Question Answer

1. Understanding and Practical

Application of Engineering
What major projects have you worked
on? Mention 2 new technologies that
you have learned over the last couple
of years and explain how they have
helped you complete your project.
What is the most complex practical
engineering challenge you have
solved? What made it challenging?
What new engineering skills have you I have become proficient in the use of Naviswork Simulate 3D modelling software.
recently acquired? How have you
applied both to different projects?
What system did you develop? List its
components and how they are
interconnected.
Describe the operation of the overall
system and the operation of
component systems.
What technology/technologies did you Radar level measurement using the pulse radar technique
select?
What fundamental theories/principle Non-contacting pulse radar sends out a microwave signal that bounces off the product surface and
governs the system (and component returns to the sensor. The transmitter measures the time delay between the transmitted and received
systems) you developed? Explain echo signal and the on-board microprocessor calculates the distance to the liquid surface using the
them. formula:
Distance = (Speed of light x time delay) / 2
What are the advantages of the It can be used with liquids, sludges, slurries, and some solids.
technology selected compared to A key advantage of radar is that no compensation is necessary for changes in density, dielectric, or
others? conductivity of the fluid. In addition, radar devices have no moving parts so maintenance is minimal.
What are the disadvantages of the Obstructions in the tank, such as pipes, strengthening bars and agitators can cause false echoes. If the
technology selected compared to surface is turbulent, whether from agitation, product blending, or splashing, more of the signal is lost.
others?
What analysis, calculations, modelling
did you carry out?
Who defined the test criteria for the
system?
Did you participate during system
testing? What were the test results?
What is the worst that could happen
during system operation?
How did you incorporate safety in the
design? What are its safety features?
What are the innovative features of
your project?
Provide an example of where you
improved the performance of an
existing system.
What engineering judgements did you
make and how did it affect the
project?
What exactly did you do? What Do not forget to evaluate your project success using Quality, Schedule, Budget, and Safety as yardsticks.
decisions did you make? Why did you
choose option A and reject other
options? Who else was involved in the
decision-making? Did you do them
yourself or was this contracted out to
other firms? Who technically
reviews/approves your work? What
was the outcome?
Were you involved in whole project life
cycle?
What standards and codes did you
apply?
Did you follow current best practices?
Provide examples.
What are/were the most challenging
aspects of your role?
 Expand on the technical aspects of
the projects you have implemented.
Describe the most challenging
technical report that you have had to
produce or a challenging presentation
that you have had to deliver.
2. Management and Leadership
Give examples of continuous
improvement activities you are
involved with? Provide examples of
how you ensure that products are
delivered as per agreed quality.
Is your company ISO 9001
accredited? What does that mean?
What responsibilities are associated
with this?
How do you ensure a project is
delivered on time and within budget?
What would you do if you are behind
project schedule?
Tell me what you know about project
risk
Sought feedback on suitability of product. Introduced quality management.
Yes. ISO 9001 is defined as “the international standard that specifies requirements for a quality
management system (QMS). Organizations use the standard to demonstrate the ability to consistently
provide products and services that meet customer and regulatory requirements.
There are five requirements to achieve ISO 9001 certification:
Comprehensive quality management system, Management responsibility, Resource management,
Product realization, Measurement, analysis, and improvement
All projects I take control of are delivered by proper planning, support during the execution phase, and by
having a flexible approach to working. The planning phase is always done well in advance of the project
start date, and this allows me to strategically plan for any eventuality. I will always create a vision board
during the planning phase, to identify the key issues that could arise during the execution of the project.
This is important because it then allows me to prepare in advance for any eventuality. Then, if something
happens to potentially put the project off track, it is not a surprise, because I have a contingency plan in
place to deal with it. Support during the execution is whereby I provide motivational support to the team
and look strategically for potential problems with the plan. This allows me to foresee issues and deal with
them properly. Finally, by having a flexible approach to the project, you are not set in your ways and
blinkered by your own thinking. It's always important to listen to your team members and other
stakeholders, as they may foresee a better way of working that allows us to deliver the project more
efficiently and cost-effectively.
Gantt chart
There are three categories of risks that I always consider whilst managing and delivering projects. These
are cost risk, schedule risk, and performance risk. Cost risk is the potential for the escalation of costs due
 to substandard initial project-costing estimates and the lack of foresight in respect of the allocation of
finances for unexpected costs. The schedule risk is the danger that the agreed completion date can be
missed essentially due to poor planning. The performance risk is the danger that the completed project
will not function or perform as per agreed specifications. The only way to minimize all three risks is by
furrow analysis of the project requirements and by also considering every potential issue, challenge, or
problem.
Can you tell me the difference Management is all about controlling and directing the resources and the people for whom you are
between leadership and responsible. Leadership on the other hand is about inspiring, motivating and influencing people to achieve
management? your objectives. I believe that to be an effective manager, you need to be good at management and
leadership. You need a strong combination of management and leadership to achieve project goals.
Provide an example of where you Whilst working on the bridge project, I observed that 2 team members were behind schedule and putting
handled underperformance in your in below-par performance. I took decisive action quickly because I realised that the project could quickly
team? fall if just those 2 members were underperforming. It was also going to look bad from other team
members perspectives. They would look at it and think that person isn't helping the team and it can
quickly escalate so I would make sure that I jumped on it quickly and I would speak to the individual to
establish exactly why they weren't performing to the required standard. I would ask them questions and I
would listen whilst they were speaking. I would never jump to conclusions. They may be experiencing
problems at home for example which would be impacting their ability to work effectively. I would find out
what the problem was, and I would then put a plan of action in place to make sure that they got back up to
speed quickly but they also need to agree with this plan of action. They need to be on board fully with
what they need to do to get back up to speed and it might be the case that they do not have the right tools
or resources to do their job properly or they may not have been given the right training and in which case I
would make sure that that was rectified straight away but being a confident and assertive project
manager, I would tackle underperformance quickly and decisively.
How would you delegate responsibility One of the most important things with regards to delegation is to know your team's key strengths and
during a very important project that weaknesses. That is why it's important to get to know your team inside out as soon as possible. Now, if
has tight deadlines? you know your team well, you should not have a problem delegating tasks. To specifically answer your
question though, I would draw up a list of tasks that needed to be delegated during the planning phase of
the project, before identifying which team members should carry out each task, based on their strengths.
Once the tasks were delegated, I would ensure each team member was fully aware of the brief. I would
also make sure they provided me with a situation report and update on a periodic basis. This would then
allow me to benchmark against my plan, to ensure each task was working towards delivering a successful
project, on time and within budget. I would always trust my team to deliver based on the fact I would be
fully aware of their strengths and their weaknesses
Where do you sit in your company’s
organisational structure?
Tell us how you plan complex tasks
What is the difference between
Quality and Quality Assurance? What
international standards govern both?
What have you done with regards to
quality assurance and quality
assurance plans?
Are you involved with quality
management processes?
Do you support audits? Have you
been audited? How did it go?
In your opinion, what are the most There’s an abundance of skills needed to be an effective project engineer, in my opinion. To begin with,
important skills needed to be a you need strong project management and interpersonal skills. You need to be extremely effective at
competent project engineer? organizing, holding people accountable for their actions, and ensuring all work is completed on time and
to the necessary specifications. Other important skills include problem-solving capabilities, technical
competency skills, critical thinking skills and in-depth analytical skills. You also need to utilize effective
leadership skills and be able to motivate others whilst communicating with them effectively, both in written
format and verbally. Finally, you need good negotiation skills, team working skills, a desire and passion
for continuous development and exceptional time management capabilities.” So, that response
demonstrates that you know exactly the core skills needed to be effective and competent as a civil
engineer.
What are the most important skills and The most important skills and qualities needed include an in-depth understanding of the project life cycle
qualities needed to be a project which I just discussed. You need to have exceptional people skills because as a project manager you
manager? need to build good relationships with people and there needs to be a level of respect and a level of
professionalism because you as the project manager are going to make unpopular decisions, but you
need people to work for you to get the project over the finishing line. You need to be a good leader and
you need to be able to motivate your team to help them to feel inspired about the project and to do it to
the best of their abilities. You also need to be an exceptional communicator both when speaking with
people and when writing reports. Everything must be accurate. It must be clear and concise so that
people in the project team understand what it is they need to need to do and by what time frame. You
need to be a good listener so if there are problems within a team you need to listen to them carefully get
to the root of the problem because then that gives you information that will enable you to make the right
decisions moving forward. I also believe some of the most important skills and qualities needed include
the fact that you need to foresee potential problems down the line. You need to look ahead strategically

What are the five stages of the project
life cycle?
Describe the most challenging project
you have worked on and why?
and think to yourself we are part way through this project what could go wrong? You need to have a plan
in place to deal with them. You also need to be consistent, so people see that you are a consistent project
manager because that enables you to build trust. You must build trust amongst your team members and
with the stakeholders, the contractors, and the suppliers that you are inevitably going to use. Finally,
another most important skill or quality is conflict resolution. Undoubtedly, there will always be problems or
conflicts within a project team that you are managing, and you must jump on that quickly and resolve it to
enable the project to continually move forward.
The five stages of the project life cycle are initiation, planning, execution, monitoring and control and the
closing and testing stage. The initiation stage of the project life cycle would involve me sitting down with
the senior management team – yourselves, discussing what the project requirements are, the purpose of
the project and what it is you need me to achieve. I would ask several questions about what it is you need
me to do and achieve as your project manager. Once the initiation stage is established, I would then go
away and start planning the project. I will consider how I am going to achieve the goals of the project and
more importantly to make sure that it is completed on time. I would then look at conducting the execution
stage of the project who's going to do what, the resources we need and who is going to carry out each
task within a specific time frame. It is very important that when you are executing the project you have the
right people in place to do the jobs based on their strengths and their experience. The next stage is the
monitoring and control stage. As I said at the start of the interview, I like to be the person in control so
even though I will give project team members a level of autonomy, the responsibility of the project rests
with me. I will therefore take control of the project. I will steer the project and respond to problems as and
when they occur. I will monitor the performance of my team whether it's face to face or remotely and I will
make sure that I have control of the project to ensure that it meets each key stage element that we need
to meet to get it over the finishing line. Finally, the closing stage is where we assess whether the project
has met the specification and the testing stage, we need to make sure that the project works it meets the
initial initiation stage. the objectives of the project. So those are the five different key elements of the
project life cycle that I would follow as a project manager.
One project immediately springs to mind. I was managing a project for a client who had specific
requirements that continually changed. Now, every week, they would change their mind on what they
required, but I focused on completing the project successfully, on budget and on time, whilst motivating
my team. The project was particularly challenging because some members of my team did not like the
client, and they were threatening to quit because they kept changing their minds. I motivated my team
continually and listened to their concerns as and when they raised any issues. I found that communicating
with my team regularly helped them to stay focused on the project. I did decide to discuss tactfully my
concerns with the client. I felt it was important to communicate with them how their indecision could
 potentially have a negative impact on the project. Now, whilst I assured them the project would be
delivered, I felt it was my responsibility to inform them of the potential negative impact their indecision
could have on the overall result. Now, they took on board my comments, which was great, and my
suggestions, and they thanked me for my honest feedback. The result was that the project was delivered
on time and to the satisfaction of the client. Now, at the end of the project, I conducted a meeting with my
team members, and we all discussed what we had learned from the project so that we could improve next
time. I always find an honest and open approach to managing projects works well.

Describe a time when you solved a I was responsible for delivering a challenging project that had a very tight budget and limited staff. To
complex project related problem. make the project effective I came up with an idea that enabled me to make use of a pool of talent for
What idea did you utilize and how did specific project-related tasks from around the globe. Because I was using tried and tested outsources
you make it effective? from different countries, this meant a large portion of the technical project-specific tasks could still be
carried out at night whilst I was away from my desk. Each day when I logged on at 6 a.m. I would already
have received updates from the project outsources around the globe on the progress they were making
with their specific tasks or area. This meant the project workflow continued 24 hours a day which enabled
me to get the project completed on time. In addition to this, the cost of using outsources from some
countries was considerably lower than others which meant I was able to meet the specific financial
constraints of the project.
What would you do if you are behind
project schedule?
Can you tell me about a time when Yes. There have been numerous situations where my leadership skills have resulted in a positive
your leadership skills resulted in a outcome and the most recent one, I can recall is when I was asked by my previous company owner to go
positive outcome? and manage an underperforming team. She was not happy with the way the team was operating and the
fact it had low productivity levels. She wanted me to go in there and sort it out and get that team back to
performing to a high level. I agreed to do so. When I first went into the team, I observed their performance
for about a seven-day period to find out where they were going wrong. After that seven-day period, I held
an initial team briefing with them. I explained to them where they were going wrong and how I wanted
them to perform moving forward and I explained the reasons why I then allocated different tasks to
various team members based on their strengths. I then monitored the team moving forward and on a
couple of occasions, I had to pick them up on their performance and motivate them to achieve things to a
high standard because they were not used to that. Literally two months down the line after I went into the
team they were performing to a very high standard and all the team members mentioned to me that they
felt more satisfied within their roles because their productivity levels had increased. They felt they now
had a leader who was more motivational and inspiring.
Can you give us an example of a A tough decision I had to make was in a previous team. I started managing that team and the company
tough decision you've had to make? owner asked me to allocate one person from that team to go and work within another department within
the organization. The person I felt who was most suitable for that role was a senior member of my team
who had been there for many years, and he was very popular amongst the other team members. When I
told him that he was the person who was going, and he was going to the other department he wasn't
happy at all, and the other members of the team were not happy either. However, I had to put the
organization's needs above everything else so I explained to him the reasons why he was being that
person who was going to the other department and I also persuaded him to go there because I felt he had
been in this team for a long period of time he was really good at what he did but it would be good for him
to go and use his skills in another part of the organization where he could gain more experience and
expertise. That way when he did return to our team his skill set would be more diverse. I managed to
persuade him to go off into the other team in the other department. He did well, and I also explained to
the other members of my team that this was now an opportunity for someone within our team to step up
and fill his boots. So, despite the difficult decision, my leadership skills led to a positive outcome in that
situation great.

What methods will you use to I use a variety of different methods to motivate my team. The first one is to create team values that
motivate your team? everyone buys into. As I said at the start of the interview, I always make sure I set the standards high
because I feel that makes people feel good about the work that they do, and they also know exactly what
they need to do. I always set high standards, good team values and I also conduct performance reviews. I
will sit down for about an hour with each member of my team, and I will find out about their strengths their
weaknesses, how we can improve on their weaknesses and ascertain their future career plans. That
gives me lots of knowledge about team members and how I can direct them to achieve the team's goals.
Finally, I will motivate my team by holding regular team meetings where everyone can contribute in a
positive and open manner and give me ideas about how we can move forward as a team. I will empower
my team to achieve everything that is possible, and I will also praise the members of my team when
needed. On one hand, I will call them up when they are not doing things right and I will direct them, but I
will also praise them so when credit is due, I will certainly give it. I believe I have lots of different methods
I can use that are tried and tested and they will ensure that the team I am managing will always perform
to a high standard.
How do you delegate your tasks? Delegation is a really important area of being an effective manager. Whenever I am delegating tasks, I will
start off and assess the task that I need to do now because I will have carried out performance reviews
with all members of my team. I will know everyone’s strengths and therefore I will be able to allocate that
task to the person within my team who I feel is most suited to it. I will then speak to that person, and I will
communicate with them in a clear and concise manner, and I will give them a solid brief of what I want
them to do, how I want them to do the task and finally the time scale that it needs to be completed by.
 They will then speak to me during the completion of the task if they need any advice or guidance. So,
whenever I delegate tasks, I will ascertain the task that needs to be done, I will allocate it to the right
person, and I will give them a clear and concise brief. I will support them moving forward until that task is
completed.

What are your strengths and I would say my strengths which I believe will be a benefit to your organization include the fact that as a
weaknesses? project manager I am commercially aware, and I understand that my performance and the performance of
the team that I am managing is integral to the success of your business. I will always work with you to
make sure that all projects are completed on time and again to the necessary specification and standards.
Other strengths include the fact that I am a good communicator, I am good at dealing with people, I am
good at motivating people, I am a very good leader and I take responsibility for things. Once a project is
finished, I will always analyse a project to see where we went wrong or how we can improve for next time
and on that basis, I am somebody who will always ensure high standards are always adhered to. Other
strengths include the fact that I can foresee problems. I am very good at that. I have the experience to
look ahead and think about what could go wrong that could hinder the progress of the project so let's take
decisive action now let's put a plan b in place to make sure that it doesn't affect us. In respect of my
weakness, I would say that I find it hard to ask other people for help because I am the type of project
manager who likes to be in control. I have belief in my own abilities and when a problem occurs, I tend to
spend time thinking right how can I resolve this of course sometimes the simple solution would be to pick
up the phone speak to somebody else in the organization to get their advice and guidance but having said
that another strength of mind is the fact that I am always open to learning and improving and I am trying
to be more mindful in situations like that.

3. Commercial Ability
How is your project funded? How do
you negotiate for resources or
additional funding?
What are the financial risks of a Financial risk is the possibility of losing money on an investment or business venture. Some more
project? How did you manage them? common and distinct financial risks include credit risk, liquidity risk, and operational risk. Financial risk is a
type of danger that can result in the loss of capital to interested parties.
What forms of contract do you work Fixed-price contracts, also known as lump sum contracts
with?
What other forms of contract are you Cost-plus contract, cost-reimbursement contract, time and materials contract, unit price contract.
aware of?
Which contract training courses have Diploma in Contract Management - Chartered Institute of Public Finance and Accountancy (CIPFA).
 you recently attended?
What happens when there is scope I will be proactive and determine and agree upon a change management process upfront. I will them
creep that impacts budget? prioritise by looking at what can be descoped to accommodate new requests. I will be transparent and as
soon as scope creep appears I will bring it up with clients and project stakeholders. I will carry out an
impact analysis (both positive and negative) and present solutions to client or stakeholder to move
forward.
What is the size of the project you are
working on in monetary terms?
How much value have you added to
the company by completing your
project? How much money will your
engineering input save your
company?
How did you communicate financial
risks communicated to stakeholders of
your project?
What was your interface with the
supply chain department while
working on your project?
Do you understand the procurement
process within your company?
What is NEC? New Engineering Contract (NEC) is a family of contracts that help apply good project management
principles and practices and define legal relationships. NEC’s vision is to become the global leader in
promoting best practice procurement of works, services, and supply.
What do you do if you are behind
schedule and budget?
4. Health, Safety and Welfare
Provide examples of how you have
promoted safe practices at work.
What is risk? What are residual risks?
What is a dynamic risk assessment? A dynamic risk assessment is the process of continually observing and analysing risks and hazards in a
changing, or high-risk, environment. This allows workers to quickly identify new risks and remove them.
Formal risk assessments are prepared in advance, recorded, and monitored on a regular basis.
Conversely, dynamic risk assessments are ‘dynamic’ or ever-changing, and carried out on the spot by an
individual when they enter a new environment or their current environment changes.
 However, carrying out a dynamic risk assessment doesn’t mean you don’t need to carry out a formal risk
assessment. Dynamic risk assessments should complement and fill in any gaps that you couldn’t predict
when completing your standard risk assessment.
Have you produced risk
assessments? What was the
outcome?
Provide examples of where you have
influenced others to change their
attitude to health and safety
Give an example of how you handle
potentially hazardous situations at
work.
How did you reduce the exposure to
hazards and what have you changed?
How did you incorporate safety into
system design/during project delivery?
Do you have a good understanding of
legislations related to safe systems at
work?
Can you name some of them and
describe what they say?
How often do you attend health and
safety training? What was the last
health and safety course you
attended?
What do you know about CDM
regulations?
5. Sustainable Development
What do you understand by Sustainability is most often defined as meeting the needs of the present without compromising the ability
sustainability? Do you take part in of future generations to meet theirs. It has three main pillars: economic (financial), environmental, and
activities that promote sustainable social/human.
development? Give examples.
Describe the origin, purpose, and
scope of the United Nations’
Sustainable Development Goals
 (UNSDGs).
Identify which goals are most closely
related to your profession and your
role.
Give examples of your contributions to
carbon reductions specifically, as well
as other initiatives that lead to
reduced resource demand.
Explain how your organisation’s
policies contribute to the UNSDGs.
Are you aware of the EC’s latest
guidance on sustainability?
6. Interpersonal Skills and
Communication
How did you handle conflict within I would handle conflict within a team by first and foremost being confident and dealing with it straight
your team? away. I believe if you leave conflict to fester then it can become more of a bigger problem. There will
always be people in a team who will notice the conflict, but they won't say anything about it and if they see
you as their manager not tackling it then I believe that is weak from a management perspective. I will first
and foremost tackle the conflict so if there were two members of my team experiencing conflict, I would
just say to them I have noticed that you two are having a few problems. Are you able to resolve it? Just by
me telling them that I am aware of the conflict should encourage them to sort things out themselves and
that would be the first thing I would expect from them as responsible employees. However, if I noticed that
the conflict wasn't going away, I would then call them in together and I would speak to them in private and
I would explain how they need to resolve the conflict. I would ask them questions, give them both the
opportunity to speak about the conflicts and I would encourage them to reach a compromise. Moving
forward, I would also explain to them that they had a responsibility to work harmoniously within the team
because we had targets to work towards and objectives to achieve. So to summarize, I would always deal
with conflict straightaway in a confident and concise manner.

Is your communication effective? How

do you know it's effective?
How do you adapt your behaviours
when meeting and talking with
people?
Do you show respect colleagues?
I am aware of my body language, tone of voice, and my demeanour and expression in all my interactions
at work. I never speak over or interrupt colleagues during meetings.
Yes I do.
How? I treat colleagues with courtesy, politeness, and kindness. In addition, I encourage my team members to
express their opinions and ideas. I also listen to what my team members have to say before expressing
my viewpoint. I never speak over or interrupt colleagues during meetings. I let my team members know
that I used their idea and where necessary, I encourage them to implement it. I never insult or belittle my
colleagues. I do not constantly criticize, judge, demean, or patronize my team members.
I treat team members fairly and equally because I know that treating people differently can constitute
harassment, discrimination, or a hostile work environment. I include all team members in meetings,
discussions, training, and events.
Finally, I provide an equal opportunity for team members to participate in committees, task forces, or
continuous improvement teams.
How did you handle dispute with
clients?
Describe your communication style My style of communication is always open, honest, and encouraging. I believe that, by having an open
during the management of a project. and encouraging style of communication, my team will discuss with me any issues and potential
problems, which will, in turn, allow us to deliver the project on time and to specification. Now, of course,
there are times when a limited communication style is required, especially when we are operating to an
extremely tight deadline. However, wherever possible, I always encourage open, honest, and frank
discussions where the team feel they can communicate with me at any time.

Tell me about a time when you Recently, I was tasked to be working on a project that included a particularly challenging client who made
managed a difficult contractor or life difficult for the team through his style of communication and continually requested unreasonable
stakeholder changes to the agreed project plan. I requested a meeting with the client to try and build a positive
relationship with him and to also agree on a mutually beneficial way forward. During the meeting, I first
established his goals and what was important to him in respect of the project completion. I then explained
to him the project execution process and how he could assist us in making sure the project ran smoothly
and made sure it was completed to the highest completion standards possible. I also suggested some
guidelines in respect of communication moving forward and asked him to go directly through me during
the project development stage. At the end of the meeting, I felt we had built up a positive rapport with
clear agreeable guidelines that ensured the project from there on ran smoothly and successfully.

Have you formed good working

relationships?
What activities in your role and on
projects will allow you to show how
you communicate and interact
 effectively?
What is the relevant legislation and
your employer's policies with respect
to diversity and inclusion?
Do you understand the feelings and
needs of your colleagues?
7. Professional Commitment
How do you keep abreast of the latest
trends in your industry?
Provide examples of where you did
not yield to pressure/accept
substandard work.
Do you know who is the most recent
past and our current president? What
are their themes?
Do you attend events related to your
professional body? Which ones have
you attended recently?
Which communities under your
professional body do you belong to?
Are you a volunteer for your I am a STEM ambassador
professional body? Give examples.
Do you have a Development Action Yes I do
Plan for your Continued Personal
Development over the next 5 years?
What key short-term or long
development plans do you have in
place?
You notice a design flaw in a I would immediately bring my concerns to the attention of the senior manager or engineer who was
completed engineering project. What responsible for the project. Under no circumstances would I attempt to either ignore it, cover it up, or
would you do? dismiss it. As an Engineer, I have a moral and legal obligation to ensure that all work I carry out is safe
and fit for purpose. I think it is also important to understand that, when things go wrong, there is an
opportunity for us all to learn. As opposed to blaming people for genuine mistakes, errors, or omissions,
we should seek to understand why things go wrong, and more importantly, what we can do to make sure
they never happen again.”
What is the major lesson (non-
technical) you have learned on your
job?
What steps are you taking to broaden
your scope of expertise? For example,
research in other sectors?
Do you know the rules and
regulations, code of conduct, and
professional body’s policies around
ethics?
Have you read and do you understand
your professional body’s code of
conduct? Do you comply with it?
Why do you want to become a
member of the IET/IMechE?
Do you know the IMechE’s history?
How is the IET/ IMechE governed?
What is the royal charter?
What is the purpose and role of the
IET for society and how do your work
and activities relate to this?
How will you handle any
conflicts/ambiguities in the codes of
conduct of the EC/IET and your
company? Which would you comply
with as a matter of priority and why?
After becoming a chartered engineer I plan to mentor less experienced engineers towards becoming chartered engineers.
how do you plan to continue with your
personal development?
Examples of where you have applied I apply ethical principles while carrying out my job. As example, I applied the ethical principle of
ethical principles at work. confidentiality by respecting all non-disclosure agreements between my company and other Original
Equipment Manufacturers. For example, while working with equipment qualification documents from
manufacturers, I ensure that the documents are safe and locked away from third parties who do not have
rights to access them. This was to ensure adherence to the Non-Disclosure Agreement in place
Could you describe a time when you
led by example?
In a previous role, I was in a meeting with other managers and team leaders, and we were all discussing
a project for a client. Two of the other departmental managers suggested that we should use a
substandard product part for the project because this would enable us to save time and money. Their
suggestion was the client would not find out about using this substandard product and therefore we would
get to save money. I objected immediately because I do not think that is the right way to do things. Not
only is it unethical but we are also then putting the organization at risk because if the client finds out that
we've been using a substandard product then that could damage our brand and our reputation, and it is
also dangerous for the client. I insisted that we set high standards and that we stick to the brief that the
client requested, and we moved forward with the product part that was more expensive. Even though they
disagreed with my judgment I feel it is important in those kinds of situations to lead by example and have
the confidence to say “no” that is not right and to do the right thing.

When have you done the right thing

under pressure?
What would you do if you were asked
to do something you didn't feel
competent to do? Has this ever
happened? What did you do?
What are the 4 principles of the
IMechE code of conduct?
What are the similarities between the
EC and the IMechE code of conduct?
What is the current edition of the UK- 4th edition.
SPEC? 3rd or 4th?
Name one major change to the Greater emphasis on diversity and inclusion, which in the 3rd edition is only included in the requirements
previous edition for EngTech (competence D2). This is now also included in IEng and CEng, as D3, ‘demonstrate personal
and social skills and awareness of diversity and inclusion issues’. For consistency with other categories of
registration it is split out into a new competence for EngTech, (D3).

You must mention how you demonstrate this at work