulate how changes in occupancy affect energy use. Done well, this can save time, cut costs and reduce risk. But AI is only as good as the questions you ask it and the data you feed it. Poorly designed models can generate confident nonsense.
The real opportunity lies in combining human insight with machine analysis. AI can process vast datasets at speed, but it can’t yet replace engineering judgement or the contextual understanding that comes from years in the field. When we train our engineers to interpret and challenge AI outputs, rather than simply accept them, we unlock its potential as an amplifier of human expertise, not a replacement for it.
Over the next year, the most forward-thinking organisations will be those that embed AI literacy into engineering teams. Not to create data scientists, but to ensure everyone understands how digital tools support decision-making, safety and sustainability.
Designing for day one – and day 1,000
One of the most overlooked challenges in engineering today is the disconnect between project delivery and ongoing maintenance. Too often, new systems are handed over with minimal consideration for how they’ll be operated, monitored or repaired in real-world conditions. The result? Expensive remedial work, duplicated data entry, and frustrated facilities teams scrambling months after completion.
In 2026, I expect to see a bigger push to bridge that gap. Projects shouldn’t end when the ribbon is cut – that’s when the real engineering begins. By aligning design, delivery and FM functions from the outset, we can ensure that buildings are maintainable, compliant and optimised from day one.
That means connecting project data directly into CAFM systems, so every new asset is logged, tagged and trackable from the start. It means building maintenance expertise into design teams, not bolting it on later. And it means understanding workforce requirements early to ensure that the right skills and resource are in place long before the building goes live.
When customers and suppliers collaborate this way, the benefits are immediate and include reduced downtime, faster fault diagnosis, smoother mobilisation and better long-term value.
The digitalisation drum keeps beating
Digitalisation isn’t a new story, but it remains the engine of progress. From electronic permits and AI-supported risk assessments to predictive maintenance platforms, the shift from paper to pixels is accelerating.
Take safety and compliance as an example. Many FM teams are now moving permit-to-work systems online, digitising RAMS documentation and introducing AI-supported checks that flag inconsistencies or missing information before sign-off. It’s a small shift with a big impact: faster approvals, fewer human errors, and stronger assurance that work is being completed safely and compliantly. The challenge, particularly in highly regulated environments, is that adoption can be slow, but momentum is building as digital assurance becomes integral to operational excellence.
Balancing innovation with information security will continue to be a defining tension in 2026. What matters is momentum: taking practical steps to digitise processes where the business case is strongest, and ensuring systems talk to each other rather than create new silos.
Digital infrastructure is also increasingly critical for decarbonisation strategies. As corporations face growing requirements to report on their environmental, social and governance strategies, engineering teams are uniquely positioned to support net zero goals. Operational knowledge, asset performance data and reporting structures can identify realistic pathways to reduce carbon impact, inform how new projects are designed and existing systems are optimised.
Engineering, after all, thrives on iteration. Each new layer of data, automation and insight gives us more precision, more foresight and, ultimately, more resilience.
Engineering is the thread that ties it all together
National Engineering Day is a reminder of how deeply engineers shape everyday life, from the unseen systems keeping our workplaces running to the technologies transforming how we live. But it’s also a moment to look forward.
The next era of engineering in FM won’t be defined by a single innovation or breakthrough. It will be defined by integration of people, projects and data. By developing adaptable skills, using technology wisely, and aligning design with operation, and embedding decarbonisation into decisions, we can ensure the buildings we manage today are ready for the challenges of tomorrow.
Because engineering isn’t just about maintaining systems. It’s about creating the conditions for progress.
If you’d like to discuss how we can support your operations, get in touch with our team.
