Held under the Chatham House Rule, the discussion brought together prominent chairs and senior board directors with engineering backgrounds to reflect on the opportunities and obstacles for engineers in governance.
This session forms part of the Engineers with Influence series, a joint initiative designed to amplify engineers’ voices in leadership, governance, policy and business.
Engineers are national assets
Dr Raj Aseervatham, Engineers Australia President and Board Chair, opened the conversation by underscoring the economic weight of engineering in Australia’s economy. Around 48% of industry value added comes from “engineering-heavy sectors” like mining, infrastructure, energy and advanced manufacturing, Raj said.
Three ideas “capture the spirit of engineering today”: systems thinking, innovation and sustainability. This mindset is vital as boards grapple with complexity, risk and long-term challenges.
Jonathan Cartledge, CEO of Consult Australia, emphasised the influence of engineering businesses, which generate around $18 billion in annual revenue and employ 280,000 people nationally. “As we engage with government, it’s important to understand where engineers sit within decision-making structures,” he said.
Strategic and technical experts
From the moment we wake up to the moment we go to bed, we interact with the work of half a million engineers who make our country function, noted Engineers Australia’s Chief Engineer, Katherine Richards AM.
Yet, engineers remain underrepresented in governance roles. Less than 3% of corporate directors come from STEM backgrounds. Boardrooms favour candidates from law, finance and executive management.
Engineers excel at solving complex problems, which is why they can make good directors, CEOs and chairs, the group agreed. But cultural and social biases can stand in their way. Too often, organisations see engineers as “technical” specialists, rather than strategic problem-solvers adept at engaging stakeholders, managing costs, timelines and quality, navigating commercial realities and creating value for society.
More than one participant described being the sole engineer on the board as “lonely.” Others agreed that, when engineers are present, they consistently bring rigorous analysis, risk literacy and commercial acumen.
As one director observed: “Building a business is an exercise in design. You analyse the past, but you have to design the future.” No other profession is better qualified to do this. Another participant put it this way: engineers “hold the minute detail and the big picture together.”
A nuanced skill mix
Boards – like all workforces – benefit from diversity of thought around the table, noted AICD CEO Mark Rigotti. But a diverse board isn’t just demographics. It’s about “cognitive diversity”.
This observation reflected a broader theme: the opportunity is not simply to install “more engineers on boards,” but to rethink how boards value cognitive diversity, systems thinking, problem-solving and commercial breadth.
Participants identified recurring barriers that limit engineers’ participation: