The engineering shortage began in the early 2000s, creating a global challenge that makes it difficult for organisations to retain their top talent. As a result, engineering companies are facing high employee turnover, which leads to diminished productivity and subsequent losses in profit and increased recruitment costs. This study examines retention strategies for engineers in the South African energy sector, focusing on their implementation and effectiveness. Data was gathered through a questionnaire, yielding 55 valid responses. Key retention strategies identified as most frequently implemented include job security, the challenging nature of work, and opportunities for career growth. In contrast, strategies related to work-life balance, autonomy, and innovation and technology were found to be inadequately executed within energy organisations. The study highlights gaps in compensation frameworks, leadership and management approaches, and organisational culture that hinder effective retention initiatives. Recommendations include aligning retention efforts, enhancing work-life balance through supportive policies, and fostering inclusive leadership and organisational cultures. Additionally, investing in technology to address autonomy-related challenges is advised. This study presents practical implications for the energy industry, offering managers actionable strategies to retain engineers within their organisations. For academia, it expands the body of knowledge by providing detailed retention strategies and addressing existing gaps in the literature on the subject. The findings emphasise the need for longitudinal studies to assess the evolving effectiveness of retention strategies and their correlation with demographic variables. Ultimately, this research lays the groundwork for developing innovative and proactive retention strategies to address the high turnover rates experienced in the South African energy sector.