Preparing for the Next Generation
Serisha Sirputh- Director at LDM
South Africa’s built environment sector is facing significant challenges, including an ageing workforce, a growing skills gap, and the need for expertise to address deteriorating infrastructure across sectors such as water, energy, and transport. These pressures are reflected in a 2025 report by RIB Software, which found that 31% of South African construction companies identified labour shortages and skills gaps as their most pressing challenges.
This is compounded by an ageing workforce, with a large proportion of South Africa’s artisans over the age of 55, underscoring the need to attract more young professionals. This spans the full spectrum of emerging talent – from apprentices and artisans to civil engineers, project managers, and diploma- or degree-qualified professionals – ensuring technical and management roles are sustainably filled.
Serisha Sirputh, Director at LDM, a built environment consultancy firm that advises on infrastructure and construction projects, believes the industry must urgently implement new strategies to attract, retain, and develop the next generation of industry professionals – without such action, closing the skills gap and economic growth are at risk.
“We have to invest in and empower the people who will shape the industry next if we want to build a resilient future,” she says. “It’s not only a necessity but it’s also an opportunity to redefine its trajectory.”
CETA-led apprenticeships, learnerships, and skills programmes, together with TVET partnerships and digital recruitment drives, play an important role in creating pathways into trade and technical careers within the built environment sectors. Nonetheless, several higher education and training institutions still rely on traditional methods and struggle to keep pace with evolving industry demands such as AI, virtual reality, and modern construction techniques. This means many graduates enter the workforce without complete exposure to these practices, making curriculum updates in line with industry innovation a continuing priority.
Another challenge is that access to opportunities varies, with some still facing barriers to entry, and graduates often finding their skills misaligned with practical realities. Limited mentorship, unclear career pathways, and perceptions of the industry as physically demanding further affect uptake and retention.
To truly future-proof the workforce, initiatives must evolve swiftly – growing more responsive, inclusive, and aligned with the sector’s changing needs. Coordination across stakeholders also needs strengthening to ensure efforts are scalable and aligned. Additionally, Sirputh notes that this transformation must resonate at a personal level: “Attracting talent is about more than job listings – it’s about demonstrating the opportunities for growth in our industry to young people in an increasingly digital world.”
Staff retention in the sector is another key contributor to the skills shortage, closely linked to workplace conditions and career development opportunities. Research shows that workers are more likely to stay when they receive mentorship, recognition, competitive pay, and manageable workloads. If this is lacking, a high turnover of professionals slows project outcomes and drives up costs – a global pattern, also affecting South Africa.
While many in the industry have taken steps through mentorship schemes and cross-disciplinary training, more focused efforts are needed, particularly around mental health and work-life balance, to build a stable, skilled workforce.
“Retention is not just an HR metric; it is a strategic priority that directly impacts how projects are planned, managed, and delivered, ensuring sustainable outcomes across the built environment,” says Sirputh.
Developing leadership capabilities among emerging talent is another essential element. Companies that invest in programmes offering practical project experience, management exposure, and rotational placements across different types of projects equip young professionals with the skills and confidence to take on managerial roles. Offering relevant training in digital technology will also enable tomorrow’s leaders to operate in increasingly complex, AI-driven construction environments.
Addressing the skills and resourcing challenges facing South Africa’s built environment – and ensuring its long-term success – depends on how effectively current strategies are strengthened and on the collective commitment of all stakeholders to attract and develop the next generation. This requires investment not only in systems and structures but also in those who will carry the industry forward.
“The foundation of any company’s success lies in the capabilities of its people. When we invest in their development, we’re investing in a future built on resilience, innovation, and shared opportunity,” Sirputh concludes.
