Japan’s roads, bridges, levees, dams, ports, and urban parks—this social infrastructure was built by the Ministry of Land, Infrastructure, Transport and Tourism (MLIT), local governments, and other entities from the postwar reconstruction period through the era of rapid economic growth. Civil engineering positions at MLIT, Regional Development Bureaus, prefectures, and municipalities were once considered “stable” “stability,” “contribution to society,” and “pride as an engineer.” However, as of 2025, these professions are rapidly becoming “unpopular” among young people. The number of applicants for the National Civil Service General Career Examination is on a downward trend, and local governments are facing increasingly severe difficulties in recruiting civil engineers.
Why are jobs that support infrastructure shunned by young people? Behind this trend lies a complex interplay of changes in the economic structure, diversifying values, challenges in the work environment, and technological advancements. In this article, we analyze and examine the reasons why young people avoid these jobs, looking at specific cases from the Ministry of Land, Infrastructure, Transport and Tourism, Regional Development Bureaus, prefectures, and municipalities, and then explore potential solutions to this problem.
Ministry of Land, Infrastructure, Transport and Tourism: The Gap Between Kasumigaseki’s “Distant Dream” and Reality
Decline in Brand Strength
The Ministry of Land, Infrastructure, Transport and Tourism (MLIT) is the pinnacle of civil service careers in civil engineering. Leading national projects such as roads, railways, airports, and seaports—and shaping the future of Japan 20 or 30 years down the line—was once a dream career for many science and engineering students. However, this “Kasumigaseki brand” is no longer appealing to today’s youth. The number of applicants for the 2024 National Civil Service General Career Examination decreased by approximately 5% compared to the previous year, and the decline in technical positions was even more pronounced.
One reason is the entrenched perception of Kasumigaseki as having a “harsh work environment.” Long working hours, frequent and non-negotiable transfers, and the grueling workload involved in dealing with the Diet—these realities are widely known among young people through social media and job-hunting websites. Social media posts frequently include comments such as, “General-track positions at the Ministry of Land, Infrastructure, Transport and Tourism are way too demanding” and “Being transferred to a regional office at age 30 is tough.” For young people who are digital natives, this information is shared in real time, dampening their motivation to apply.
Intensifying Competition with the Private Sector
Another major factor is that the appeal of private-sector companies is increasing relative to other options. Companies like GAFAM and leading domestic firms offer high salaries, flexible work arrangements, and global career paths. For example, in the 2025 rankings of starting salaries for new graduates, it is not uncommon for IT companies to offer average annual salaries exceeding 8 million yen. In contrast, the starting salary at the Ministry of Land, Infrastructure, Transport and Tourism remains at approximately 4.5 million yen (as of 2024).
It’s not just today’s young people—we’ve entered an era where “exploitation through a sense of fulfillment,” which was once taken for granted, simply doesn’t fly anymore. Furthermore, given the ongoing rise in prices, expecting to secure top talent with salary levels this low is simply too optimistic.
Of course, civil service jobs offer conservative benefits such as job security and social prestige, but the reality is that they don’t really appeal to today’s young people when compared to the “glitz and dynamism” and the “sense of rapid self-fulfillment” found in ever-growing private-sector companies.
While the work at the Ministry of Land, Infrastructure, Transport and Tourism is certainly important, it is limited to administrative and indirect tasks such as “developing visions, plans, rules, and standards,” and it’s hard to describe it as a job brimming with real, hands-on experiences. Even if you’re lucky enough to land the job you want, you’ll typically be transferred after two or three years. For young people, a workplace where it’s hard to feel like you’re “creating something new” lacks appeal.
Redefining Social Contribution
Another trend that cannot be overlooked is the shift in young people’s values regarding “social contribution.” The so-called Generation Z and Millennials place a high priority on environmental issues, diversity, and social impact. While the Ministry of Land, Infrastructure, Transport and Tourism’s projects certainly support society through infrastructure, dam construction and highway development are often criticized for causing “environmental destruction” and “dividing communities.” For young people in the 2020s, the old slogan “From Concrete to People” is not necessarily viewed as an extreme position. While the promotion of renewable energy and decarbonization infrastructure appears attractive, such projects can also be realized by private companies and are not easily seen as strengths unique to the Ministry of Land, Infrastructure, Transport and Tourism.
Regional Development Bureau: The "Invisibility" of the Unsung Heroes
The Reality of Working in Regional Areas
The Regional Development Bureaus, which are regional branches of the Ministry of Land, Infrastructure, Transport and Tourism, play a key role in supporting infrastructure development across the country at the local level. However, interest among young people in these positions remains low. In fact, the hiring situation at the Regional Development Bureaus is even more competitive than at the central ministry. The main reason for this is the perception that the work involves “traveling around the backwaters.” While the headquarters may be an exception, the Regional Development Bureaus’ field offices are often located in areas far from urban centers. Although assignments are generally limited to the local jurisdiction, frequent transfers are common. Even within a local jurisdiction, since it covers multiple prefectures, transfers to remote areas are not uncommon. This is merely the author’s subjective impression, but even at offices within Tokyo, for some reason, a certain “local” atmosphere—common across the country—pervades the workplace.
Young people in 2025 tend to prefer urban living and remote work. According to a 2024 survey by the Ministry of Internal Affairs and Communications, approximately 70% of people in their 20s responded that they “hope to live in major cities such as Tokyo or Osaka.” In this regard, the work at Regional Development Bureaus centers on on-site supervision and field surveys, and the adoption of remote work is limited. On social media, comments such as “The work at Regional Development Bureaus involves things like managing roads while shoveling snow at night. It’s seriously impossible” can be seen.
Lack of Clarity Regarding Career Paths
Another challenge facing the Regional Development Bureaus is the lack of clarity regarding career paths. While the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) headquarters offers opportunities to be involved in policy formulation, legislative amendments, major projects, and international projects, the main duties at the Regional Development Bureaus (field offices) consist of “issuing contracts, cost estimation, on-site supervision, and various coordination tasks.” While this work is certainly important, it is undeniable that it simply appears rather mundane to young people. This is a significant drawback, especially for young people with big dreams and visions.
Furthermore, while collaboration with general contractors and consulting firms is essential for the work of Regional Development Bureaus, the actual design and construction are often carried out by private companies. The role of civil servants is limited to that of a “client” or “supervisor,” making it difficult for them to gain a sense of “hands-on creation” as engineers. In contrast, private general contractors offer the opportunity to work on cutting-edge projects that make full use of BIM and 3D design, making them a more attractive option for technically-minded young people.
Prefectures: The Dilemma of Community-Based Operations
The Appeal and Limitations of Community Service
Civil engineering positions in prefectural governments support people’s daily lives by maintaining local roads, rivers, and public facilities. This community-focused work is, in theory, appealing to young people who value regional revitalization and contributing to their communities. However, in reality, the number of applicants is declining. For example, according to Chiba Prefecture’s recruitment data (2024), the number of applicants for civil engineering positions has fallen to approximately 60%—down from five years ago.
One reason for this is the “routinization” of their work. Civil engineering positions in prefectural governments focus primarily on the maintenance and management of existing infrastructure and small-scale renovation projects, with few opportunities to be involved in large-scale projects. Furthermore, while Tokyo may be an exception, most prefectures face strict budgetary constraints, making it difficult in many cases to pursue innovative initiatives. For example, the introduction of smart cities and green infrastructure is often subject to budgetary and political priorities, making it difficult to meet young people’s desire to “bring about change.”
Frequent Personnel Shifts
Another challenge faced by prefectural government employees—one that is also common among employees of the Ministry of Land, Infrastructure, Transport and Tourism—is, of course, frequent personnel transfers. In many cases, employees are transferred to different departments or regions every two to three years, and there is no guarantee that they will be assigned to the work they want to do, nor that they will be able to follow the career path they envision.
A senior civil engineering official at a local government revealed on social media, “As long as you’re a civil servant, it’s virtually impossible to work in the field you want and always feel a sense of fulfillment in your work.” While such personnel practices enhance the flexibility of the organization as a whole, they also amplify the anxiety among young people that “they can’t see a clear path for their careers.”
Wage Gap with the Private Sector
Prefectural government salaries are also losing their competitiveness compared to the private sector. While the average starting salary for local government employees in 2024 is approximately 3.5 million yen, it is common for private-sector general contractors and consulting firms to offer starting salaries of 4 million yen or more. Furthermore, private-sector companies offer performance-based bonuses and the possibility of early promotion, which cater to young people’s desire to “grow quickly.” In contrast, prefectural salary systems are based on seniority, making it difficult to expect significant pay raises in one’s 20s.
Municipalities: The Work That’s Both Closest and Farthest Away
Recruitment Challenges in Small Municipalities
Civil engineering positions in municipalities are among the jobs most deeply rooted in local communities, yet the recruitment shortage is particularly severe. According to a 2024 survey by the Ministry of Internal Affairs and Communications, the vacancy rate for civil engineering positions averaged 8% across municipalities nationwide, and the problem is especially pronounced in municipalities with populations of 50,000 or fewer. The reasons young people avoid civil engineering positions in municipalities are the “mundane” nature of the work and the “lack of career prospects.”
Civil engineering positions in municipalities primarily involve routine tasks such as road repairs, park maintenance, and sewer inspections. While these are important jobs that directly impact residents’ daily lives, young people often find it difficult to feel a sense of fulfillment because there are few “visible results.” Furthermore, in small municipalities, there are often only one or two civil engineering staff members, and it is common for them to handle a wide range of duties simultaneously. A post on social media went viral, stating, “Civil engineers in small municipalities do everything related to civil engineering—from mowing the grass to checking blueprints—all by themselves. It’s way too exploitative.”
The Gap with Digital Natives
The work environment in municipal governments is also failing to meet the expectations of young people. In many local governments, digital transformation has not progressed, and paper documents and outdated systems remain the norm. Young people in 2025 are adept at using tools like Slack and Notion and seek efficient ways of working, but in civil engineering positions at municipalities, a non-digital workplace environment—characterized by “handwritten notes and document exchanges” and “communication via phone and fax”—remains the norm. For young people who are digital natives, this kind of environment is simply unbearable.
Population Decline and Career Limitations
The biggest challenge facing civil engineering positions in municipalities is the “shrinking scope of work” caused by population decline and budget shortages. In depopulated areas, there is little demand for new infrastructure development, and the main tasks involve addressing the deterioration of existing facilities. Such work is incompatible with young people’s desire to “forge a future for themselves.” Furthermore, in small municipalities, promotion opportunities are limited, and it is not uncommon for employees to remain at the level of section chief even into their 40s. Unlike in the private sector, there is little freedom to advance one’s career through job changes or skill development.
The Mismatch Between Young People’s Values and Civil Engineers in the Public Sector
Emphasis on Work-Life Balance
Young people in 2025 strongly desire a healthy work-life balance. While flexible work arrangements—such as remote work, flex time, and part-time schedules—are becoming the norm in the private sector, their adoption has been slow in the civil engineering sector of the public service. In particular, civil engineering positions that require on-site work or emergency response often involve working on holidays and at night. This work environment clashes with the values of young people, who want to lead fulfilling personal lives.
The Workplace as a Place for Self-Actualization
Young people tend to view the workplace as a “venue for self-actualization.” While civil engineering jobs in the public sector have the potential to make a significant impact through social infrastructure, the results are long-term and rarely translate into personal rewards. For example, the completion of a highway or the start of dam operations are projects that span decades. In contrast, in the private sector, it is often possible to achieve results in a short period of time, which directly leads to promotions and higher compensation. For young people, civil engineering jobs in the public sector—where it is difficult to feel a sense of accomplishment from “building something with their own hands”—lack appeal.
Proposals for the Future: Rebranding Civil Engineering Civil Servants
Accelerating Digital Transformation
Accelerating digital transformation (DX) is essential to enhancing the appeal of civil engineering civil service positions. While the Ministry of Land, Infrastructure, Transport and Tourism is promoting initiatives such as i-Construction and infrastructure DX, implementation at the regional development bureau and municipal levels has been slow. Smart infrastructure management utilizing AI and IoT, and real-time monitoring via digital twins—these technologies must be introduced into the field to give young people a tangible sense that “technology can change society.”
Diversification of Career Paths
Young people are looking for flexible and diverse career paths. One option for the Ministry of Land, Infrastructure, Transport and Tourism and prefectural governments would be to establish new “Engineering Tracks” designed to deepen specialized expertise, as well as “Global Tracks” focused on overseas projects. Furthermore, reducing the frequency of transfers and introducing project-based work arrangements would help meet young people’s desire to “take responsibility for their own work.”
Visualizing Social Contributions
While civil engineering jobs in the public sector make a significant contribution to society, young people are not fully aware of their value. We should use social media and YouTube to realistically showcase “before-and-after” examples of infrastructure development and disaster recovery sites, thereby making the significance of this work more visible. For example, the Ministry of Land, Infrastructure, Transport and Tourism’s official X account released a video series themed “The Future of Infrastructure” in 2024, but view counts have remained low. There is also the underlying issue that the creators themselves do not seem to possess the passion to “get people to watch” their content. There is a strong need to create passionate and creative content tailored to young people.
Strengthening Collaboration with the Private Sector
Collaboration is also an effective strategy for competing with private-sector companies. By partnering with general contractors and tech firms to advance smart city and decarbonization infrastructure projects, we can demonstrate to young people that “even as a civil servant, you can do cutting-edge work.” Furthermore, by increasing secondments to private-sector companies and, conversely, accepting more talent from the private sector, we can support flexible career development.
How to Engage Young People Who Will Shape the Future of Infrastructure
Japan’s infrastructure faces a dual crisis of aging infrastructure and population decline. By 2025, approximately 30% of bridges will have been in use for more than 50 years, and the burden of maintenance is increasing. Meanwhile, the difficulty in recruiting civil engineers for public service is further exacerbating this crisis. The reasons young people avoid careers as civil engineers include harsh working conditions, unclear career paths, a gap in technological expertise, and a mismatch in values.
However, this challenge can be overcome. Promoting digital transformation, diversifying career paths, highlighting contributions to society, and collaborating with the private sector—through these reforms, careers in civil engineering for public servants can become a “stage for young people to shape their future.” Japan’s infrastructure is not merely a “legacy of concrete.” It is the foundation that supports the next generation through technology and vision. I can only hope that the day will come when young people recognize this potential and once again dream of becoming civil engineers in the public sector.
