2,500 engineering professionals from around the world took part in our Voice of the Workforce survey. The survey sought opinions from engineers, who shared their experiences of past and current roles, future opportunities for industry and the trends they see across their sector.
Read more at https://www.matchtech.com/voice-of-the-workforce#X2WW154018C8OYIE.99
Technology - It's position and impact on Surveying 2020 Report - May 2020Anthony Walker
The RICS, SCSI , TSA and GoReport worked together to produce a report which looked at the position and impact of Technology on the surveying profession also see https://lnkd.in/gFgbVTw
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
E&u ceo study perspective final 0515ssJohn Juliano
The document summarizes findings from IBM's 2010 Global CEO Study, which included interviews with over 1,500 CEOs globally. Key findings for the energy and utilities industry included:
1) Environmental issues and increased regulation were seen as the top external factors over the next three years.
2) Two-thirds of energy and utilities CEOs expect substantial industry transformation and believe sustainability will impact their business.
3) CEOs feel unprepared for the high levels of complexity they expect in the industry over the next five years.
5 Years of The SA-csi National Results. Can the South African CX community show a Return on the Investment to improve CX?- Revealing successes, learnings and important lessons for the future
The document summarizes key findings from PwC's 17th Annual Global CEO Survey regarding Australian CEOs. It finds that while Australian CEOs are cautiously optimistic about short-term growth, they are less confident than global, Asia Pacific, and US peers about long-term prospects. Australian CEOs are most concerned with over-regulation and infrastructure issues. They have focused more on internal restructuring than deals, and their deals activity in Asia is lower than peers. Australian CEOs recognize technology as the biggest transforming trend but less than half have technology change programs. They need to better capitalize on opportunities in the growing Asian economy.
WELLBEING AT WORK: CREATING A MEANINGFUL EMPLOYEE EXPERIENCEHuman Capital Media
The wellbeing market is explosive. More than $45 billion is now spent every year on corporate wellbeing solutions, and the number of new ideas is explosive. How do you build a complete wellbeing strategy? In this research-based presentation, Josh Bersin, global industry analyst, will:
Describe a framework for complete wellbeing
Show you how to develop a wellbeing strategy that impacts the entire employee experience
Share details from the launch of a brand new research report, The New Corporate Wellbeing Market, authored by Josh Bersin
Join us in this webinar on Tuesday, June 4 from 12pm – 1pm Eastern to learn how wellbeing at work leads to an increase in productivity, engagement, employee retention, and a fantastic employment brand.
The LinkedIn Economic Confidence Outlook (LECO) is a survey of global business leaders. The Q3 2014 LECO survey was conducted during September 2014. More than 13,000 LinkedIn members, director-level and above, from various industries responded to the survey.
Follow our Economic Graph Showcase Page at: https://www.linkedin.com/company/linkedin-economic-graph
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Technology - It's position and impact on Surveying 2020 Report - May 2020Anthony Walker
The RICS, SCSI , TSA and GoReport worked together to produce a report which looked at the position and impact of Technology on the surveying profession also see https://lnkd.in/gFgbVTw
Driving growth and differential performance among Class I railroadsDeloitte United States
Building a precision-scheduled railroad generated substantial benefit for Class I railroads and their shareholders when compared to their prior performance. However, with nearly all railroads pursuing the same strategy, we see differential performance among the Class I railroads driven primarily by changes in industrial production rather than strategic choices by management and Boards of Directors. Breaking away from the narrow range of industry peer performance will likely require more deliberate choices about the scope of operations and services that offer good prospects for returns on capital. Railroad executives should shift attention from operations to the configuration of commercial functions to help realize distinct competitive advantages and improved shareholder returns.
E&u ceo study perspective final 0515ssJohn Juliano
The document summarizes findings from IBM's 2010 Global CEO Study, which included interviews with over 1,500 CEOs globally. Key findings for the energy and utilities industry included:
1) Environmental issues and increased regulation were seen as the top external factors over the next three years.
2) Two-thirds of energy and utilities CEOs expect substantial industry transformation and believe sustainability will impact their business.
3) CEOs feel unprepared for the high levels of complexity they expect in the industry over the next five years.
5 Years of The SA-csi National Results. Can the South African CX community show a Return on the Investment to improve CX?- Revealing successes, learnings and important lessons for the future
The document summarizes key findings from PwC's 17th Annual Global CEO Survey regarding Australian CEOs. It finds that while Australian CEOs are cautiously optimistic about short-term growth, they are less confident than global, Asia Pacific, and US peers about long-term prospects. Australian CEOs are most concerned with over-regulation and infrastructure issues. They have focused more on internal restructuring than deals, and their deals activity in Asia is lower than peers. Australian CEOs recognize technology as the biggest transforming trend but less than half have technology change programs. They need to better capitalize on opportunities in the growing Asian economy.
WELLBEING AT WORK: CREATING A MEANINGFUL EMPLOYEE EXPERIENCEHuman Capital Media
The wellbeing market is explosive. More than $45 billion is now spent every year on corporate wellbeing solutions, and the number of new ideas is explosive. How do you build a complete wellbeing strategy? In this research-based presentation, Josh Bersin, global industry analyst, will:
Describe a framework for complete wellbeing
Show you how to develop a wellbeing strategy that impacts the entire employee experience
Share details from the launch of a brand new research report, The New Corporate Wellbeing Market, authored by Josh Bersin
Join us in this webinar on Tuesday, June 4 from 12pm – 1pm Eastern to learn how wellbeing at work leads to an increase in productivity, engagement, employee retention, and a fantastic employment brand.
The LinkedIn Economic Confidence Outlook (LECO) is a survey of global business leaders. The Q3 2014 LECO survey was conducted during September 2014. More than 13,000 LinkedIn members, director-level and above, from various industries responded to the survey.
Follow our Economic Graph Showcase Page at: https://www.linkedin.com/company/linkedin-economic-graph
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Alongside Maryland Construction Network (MCN), Gross Mendelsohn surveyed Maryland construction contractors, gathering insights, trends and outlooks on hot button topics like how other firms feel about their future, trends in personnel development, tax deductions and credits that other contractors are taking advantage of and more.
This 2016 survey garnered responses from over 200 Maryland construction contractors, resulting in data and insights far beyond anything typically available in the industry. The results of the survey were first released in this presentation by Gross Mendelsohn’s Construction Group Director, Steve Ball, CPA.
Big risks require big data thinking, Global Forensic Data Analytics Survey 2014EY
This presentation is based on EY FIDS' report on Forensic Data Analytics and comprises global as well as India findings.
For further information, please visit: http://www.ey.com/FIDS
One in three goods crosses national borders, and more than one-third of financial investments are international transactions. And in the next decade, global flows could triple, powered by rising prosperity and participation in the emerging world. In a new McKinsey Global Institute (MGI) report, "Global flows in a digital age: How trade, finance, people, and data connect the world economy," scenarios show that global flows could reach $54 trillion to $85 trillion by 2025.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in the United Kingdom.
SERVICE SOLAHART Contact Us 081297497704 Telp : 02199316735 SMS 087887330287
Kami Dari CV.DAVITAMA Menyediakan Jasa Perbaiakan Pemanas Air SOLAHART
Apakah mesin pemanas air anda bermasalah
1.TIDAK PANAS 2.BOCOR 3.BONGKAR PASANG
5.PENGGANTIAN SPAREPART 6.INSTALASI PIPA AIR PANAS 7.PENJUALAN UNIT
Dengan tenaga ahli kami yang berpengalaman secara profesional dapat kami tangani masalah mesin pemanas air.
Dengan pemanas air tenaga Matahari rutin diservice, maka akan mendapatkan 95% kebutuhan energy secara gratis dari Matahari.
KEUNTUNGAN EKONOMIS DARI PEMANAS AIR TENAGA MATAHARI
Pemanas Air memerlukan energi. Apakah energi tersebut harus dibeli atau tidak, tergantung apakah anda mempunyai Pemanas Air Tenaga Surya. Dengan Pemanas Air Tenaga Surya Solahart, anda dapat mengharapkan mendapat energi matahari yang bebas biaya sampai 95% dari total energi yang diperlukan. Prosentase ini tergantung pada kondisi iklim dan type Pemanas Air Tenaga Surya yang anda pakai.
CV. DAVINATAMA SERVICE
E-mail: davinatama@yahoo.com Nomer Telpon: +6221 99316735 Fax : +6221 48702925
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)PwC France
http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
This document discusses Serco's journey to improve employee engagement. It outlines the barriers previously faced, such as a lack of senior leader buy-in and resources for engagement. Serco overcame these barriers by developing an engagement strategy, conducting reality checks, and setting up an engagement network. The document explains that high employee engagement leads to higher customer satisfaction and operating profits. Engagement is important for Serco's strategy to become the world's greatest service company by strengthening its brand and aiding collaboration.
The Global IT Trust Curve survey - Comprehensive Results PresentationEMC
The 2013 IT Trust Curve study surveyed 3,200 respondents to assess their organizations’ IT maturity levels and ability to withstand and quickly recover from disruptive incidents such as unplanned downtime, security breaches, and data loss.
Discover the impact and upside of having high IT Trust maturity, as captured in this overview of the survey results.
More via http://www.emc.com/campaign/it-trust-curve/index.htm
Themen wie die Flüchtlingskrise verpassen der deutschen Regierung einen deutlichen Dämpfer. Erstmals seit vier Jahren sinkt das Vertrauen in Angela Merkel und ihr Kabinett in der Einkommens- und Bildungselite. Das ist eines der zentralen Ergebnisse des Edelman Trust Barometers 2016 – mit mehr als 33.000 Befragten in 28 Ländern die größte repräsentative Erhebung zum Vertrauen in Regierungen, Nichtregierungsinstitutionen (NGO), Unternehmen und Medien.
This third annual survey by TECNA, a non-profit trade association of regional technology organizations which serves as a leading voice in growing the North American technology economy, provides current and future technology trends locally, regionally and nationally. The survey was conducted in partnership with CompTIA, the non-profit association for the IT industry.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Technology industry CEOs are optimistic about growth prospects. Most see more opportunities than threats and expect revenue growth over the next three years. However, they also face challenges from disruption, convergence, and new competitors emerging from other industries like professional services and media. To succeed in this environment, CEOs see the need to invest in digital technologies, form new partnerships including with competitors, and demand a more diverse talent pool with broader skills.
To what extent has cloud become a continual source of innovation for organizations? Have they significantly altered their cloud outlook in the face of economic pressures? In what ways are cloud and artificial intelligence coming together?
How are organizations in Asia-Pacific using cloud to drive business innovation? How are they balancing the rising demand for data-intensive technologies with overall business objectives? What’s driving the move to industry cloud? Find out in this brief.
The document summarizes the results of a survey of 276 IT leaders on their technology priorities for the next 12 months. Key findings include:
- 51% of respondents expect their IT budgets to increase over the next year.
- Top technologies being researched/piloted include IoT, multi-cloud management, and SDN. Least interesting are blockchain, AR/VR, and open source technologies.
- The most important project for many is cybersecurity, followed by cloud infrastructure and enterprise apps.
- Challenges to deploying new technologies include lack of skills/staff and disconnect between IT and business leadership.
Make Better Talent Decisions with Data and Insights | ConnectIn Singapore 2014LinkedIn Talent Solutions
Hiring and retaining the right talent has become increasingly important in today’s workforce. There is increasing pressure on managers to make the right decision which usually tough. LinkedIn data guru, Nick Carroll, discusses how data can enable managers to make informed decisions more easily.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/19V0QDv
Learn more about LinkedIn Talent Solutions: http://linkd.in/1sDl7Fq
Tweet with @HireOnLinkedIn: http://bit.ly/1e4VFBO
Follow us on SlideShare: http://slidesha.re/17cCRvf
Follow the LinkedIn Talent Solutions page: http://linkd.in/1aS4MXY
Across Health Multichannel Maturometer 2018Across Health
The survey found that while digital budgets and satisfaction levels have increased compared to previous years, training and skills development for digital transformation remains low. Fewer than one third of respondents were very comfortable with their company's digital strategy and teams. Additionally, over half felt their company was not offering sufficient opportunities to develop digital skills. The survey also found that healthcare disruption is widely recognized but companies feel underprepared. Key challenges included regulatory issues, lack of a clear digital strategy, and insufficient internal knowledge.
AmCham Taiwan announced the results of the Chamber’s 2022 Business Climate Survey (BCS) on January 19, 2022. The survey discloses that a record percentage of respondents – over 87% – expressed confidence in Taiwan’s economic performance for the coming year. Member companies of the American Chamber of Commerce in Taiwan are feeling overwhelmingly optimistic about the years ahead,
How are organizations in the United Kingdom & Ireland using cloud-enabled business models to innovate at scale? What is cloud’s role in sustainability? Learn these answers and other findings in this brief.
How crucial is cloud as a catalyst for innovation for organizations in North America? Are investments in line with business objectives? To what extent is cloud fueling artificial intelligence? Learn these answers and other findings in this brief.
ConnectIn Singapore 2014: Make Better Talent Decisions with Data and Insights...linkedintalentsolutionsSEA
Hiring and retaining the right talent has become increasingly important in today’s workforce. There is increasing pressure on managers to make the right decision which usually tough. In this session, LinkedIn data guru, Nick Carroll, will discuss how data can enable managers to make informed decisions more easily.
Alongside Maryland Construction Network (MCN), Gross Mendelsohn surveyed Maryland construction contractors, gathering insights, trends and outlooks on hot button topics like how other firms feel about their future, trends in personnel development, tax deductions and credits that other contractors are taking advantage of and more.
This 2016 survey garnered responses from over 200 Maryland construction contractors, resulting in data and insights far beyond anything typically available in the industry. The results of the survey were first released in this presentation by Gross Mendelsohn’s Construction Group Director, Steve Ball, CPA.
Big risks require big data thinking, Global Forensic Data Analytics Survey 2014EY
This presentation is based on EY FIDS' report on Forensic Data Analytics and comprises global as well as India findings.
For further information, please visit: http://www.ey.com/FIDS
One in three goods crosses national borders, and more than one-third of financial investments are international transactions. And in the next decade, global flows could triple, powered by rising prosperity and participation in the emerging world. In a new McKinsey Global Institute (MGI) report, "Global flows in a digital age: How trade, finance, people, and data connect the world economy," scenarios show that global flows could reach $54 trillion to $85 trillion by 2025.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (United Kingdom)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in the United Kingdom.
SERVICE SOLAHART Contact Us 081297497704 Telp : 02199316735 SMS 087887330287
Kami Dari CV.DAVITAMA Menyediakan Jasa Perbaiakan Pemanas Air SOLAHART
Apakah mesin pemanas air anda bermasalah
1.TIDAK PANAS 2.BOCOR 3.BONGKAR PASANG
5.PENGGANTIAN SPAREPART 6.INSTALASI PIPA AIR PANAS 7.PENJUALAN UNIT
Dengan tenaga ahli kami yang berpengalaman secara profesional dapat kami tangani masalah mesin pemanas air.
Dengan pemanas air tenaga Matahari rutin diservice, maka akan mendapatkan 95% kebutuhan energy secara gratis dari Matahari.
KEUNTUNGAN EKONOMIS DARI PEMANAS AIR TENAGA MATAHARI
Pemanas Air memerlukan energi. Apakah energi tersebut harus dibeli atau tidak, tergantung apakah anda mempunyai Pemanas Air Tenaga Surya. Dengan Pemanas Air Tenaga Surya Solahart, anda dapat mengharapkan mendapat energi matahari yang bebas biaya sampai 95% dari total energi yang diperlukan. Prosentase ini tergantung pada kondisi iklim dan type Pemanas Air Tenaga Surya yang anda pakai.
CV. DAVINATAMA SERVICE
E-mail: davinatama@yahoo.com Nomer Telpon: +6221 99316735 Fax : +6221 48702925
Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)PwC France
http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
This document discusses Serco's journey to improve employee engagement. It outlines the barriers previously faced, such as a lack of senior leader buy-in and resources for engagement. Serco overcame these barriers by developing an engagement strategy, conducting reality checks, and setting up an engagement network. The document explains that high employee engagement leads to higher customer satisfaction and operating profits. Engagement is important for Serco's strategy to become the world's greatest service company by strengthening its brand and aiding collaboration.
The Global IT Trust Curve survey - Comprehensive Results PresentationEMC
The 2013 IT Trust Curve study surveyed 3,200 respondents to assess their organizations’ IT maturity levels and ability to withstand and quickly recover from disruptive incidents such as unplanned downtime, security breaches, and data loss.
Discover the impact and upside of having high IT Trust maturity, as captured in this overview of the survey results.
More via http://www.emc.com/campaign/it-trust-curve/index.htm
Themen wie die Flüchtlingskrise verpassen der deutschen Regierung einen deutlichen Dämpfer. Erstmals seit vier Jahren sinkt das Vertrauen in Angela Merkel und ihr Kabinett in der Einkommens- und Bildungselite. Das ist eines der zentralen Ergebnisse des Edelman Trust Barometers 2016 – mit mehr als 33.000 Befragten in 28 Ländern die größte repräsentative Erhebung zum Vertrauen in Regierungen, Nichtregierungsinstitutionen (NGO), Unternehmen und Medien.
This third annual survey by TECNA, a non-profit trade association of regional technology organizations which serves as a leading voice in growing the North American technology economy, provides current and future technology trends locally, regionally and nationally. The survey was conducted in partnership with CompTIA, the non-profit association for the IT industry.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Technology industry CEOs are optimistic about growth prospects. Most see more opportunities than threats and expect revenue growth over the next three years. However, they also face challenges from disruption, convergence, and new competitors emerging from other industries like professional services and media. To succeed in this environment, CEOs see the need to invest in digital technologies, form new partnerships including with competitors, and demand a more diverse talent pool with broader skills.
To what extent has cloud become a continual source of innovation for organizations? Have they significantly altered their cloud outlook in the face of economic pressures? In what ways are cloud and artificial intelligence coming together?
How are organizations in Asia-Pacific using cloud to drive business innovation? How are they balancing the rising demand for data-intensive technologies with overall business objectives? What’s driving the move to industry cloud? Find out in this brief.
The document summarizes the results of a survey of 276 IT leaders on their technology priorities for the next 12 months. Key findings include:
- 51% of respondents expect their IT budgets to increase over the next year.
- Top technologies being researched/piloted include IoT, multi-cloud management, and SDN. Least interesting are blockchain, AR/VR, and open source technologies.
- The most important project for many is cybersecurity, followed by cloud infrastructure and enterprise apps.
- Challenges to deploying new technologies include lack of skills/staff and disconnect between IT and business leadership.
Make Better Talent Decisions with Data and Insights | ConnectIn Singapore 2014LinkedIn Talent Solutions
Hiring and retaining the right talent has become increasingly important in today’s workforce. There is increasing pressure on managers to make the right decision which usually tough. LinkedIn data guru, Nick Carroll, discusses how data can enable managers to make informed decisions more easily.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/19V0QDv
Learn more about LinkedIn Talent Solutions: http://linkd.in/1sDl7Fq
Tweet with @HireOnLinkedIn: http://bit.ly/1e4VFBO
Follow us on SlideShare: http://slidesha.re/17cCRvf
Follow the LinkedIn Talent Solutions page: http://linkd.in/1aS4MXY
Across Health Multichannel Maturometer 2018Across Health
The survey found that while digital budgets and satisfaction levels have increased compared to previous years, training and skills development for digital transformation remains low. Fewer than one third of respondents were very comfortable with their company's digital strategy and teams. Additionally, over half felt their company was not offering sufficient opportunities to develop digital skills. The survey also found that healthcare disruption is widely recognized but companies feel underprepared. Key challenges included regulatory issues, lack of a clear digital strategy, and insufficient internal knowledge.
AmCham Taiwan announced the results of the Chamber’s 2022 Business Climate Survey (BCS) on January 19, 2022. The survey discloses that a record percentage of respondents – over 87% – expressed confidence in Taiwan’s economic performance for the coming year. Member companies of the American Chamber of Commerce in Taiwan are feeling overwhelmingly optimistic about the years ahead,
How are organizations in the United Kingdom & Ireland using cloud-enabled business models to innovate at scale? What is cloud’s role in sustainability? Learn these answers and other findings in this brief.
How crucial is cloud as a catalyst for innovation for organizations in North America? Are investments in line with business objectives? To what extent is cloud fueling artificial intelligence? Learn these answers and other findings in this brief.
ConnectIn Singapore 2014: Make Better Talent Decisions with Data and Insights...linkedintalentsolutionsSEA
Hiring and retaining the right talent has become increasingly important in today’s workforce. There is increasing pressure on managers to make the right decision which usually tough. In this session, LinkedIn data guru, Nick Carroll, will discuss how data can enable managers to make informed decisions more easily.
Webinar - Multichannel Maturometer 2018 results: Key global trendsAcross Health
Questions answered include:
• Did the 20%+ budget increase in 2017 continue in 2018?
• Which channels have reached maturity…and which ones could break out in the next years?
• What are the industry's biggest bottlenecks for adopting digital?
• (How) are key digital capabilities developing versus last year?
• How satisfied is the industry with its digital efforts to date?
For the recorded webinar please visit our website: http://bit.ly/2vC86oc
2017 Ventureburn Tech Startup Survey resultsBurn Media
This survey of 260 South African startups revealed the following key insights:
- Most startups are in Western Cape (47%) and Gauteng (44%), led primarily by male founders aged 25-35 (65%). Half of founders are black.
- The biggest challenges startups face are lack of funding/capital (52%) and attracting market access and funding are top areas incubators can help.
- Most startups have been operating less than 2 years, employ 5 or fewer people, and generate less than R1 million in annual revenue.
- Initial funding primarily comes from personal savings/friends/family for 70% of startups, but 71% want over R1 million in future funding.
Trident Building Consultancy worked with the Royal Institution of Chartered Surveyors,, GoReport, and Teesside University to pull together a survey of the profession looking at where it is on the technology adoption journey.
This document summarizes the key findings of the 2022 FP&A Trends Survey. Some of the main findings include:
1) While 76% of FP&A teams feel they deliver strategic value, only 16% consider themselves high performing and 16% struggle to keep up with demands. Too much time (45%) is spent on low-value activities like data management.
2) For FP&A to truly function as strategic advisors, they need to spend more time (currently only 33%) on high-value activities like scenario planning and driving change.
3) Many organizations still struggle with data quality issues, as 31% lack a single trusted data source. However, those using AI/ML were more
The document provides a quarterly update on global equity markets as of October 1, 2022. It includes sections on performance of various US and international market indexes and factors over different time periods. It also reviews earnings growth and valuations across different US market sectors. The document aims to analyze recent performance trends and provide insights on the current state of global equity markets.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
The survey found that London businesses are struggling with the economic slowdown, with many expecting falling sales and rising costs. Access to capital and skills shortages are major concerns. Views on London's transport network were mixed, with the road network seen as particularly unreliable. Most businesses expect benefits from the 2012 Olympics, but crime and its effect on London's reputation were also issues raised. The report calls for action to regain stability, invest in skills and transport, make the most of the Olympics, and continue progress on climate change.
This research reveals the upcoming strategic investment plans of tech leaders. Results from the study are based on 200 heads of IT and examines the growing tech budgets, expected budget allocation for the next 12 months, and the evolving use of emerging vendors.
Similar to Voice of the workforce - Infrastructure (20)
Open Channel Flow: fluid flow with a free surfaceIndrajeet sahu
Open Channel Flow: This topic focuses on fluid flow with a free surface, such as in rivers, canals, and drainage ditches. Key concepts include the classification of flow types (steady vs. unsteady, uniform vs. non-uniform), hydraulic radius, flow resistance, Manning's equation, critical flow conditions, and energy and momentum principles. It also covers flow measurement techniques, gradually varied flow analysis, and the design of open channels. Understanding these principles is vital for effective water resource management and engineering applications.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELijaia
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Supermarket Management System Project Report.pdfKamal Acharya
Supermarket management is a stand-alone J2EE using Eclipse Juno program.
This project contains all the necessary required information about maintaining
the supermarket billing system.
The core idea of this project to minimize the paper work and centralize the
data. Here all the communication is taken in secure manner. That is, in this
application the information will be stored in client itself. For further security the
data base is stored in the back-end oracle and so no intruders can access it.
Generative AI Use cases applications solutions and implementation.pdfmahaffeycheryld
Generative AI solutions encompass a range of capabilities from content creation to complex problem-solving across industries. Implementing generative AI involves identifying specific business needs, developing tailored AI models using techniques like GANs and VAEs, and integrating these models into existing workflows. Data quality and continuous model refinement are crucial for effective implementation. Businesses must also consider ethical implications and ensure transparency in AI decision-making. Generative AI's implementation aims to enhance efficiency, creativity, and innovation by leveraging autonomous generation and sophisticated learning algorithms to meet diverse business challenges.
https://www.leewayhertz.com/generative-ai-use-cases-and-applications/
Height and depth gauge linear metrology.pdfq30122000
Height gauges may also be used to measure the height of an object by using the underside of the scriber as the datum. The datum may be permanently fixed or the height gauge may have provision to adjust the scale, this is done by sliding the scale vertically along the body of the height gauge by turning a fine feed screw at the top of the gauge; then with the scriber set to the same level as the base, the scale can be matched to it. This adjustment allows different scribers or probes to be used, as well as adjusting for any errors in a damaged or resharpened probe.
Home security is of paramount importance in today's world, where we rely more on technology, home
security is crucial. Using technology to make homes safer and easier to control from anywhere is
important. Home security is important for the occupant’s safety. In this paper, we came up with a low cost,
AI based model home security system. The system has a user-friendly interface, allowing users to start
model training and face detection with simple keyboard commands. Our goal is to introduce an innovative
home security system using facial recognition technology. Unlike traditional systems, this system trains
and saves images of friends and family members. The system scans this folder to recognize familiar faces
and provides real-time monitoring. If an unfamiliar face is detected, it promptly sends an email alert,
ensuring a proactive response to potential security threats.
Applications of artificial Intelligence in Mechanical Engineering.pdfAtif Razi
Historically, mechanical engineering has relied heavily on human expertise and empirical methods to solve complex problems. With the introduction of computer-aided design (CAD) and finite element analysis (FEA), the field took its first steps towards digitization. These tools allowed engineers to simulate and analyze mechanical systems with greater accuracy and efficiency. However, the sheer volume of data generated by modern engineering systems and the increasing complexity of these systems have necessitated more advanced analytical tools, paving the way for AI.
AI offers the capability to process vast amounts of data, identify patterns, and make predictions with a level of speed and accuracy unattainable by traditional methods. This has profound implications for mechanical engineering, enabling more efficient design processes, predictive maintenance strategies, and optimized manufacturing operations. AI-driven tools can learn from historical data, adapt to new information, and continuously improve their performance, making them invaluable in tackling the multifaceted challenges of modern mechanical engineering.
3. 3
Contents
1. Methodology
2. Overall confidence
3. Reputation and travel
4. Current and future skills
5. Diversity & ageing workforce
6. Future gazing
7. Topical landscape
4. 4
Methodology
639
respondents
Senior / Middle
Manager
30%
Female
9%
Global online survey
Fieldwork:
24 October -
16 November 2016
Key demographics
57 Females
571 Males
Over 25
years tenure
38%
Gen X
44%
No management
responsibilities
33%
Key level of employment
Line manager /
Technical
manager
22%
6. Q1: How confident are you that the sector you work in as a whole will grow and increase its revenues/income over the coming 12 months? Matchtech Total base: n = 2522
Two thirds are confident in the growth of
the Infrastructure sector
61% are confident that the rail sector will grow and increase its revenues/income over the next
12 months
25%
36%
19%
15%
5%
Very confidentSomewhat confidentNeither confident nor unconfidentNot very confidentNot at all confident
20%
Not confident
61%
confident
6
7. Rail is predicted to see the most growth
above all sectors
Q1: How confident are you that the sector you work in as a whole will grow and increase its revenues/income over the coming 12 months? Aerospace: n = 295, Automotive n = 236, Oil & Gas: n = 373,
Renewables: n = 91, Power Generation: n = 90, Property/Construction: n = 195, Utilities: n = 90, Highways: n = 116, Rail: n = 127, Water and Environment: n = 127, Industrial or manufacturing: n = 217, Energy
(grouped): n = 468, Maritime (grouped): n = 250.
72% Rail 15%
68% Utilities 10%
65% Renewables 25%
61% Power generation 21%
59% Water and Environment 18%
58% Automotive 17%
57% Aerospace 23%
57% Property/Construction 20%
55% Highways 22%
52% Industrial or Manufacturing 25%
52% Naval 19%
46% Energy (Grouped) 28%
45% Maritime (Grouped) 37%
35% Oil and gas 47%
% Confident
% Not Confident
7
Level of
confidence in
sector growth
8. Q3: Which sectors do you expect to show the greatest growth over the coming 12 months? Matchtech Total base: n = 2522
42% of Infrastructure engineers who took
the survey expected Rail to grow the
most in the next 12 months
42%
37%
33%
28%
27%
27%
26%
19%
19%
18%
9%
9%
9%
8%
7%
7%
6%
6%
5%
4%
4%
3%
3%
3%
2%
Rail
Buildings/construction
Renewables
Transportation
Nuclear build
Highways
Power generation
Environment
Water
Waste Management
Chemical or Pharmaceutical
Oil and gas
Consumer Electronics
Town planning
Aerospace
Automotive
Industrial or Manufacturing
Nuclear defence
FMCG /Food
Shipping
Commercial
Naval
Mining and Geological
Leisure
Subsea
#1
#2
#3
#4
#5
Rail (42%)
Buildings / Construction (37%)
Renewables (33%)
Transportation (28%)
Nuclear build (27%)
Top 5 sectors expected to grow the most over the
next 12 months
Expectancy of greatest growth of sectors in the next 12 months
8
9. The majority still see the UK as a leading
player in the industry
Q4: Do you feel confident that the UK will continue to be a leading player in the global engineering industry? Matchtech (UK only) Total base: n = 1713
UK ONLY
CONFIDENCE THAT THE UK WILL CONTINUE BEING A LEADING
PLAYER IN THE GLOBAL ENGINEERING INDUSTRY
60% 23% ?YES NO DON’T KNOW
17%
9
10. There is less confidence about recruitment
and overseas income growth
Q5: Thinking about where you currently work, is the organisation looking to recruit more personnel in the coming 12 months? Q6: Thinking about where you currently work, do you expect the proportion of the
organisation’s revenue/income that comes from overseas customers to increase over the next 12 months? Matchtech Total base: n = 2522
Those who think their organisation is
looking to recruit in the next 12 months
45%
25%
?
YES
NO
DON’T KNOW
30%
Those who expect revenue/income from
overseas customers will increase
23%
48%
?
YES
NO
DON’T KNOW
28%
6%
10
11. Q7: How confident are you that your own career will progress in the coming 12 months? Matchtech Total base: n = 2522
Over half are confident in their own career
progression
56% are CONFIDENT that their own career
will progress in the next 12 months
56%
27%
15%
2%
Confident Neither confident nor unconfident
Not confident Don’t know
Confidence in career progression
14%
11
12. Q8: What level of pay-increase did you receive in the past year (excluding bonus)? Matchtech Total base: n = 2522
Nearly two thirds received a pay increase
in the last year
7%
34%
8%
20%
10% 11% 10%
My pay
decreased
I did not receive
a pay increase
Less than 1% 1-3% 3-5% 5-10% More than 10%
59% stated they received
a pay increase in the past year
7% said their pay
decreased
34% stated they did not
receive a pay increase
BREAKDOWN OF PAY INCREASES/DECREASES
Pay increase amount
12
13. Q9: How confident are you that you will receive a pay increase over the coming 12 months? Matchtech Total base: n = 2522
Only 41% are confident that they will receive
a pay increase in the next 12 months
15% 16% 28% 25% 16%
31%
Not confident
41%
Confident
Very
confident
Somewhat confidentNeither confident nor
unconfident
Not very
confident
Not at all
confident
Confidence in receiving a pay increase in the next 12 months
13
14. Q10: Thinking about future growth and development within your sector, which of the following do you think poses the greatest threat in your sector? Matchtech Total
base: n = 2522
46%
40%
33%
26%
25%
21%
18%
16%
13%
13%
12%
7%
Reducing budgets
Economic outlook
Lack of government investment and strategy to
grow the sector
Ageing workforce
Lower pay than careers in other sectors
Lack of prestige for jobs in the sector
Lack of graduates pursuing careers in the sector
High volume of regulation or ‘red tape’ covering the
sector
Lack of innovation in the sector
High international demand means many qualified
professionals are moving abroad
Lack of students studying STEM subjects
Lack of women pursuing careers in the sector
Perceived threats to the sector
46%
Reducing budgets
33%
Lack of government investment
and strategy to grow the sector
40%
Economic outlook
26%
Ageing workforce
The greatest threats to the sector
Financial factors are seen as the biggest
threats to growth
14
16. Q11: Thinking about the global region you currently work in, do you think that your sector has a better reputation and is held in higher regard than it was 12 months ago? Matchtech Total base: n = 2522. Q12:
You said your sector has a better reputation than it did 12 months ago, what was the main reason for you responding that way? Better reputation base: n = 853. Q13: You said your sector does not have a
better reputation than it did 12 months ago, what was the main reason for you responding that way? Not better reputation base: n = 989
A third believe the Infrastructure sector is
improving, but another third believe it is not
35% think their sector has a better reputation
and is held in higher regard than it was 12 months ago.
The reasons for this are…
34% think their sector does not have a better reputation
and is held in higher regard than it was 12 months ago.
The reasons for this are…
44% High profile projects
15% Greater national and government financial investment in the
sector
13% Technological advancements
12% Greater international presence and growth
9% Political/policy changes
2% Changes in the education system that influence the perception of
engineering/technology for pupils
25% A lack of national and government financial investment in the
sector
21% Political/policy changes
13% A lack of a focus in the education system about changing pupil’s
perceptions of engineering/technology
10% A lack of technological advancements
10% A lack of high profile projects
7% A lack of international presence and growth
16
17. SECTOR HAS A BETTER REPUTATION/HELD IN HIGH REGARD SECTOR DOES NOT HAVE A BETTER REPUTATION/HELD IN HIGH REGARD
In Infrastructure, reputation is strongest in
the rail sector
Q11: Thinking about the global region you currently work in, do you think that your sector has a better reputation and is held in higher regard than it was 12 months ago? Matchtech Total base: n = 2522. Q12: You
said your sector has a better reputation than it did 12 months ago, what was the main reason for you responding that way? Better reputation base: n = 853. Q13: You said your sector does not have a better
reputation than it did 12 months ago, what was the main reason for you responding that way? Not better reputation base: n = 989. Aerospace: n = 295, Automotive n = 236, Oil and Gas: n = 373, Renewables: n =
91, Power Generation: n = 90, Property/Construction: n = 195, Utilities: n = 90, Highways: n = 116, Rail: n = 127, Water and Environment: n = 127, Industrial or Manufacturing: n = 217
52% Renewables 35%
41% Power Generation 36%
40% Rail 26%
39% Automotive 34%
38% Naval 30%
37% Utilities 30%
35% Property/Construction 35%
35% Industrial or Manufacturing 37%
34% Aerospace 39%
34% Maritime (Grouped) 40%
32% Highways 34%
30% Energy (Grouped) 50%
23% Oil and Gas 59%
22% Water and Environment 44%
17
18. 47%
EUROPE
12%
N. AMERICA
0%
S. AMERICA
13%
MIDDLE EAST
26%
ASIA
1%
AFRICA
1%
C. AMERICA
Q14: Based on your experience, which global region do you view to be the most industry leading? Matchtech Total base: n = 2522, Europe::n = 2,014, Africa: n = 80,
North America: n = 115, Middle East: n = 110, Asia Pacific: n = 174
Europe is seen as the leading region
18
19. Asia Pacific 28%
Europe 27%
North America 23%
Middle East 14%
Africa 4%
South America 3%
Central America 1%
Q15: Would you like to move abroad to work in another country at some point in your career? Q16: If you were thinking of moving abroad for work, where would you
most like to move to? Matchtech Total base: n = 2522. Matchtech fly abroad base: n = 1234
Half would like to move abroad with Asia
Pacific and Europe being the most popular
destinations
48% state they would like to move abroad to
work in another country at some point in their career
13% state they are currently working abroad
Most likely place to move abroad
19
20. Q17: What would be the primary factor in your decision to move abroad? Matchtech fly abroad base: n = 1234
Lifestyle change is the primary reason for
moving abroad
49%
Lifestyle change
19%
Better average
pay and conditions
12%
Better career progression
opportunities
9%
Opportunity to work
for a more prestigious
company/organisation
5%
Greater prestige attached
to my industry in other
countries
Reasons for moving abroad
20
22. Q18: Which attributes would most attract you to a new employer? Matchtech Total base: n = 2522
Good pay and benefits are the largest
attraction for joining a new employer
Good pay and benefits 60%
Interesting projects 31%
Interesting and meaningful work 29%
Good career prospects 23%
Convenient location 19%
Flexible working hours 18%
Flexible workspace, e/g/ working remotely 17%
Company values and culture 16%
Good company reputation 14%
Investment in training and development 14%
Diversity of the job role 11%
Opportunities to work in overseas offices 9%
Cutting edge technology 9%
58%
32%
30%
22%
21%
20%
18%
16%
13%
13%
12%
5%
11%
Attributes that would attract people to a new employer
22
23. Q19: Which of the following would make you more likely to leave an employer? Matchtech Total base: n = 2522,
Competitive pay and positive company
culture are key to retaining talent
Non-competitive pay and benefits 60%
Negative culture 31%
Poor career prospects 29%
Lack of interesting and meaningful work/projects 23%
Inconvenient location 19%
The values don’t align with my own 18%
Lack of variety in the work 17%
Lack of investment in training and development 16%
Lack of flexible working hours 14%
A very hierarchal structure 14%
Lack of flexible workspace, e.g. working remotely 11%
Low investment in technology 9%
Company reputation 9%
46%
39%
33%
31%
22%
18%
16%
14%
14%
11%
7%
6%
6%
Most likely reasons for leaving an employer
23
24. Q20: Do you believe there is a current skills shortage within your sector? Q21: In your experience, at what level do you typically see the biggest skills shortage?
Matchtech Total base: n = 2522, skill shortage base: n = 1745
Three quarters believe there is a skill
shortage within Infrastructure
Is there a skill shortage within your sector?
74% 18% ?YES NO DON’T KNOW
8%
And at what skill level?
22% 22% 17% 17% 10% 8% 4%
Line/Technical
managers
Non-managers Skilled trades Senior-middle
managers
Senior leadership Graduates Apprentices
24
25. Q22: What do you feel is the most important factor in addressing the skills shortage in the future? Q23: Thinking about where you currently work, which of the following has the
organisation communicated they are implementing to address the skills shortage in the future? skill shortage base: n = 1745
Promotion of STEM at school and
apprenticeships are seen as most effective
Most important factors to tackling skills
shortage in the future
27%
Promotion of engineering as a career
choice to younger generations, e.g.
STEM initiatives in schools
22%
Apprenticeships
12%
Changing the syllabus in
education to make engineering
skill sets fit for purpose
11%
Increasing the level of support
funding for graduates in order to
counteract university fees
What companies have communicated they
are doing to tackle the skills shortage
34%
do not know of any
communications about this
18%
Having an annual
apprenticeship scheme
14%
Upskilling existing employees with
the required skills
11%
Providing work
experience/placement schemes
for students
25
26. Q24: Would you consider transferring to a different skillset within your sector? Q25: Matchtech: Which skillsets within your sector would you consider transferring to/have
transferred to? Matchtech Total base: n = 2522, consider transferring sector base: n = 1662
Project & Programme Management is
the most desirable skillset to transfer to
54%
28%
YES
NO
Would consider transferring to a
different skillset within a sector
Most likely skillsets to consider
transferring to within a sector
Project & Programme Management 43%
CAD / BIM 12%
Site Supervision & Management 12%
Design 11%
Design – Civil, Mechanical, Electrical &
Public Health 11%
Installation & commissioning 11%
Already transferred
12%
26
27. Q26: Would you consider transferring to a different sector within your industry? Q27_Matchtech: Which industry sectors would you consider moving to/have moved to? Matchtech
Total base: n = 2522, consider transferring sector base: n = 1878
Rail is the most desirable sector to
transfer to
59%
24%
YES
NO
Consider transferring to a different
sector within the industry
Most likely sector to consider
transferring to
Rail 26%
Renewables 23%
Oil & Gas 21%
Power Generation 19%
Buildings / Construction 20%
Nuclear Build 17%
Already transferred
6%
27
28. TRANSFER TO A DIFFERENT SECTORTRANSFER TO A NEW SKILLSET
EASY
DIFFICULT
51%
21%
57%
17%
Q28: What was your experience of transferring to a new skillset? Q29: What was your experience of transferring to a new sector? Already transferred skillset base: n = 321
Already transferred sector base: n = 240
Over half who have transferred found it
easy
How easy the experience was when transferring skillset/sector
28
29. Q30: What would have the most influence over your decision to transfer to a different sector/skillset? Consider transfer of sector/skillset Matchtech base: n = 1831
Interesting work, salary and learning new
skills are seen as most important
56%
52% 52%
26%
19%
12% 10% 9%
More interesting
projects and work
Higher salary Opportunity to learn
new skills
Higher demand for
the new sector/skillset
Faster career
progression
Retaining my level of
seniority
Demand for my
current role is
declining
My employer funding
any retraining costs
The most influential factor when deciding to transfer to a different sector/skillset
29
31. 1%4% 31% 46% 12%
Q32: In general, do you believe that gender diversity in your sector is…? Matchtech Total base: n = 2522, Aerospace: n = 295, Automotive n = 236, Oil and Gas: n = 373, Renewables: n = 91, Power
Generation: n = 90, Property/Construction: n = 195, Utilities: n = 90, Highways: n = 116, Rail: n = 127, Water and Environment: n = 127, Industrial or Manufacturing: n = 217
Gender diversity is seen to be improving
5%
Not improving
58%
Improving
Significantly
improving
ImprovingStaying the sameDecliningSignificantly declining
Is gender diversity improving in your sector?
Perceptions of gender diversity by sector
within Infrastructure
Rail
4% 72%
Water and Environment
4% 58%
Highways, Traffic
and Transportation
5% 60%
Property/Construction
6% 49%
Improving Not improving
31
32. Q31: Thinking about diversity and inclusion in your sector (e.g. gender diversity, ageing workforce), where do you believe the responsibility should lie in order to succeed in
making improvements in this area? Matchtech Total base: n = 2522
Diversity and inclusion is seen as the
responsibility of everyone
37% 13%
13%13%
It is the responsibility of everyone
employed within the industry to shift
our attitudes and behaviours
Whose responsibility is it to make sure the industry improves in being diverse and inclusive?
(eg. Gender diversity, ageing workforce, etc.)
Individual employers need to take
ownership in addressing diversity and
inclusion through their own policies
The Government need to actively
support the industry through the right
laws, strategy and investment
It is the responsibility of Leadership teams
in organisations to implement the right
strategy and set the example within
32
33. Q33: Thinking about where you currently work, has the organisation communicated to you that they are actively taking steps to address gender diversity?
Q34: Which of the following would be the most effective strategies for organisations to improve gender diversity in the sector? Matchtech Total base: n = 2522.
Only a third were aware of steps their
employer was taking to improve gender
diversity
Has your organisation communicated that it is taking steps to
address gender diversity?
37% 40% ?YES NO DON’T KNOW
23%
What would be the most effective strategies to improve gender diversity?
Provide better
flexible working
practices
Outreach activities with schools
and universities to raise the
profile of the
organisation/industry
Encourage and support female
employees to transfer into the
industry from other industries
Address unconscious bias in
management/leadership teams
Create more female role models
within the organisation
38% 38% 30% 34% 25%
33
34. Q35: Thinking about where you currently work, has the organisation communicated to you that they are actively taking steps to address the ageing workforce?
Q36: Which would be the most effective strategies for organisations to manage the ageing workforce in the sector? Matchtech Total base: n = 2522.
There is less awareness over steps
taken to address the ageing workforce
Has your organisation communicated that it is taking steps to address the ageing workforce?
17% 60% ?YES NO DON’T KNOW
23%
What would be the most effective strategies to manage the ageing
workforce?
Facilitate the transfer of
knowledge from older to
younger employees
Encouraging more young
people into the industry, e.g.
apprenticeships and internships
Introduce knowledge
sharing/management processes
to ensure that knowledge is not
lost from those nearing
retirement
Ensuring that career
development and training is
delivered to employees at any
age
Provide better flexible working
practices that will increase the
retention of older employees
47% 41% 39% 36% 35%
34
36. Q39: How do you see your role in 5 years’ time? Matchtech Total base: n = 2522.
A third believe their role will change in
some way
35% 34%
19%
7% 5%
My role is going to change in some
ways but not others
My role will mostly remain the same My role is going to change
substantially
My role could be at risk My role won’t exist
My role in the future
36
37. 37% believe the company they currently
work at is proactive in implementing changes to be fit
for the future
30% believe the company they currently
work at embraces new technology and uses it to its
advantage
23% believe the company they currently work
at is aware of the changes to their sector but is not currently
doing anything to address them
10% do not believe the company where
they are currently working is aware of the future
changes to my sector
Q40: Thinking about where you currently work, which of the below is most representative of how the organisation is preparing for the future? Matchtech Total base: n = 2522.
A third believe their employer is
addressing future challenges
37
38. Attractive attributes in the Infrastructure
sector today
Q41: Thinking about what your sector and role might look like in 5 years’ time, what attributes do you think would make an employer more attractive? Matchtech Total base: n = 2522.
60%
36%
29%
24%
23%
19%
19%
17%
16%
15%
8%
7%
5%
3%
Good pay and benefits
Interesting and meaningful work
Good career prospects
Flexible working hours
Investment in training and development
Company values and culture
Flexible workspace, e.g. working remotely
Convenient location
Good company reputation
Diversity of the job role
Opportunities to work in overseas offices
A large client base
A strong social purpose
A flat hierarchal structure
Good pay and benefits (60%)
Interesting and meaningful work (36%)
Good career prospects (29%)
Flexible working hours (24%)
Investment in training and development (23%)
#1
#2
#3
#4
#5
Influence of attributes on attracting talentTop 5 attributes
38
40. Less than half are concerned about the
impact of Brexit on their career
Q42: Are you concerned about the impact of Brexit on the sector you work in? Q43. Are you concerned about the impact of Brexit on your own career? Matchtech UK only. Total
base: n = 1,713.
Concerned about the impact of Brexit on sector
40%
50%
51%
39%
YES
UNSURE
Concerned about the impact of Brexit on career
UK ONLY
?
NO
10%
YES
UNSURE
?
NO
10%
40
41. Q44: Are you concerned about the impact of the US Presidential Election on the sector you work in? Matchtech Total base: n = 2522.
Concerned about the impact of the US election on sector
24%
64%
A quarter are concerned about the impact
of the US election
YES
UNSURE
?
NO
12%
41