By Welma Prinsloo, Managing Director: Engineering, Babcock
Much has been written about the future of work. Artificial intelligence, automation, digitalisation and emerging technologies continue to dominate conversations about how industries will evolve over the coming decades.
Yet one of the greatest challenge industry face is not technological at all. It is knowledge transfer.
Across South Africa and many other industrial economies, a generation of highly experienced engineers, artisans, technicians and specialists is approaching retirement. These are individuals who have spent decades building and maintaining power plants, supporting mining operations, fabricating critical infrastructure, solving complex engineering challenges and keeping some of the country's most important industries operating.
The question is not whether these individuals will eventually retire. The question is what happens to their knowledge when they do.
For many organisations, knowledge is one of the most valuable assets they possess. Unlike equipment, buildings or technology, it does not always appear on a balance sheet. It exists in experience, judgement and the ability to solve problems when conditions are far from ideal.
It is found in the artisan who instinctively recognises the early signs of equipment failure. The engineer who understands how a plant has evolved and aged over decades of operation. The supervisor who has experienced multiple outages and knows how to anticipate challenges before they arise.
This type of knowledge cannot simply be downloaded, automated or replaced.
In industries such as energy, mining, manufacturing, fabrication and heavy engineering, practical experience remains a critical component of operational success. While technical qualifications provide an essential foundation, many of the most valuable lessons are learned through years of exposure to real-world projects, equipment, people and operating environments.
This is why the conversation around skills development needs to evolve.
For many years, the focus has been on attracting young people into engineering and technical careers. This remains important and continues to be a priority for industry. However, attracting talent is only part of the solution. The greater challenge is ensuring that critical knowledge is successfully transferred before it is lost.
In South Africa, this issue is particularly significant. Many sectors continue to face shortages of engineers, artisans and technicians while simultaneously managing the retirement of experienced professionals who possess decades of institutional and technical knowledge. At the same time, industries are under pressure to improve productivity, adopt new technologies and remain globally competitive.
The risk is not simply a shortage of people. The risk is a shortage of experience.
This distinction matters because engineering is ultimately about problem-solving. It requires technical competence, but it also relies heavily on judgement, context and the ability to apply knowledge in complex and often unpredictable situations.
While advances in artificial intelligence and digital technologies will undoubtedly change the way engineers work, they are unlikely to replace the practical experience developed through years spent solving real operational challenges.
Technology can provide information. Experience provides perspective. The future of engineering will depend on both.
For organisations operating in industrial environments, knowledge transfer can no longer be viewed as a human resources initiative alone. It is a strategic business priority.
The companies that will succeed in the years ahead are those that actively create opportunities for experienced employees to mentor younger colleagues, share lessons learned and expose developing professionals to real-world challenges. Knowledge transfer must become part of everyday operations rather than an activity that takes place only when retirement approaches.
At Babcock, we see the importance of this every day. We are fortunate to have employees whose experience spans decades. Through graduate development programmes, apprenticeships, mentorship initiatives and technical training opportunities, we are focused on ensuring that this knowledge is shared with the next generation of engineers, artisans and technicians.
Importantly, this is not simply about preserving expertise. It is about building future capability.
Engineering has always been a profession that builds for generations to come. The infrastructure, equipment and systems we design and maintain today will continue to support industries and communities long into the future.
The same principle applies to people.
If South Africa is to strengthen its industrial competitiveness, improve productivity and support economic growth, it must continue investing in the development of technical skills and the transfer of engineering knowledge. The future will depend not only on the technologies we adopt, but on the capabilities we develop and the experience we pass on.
Because when 40 years of engineering experience retires, knowledge should not retire with it.
