Construction businesses from across Shropshire and beyond have been urged to play their part in helping to deliver a multi-billion pound programme of projects planned for the region.
Plans to regenerate Shrewsbury’s Riverside area and the flagship Station Quarter development in Telford were just two of the key opportunities outlined to more than 100 business representatives attending the Project Pipeline event on March 22, at Theatre Severn in Shrewsbury.
The major event hosted by Shropshire Constructing Excellence, the Constructing Excellence Midlands Shropshire Club, attracted companies operating across the sector – from housing developers to sub-contractors and civil engineers to main contractors.
Mark Barrow, chair of Shropshire Constructing Excellence and executive director of place at Shropshire Council, told delegates that construction was fundamental to supporting growth in the Shropshire economy.
He outlined a draft pipeline of key projects in housing, transportation, education, health and the environment totalling £5.58billion by 2032 and estimated the potential economic impact of such developments to be in the region of £16.29billion.
Speaking after the event, he said: “It’s been great to see such a fantastic turnout and to see so many ambitious organisations looking forward to grasping opportunities locally to grow their own business.
“We want to understand how we can help these people achieve success.
“We do great things in Shropshire and we need to work together more to create and leverage opportunities for as many businesses as possible and that’s what these networking and knowledge-building events are all about.”
The event also heard from Katherine Kynaston and James Dunn, directors at Telford & Wrekin Council, about the ongoing construction opportunities in relation to the flagship Station Quarter project which is set to provide new education, housing and business facilities.
Matt Laws from event sponsor Shrewsbury Colleges Group gave an overview of the wide range of training courses on offer to the construction industry including its new Higher Technical Qualifications and the newly created shorter, modular courses which aim to support industry professionals with flexible and creative learning.
“Our aim is to provide a relevant and responsive training provision which meets the skills the industry needs. The construction sector is a priority sector for us with a specific focus on the environment and technology.
“We are so much more than a college that supports young people. We are working to support the sector and many of our courses have been developed in partnership with businesses working across construction.”
Harpreet Rayet, of Cornovii Developments, updated the event on STAR Housing’s successful retrofit project near Oswestry, sustainability plans and SAP calculations, whilst Andrew Carpenter, from Constructing Excellence Midlands, also explained how the organisation works together with SCE for the benefit of construction businesses.
The event also provided an opportunity for delegates to network and build new partnerships.
Project Pipeline event host, Amy Bould, managing director of Be Bold Media and committee member of SCE, said: “It was fantastic to see so much appetite from businesses wanting to be involved with so many great projects and developments and we look forward to our next event which will be just as informative and engaging for those working across the sector.”
In October 2020, Ravensdale Infant and Nursery School in Mickleover, Derby, was the victim of a devastating arson attack that left the majority of its structure and contents in ruin. Overnight, 296 children aged three to seven, found themselves without their school once again, having only just returned from lockdown.
Working in close collaboration with Morgan Sindall Construction, Lungfish Architects and other key stakeholders, Derby City Council accessed SCAPE’s Regional Construction Framework – one of the most efficient procurement and delivery programmes available to rebuild the school in the shortest timeframe possible.
The Installer Show caught up with Andrew Carpenter, Chief Executive of CE Midlands to find out about the role of CEM and how it is looking to overcome the housing crisis in the Midlands.
What is the goal of Constructing Excellence Midlands?
CE is a membership organisation that aims to drive excellence within the sector through innovation and collaboration. Membership is open to the entire supply chain and provides companies and individuals with the opportunity to influence the industry, network and exchange knowledge with like-minded organisations. We also provide a platform to engage with strategic research partners to help inform solution development and gain insight that you wouldn’t gain elsewhere.
At CE Midlands, our membership increased by 50% in 2023, highlighting the value that companies are placing on involvement with CE Midlands and the knowledge and insight that can be gained through membership.
What is the biggest issue that CEM is looking to address in the Midlands?
One of our key areas of focus in the Midlands is the creation of affordable housing. Development in this area is crucial as not only are we already in the midst of a housing crisis, but the population continues to grow rapidly with a diverse set of needs. So, there is a pressing requirement for not just affordable housing, but sustainable, inclusive and community-centric housing solutions. In turn, this growing demand is highlighting the urgent need that we have in this country for more effective housing policies.
In 2022 we set up a CE Midlands forum to deal with the specific issue of Social Housing sector, concentrating on the Future Homes Standard, which is open to all our members to join. Since then, the forum has welcomed a series of industry speakers who have each instigated lively debate and discussion with many valuable take aways available for those present, as well as providing an occasion for valuable networking opportunities for those working in this field.
What are the challenges when it comes to creating more affordable housing in the Midlands and elsewhere?
There are many challenges that need to be overcome. For example, the industry-wide skills shortage – both in terms of quantity and quality – especially in the wake of the Building Safety Act where competency levels are being brought into question. With an aging population and rising housing costs, we are seeing growing demand for multigenerational housing, meaning bigger homes need to be built. Add to that the need to consider accessibility and other varying social and cultural needs within the housing design. Finally, even if we could build more housing, there’s the issue of whether our outdated infrastructure could support it: would the electrical grid be able to supply a sudden influx in new housing stock in the area? There’s more to it than just building homes, they need to be well-designed, well-built and the surrounding infrastructure needs to be able to keep up with rising demand.
How can these challenges be overcome?
A forward-thinking and collaborative approach to housing is paramount. We need to inspire conversations and foster a shared commitment to creating a housing landscape that truly serves the diverse and evolving needs of the region’s residents.
There is huge potential for collaboration between the Government, private entities and local communities in order to drive community engagement and investment. We need to bring in initiatives that empower residents, encourage affordable cohesion and prioritise the creation of vibrant, sustainable neighbourhoods. After all, housing is much more than just bricks and mortar!
Of course, we must also embrace digital transformation, as innovations like smart infrastructure, sustainable design, and data-driven solutions can contribute to the development of more efficient and responsive housing that will continue to meet the evolving needs of its residents over time.
At CE Midlands, we are also advocating for the streamlining of regulatory processes in areas like planning, and the incentivising of sustainable development, to create an environment where affordable housing can grow and thrive.
You have also been working to engage young people on this issue through CEM’s Generation4Change (G4C) network. Can you tell us about that?
CE originally came into being on the back of a government report from 26 years ago, which said the industry was too fragmented and adversarial – a sentiment we have seen alluded to again recently in Dame Judith Hackett’s report. So, to continue to inspire collaboration, we introduced G4C with the idea that if we could create an arena for young construction industry professionals to collaborate with their peers, then collaboration would become their raison d’être, ready for when they became the leaders of tomorrow.
So, G4C is a national network that young professionals can use to connect, challenge and shape the future of the industry. Our G4C group in the West Midlands get together once a month with a guest speaker and once a quarter for a CPD session. They have also been arranging their own regular socials which is great to see! We currently have 300 young professionals attending G4C West Midlands events and activities, with such success that a G4C network is now being launched in the East Midlands based on the West Midlands model. I highly encourage young people from the sector who are interested in these issues to get involved in their local G4C group and start making a difference in their area.
For more information about the Installer Show here: InstallerSHOW 2024 – Constructing Excellence Midlands
Nottingham City-based construction businesses can now benefit from a new offering including free mental health awareness training by getting involved in the ‘Workplace Healthy Minds Champion’ programme by Nottingham City Council.
There is a growing need to support the mental health and wellbeing of employees in workplaces across Nottingham City and so Workplace Healthy Minds is taking action to change people’s attitudes and behaviour around mental health and wellbeing in the workplace.
The programme will support Nottingham City employers by:
- Encouraging organisations to make a public commitment to supporting employee mental health.
- Advising employers on collecting and recording information on mental wellbeing and tracking the success of interventions e.g. via mental health needs assessments, staff surveys, or organisational temperature checks.
- Providing support to line managers/senior leaders to facilitate conversations about mental health and effectively embed mental health into organisational policy, strategy, and values.
- Developing a communications plan for workplace engagement with national campaigns and events such as Mental Health Awareness Week and Time to Talk Day.
Could you be a Workplace Healthy Minds Champion?
We are also working to Identify a network of city-wide workplace mental wellbeing champions. Champions will take action to raise awareness of mental health in workplaces across the city, encouraging a culture of positive mental health across their organisation. Training will be provided, and support given to develop a mental health and wellbeing action plan, led by the needs of employees.
Who can get involved?
We are particularly interested in working with small-medium sized organisations (<250 employees) that work in the following sectors:
- Construction
- Hospitality
- Retail
However it’s not essential that you work in these sectors
How do I find out more?
More details about how to get involved will be shared here very soon. In the meantime, if you would like to express an interest in being a Workplace Healthy Minds Champions, please fill in the attached form:
Nottingham Workplace Healthy Minds Champions – Expression of Interest
This month marks two years since the Building Safety Act (BSA) introduced a new enhanced regulatory regime for building safety and construction products,
This followed in the wake of the Dame Judith Hackitt’s report, ‘Building a safer future,’ in which she made clear that we needed to adopt a very different approach to our regulatory framework for higher-risk buildings (HRBs).
In responding to this new, more rigorous regime, Martyn Jones argues that this will drive change in our culture and behaviours and its effect may well extend beyond the BSA’s current application to residential HRBs (containing at least two residential dwellings and over 18m or seven storeys in height), hospitals and care homes.
The BSA sets out ways in which we can secure the safety of people in and around buildings, improve building standards and regulate our industry in line with best practice principles
It is introducing a set of new duty holder roles and responsibilities to ensure a stronger focus on building safety, that are now impacting on all stakeholders in construction projects.
The Building Safety Regulator (BSR) is now the central body for controlling HRBs with a process that will require robust record-keeping by the duty holders – Principal Designers and Contractors and Principal Accountable Persons – of all changes made to detailed previously signed off plans.
There are three project gateway points to focus and strengthen regulatory oversight by requiring duty holders to show to the BSR that plans are detailed and robust and that the understanding and management of building safety is appropriate.
Gateway 2 is particularly significant in that the applications made must contain sufficient information to show how the works (when complete) will satisfy all the applicable functional requirements of the building regulations before construction can begin. And demonstrate how construction will be effectively managed so that the work carried out is as described in the original application.
Other documents that need to be submitted at Gateway 2 include a competence declaration from the developer to the employer, a construction control plan, a change control plan, Building Regulations compliance statement and a fire and emergency file.
Each building will have a Golden Thread of information, kept digitally and readily accessible to people throughout a building’s life cycle, providing transparency of information and an audit trail.
In achieving the laudable aims of the BSR we should take the opportunity to rethink our procurement practices, to shift from our traditional operating system to ones more supportive of collaborative behaviours and to link the design, construction, operation, and maintenance of HRBs in a more holistic and seamless way.
What key behaviours will be needed?
Let’s start with leadership and the commitment needed to align with and support the BSR’s Mission to protect people and places. And their Vision to create a built environment where everyone is competent and takes responsibility to ensure buildings are of high quality and safe, so that residents and other building users are confident that the failures of the past will not be repeated.
Then there’s the need for learning to demonstrate and underpin competency, which is now a legal requirement for new duty holders, hence the current wave of courses and learning aimed at Principal Designers and Constructors and Principal Accountable Persons.
This growing competency needs to be placed alongside the openness, integrity, discipline, and meticulousness demanded by the new control processes. This means working effectively through clarity of tasks, having clear information flows, transparent decision-making norms and practices, and effective management of projects and supply chains.
It’s about being able to behave and work in a controlled way, complying with rules and standards.
Then there’s the dynamism necessary to embrace the change by proactively and adaptively pursing the new opportunities, and at the necessary pace.
Alongside this can be added the drive, the persistence, and the resilience to confront the resistance to change that we know lies ahead.
In recognition of how interdependent we are in construction and the level of uncertainty and complexity in most projects, we need to collaborate through the building of relationships based on shared learning, competence trust and inclusion, mutual advantage, and support for each other.
Yes, embracing the BSA will offer us a more effective regulatory and responsibility framework, but also a chance to reconfigure our operating system with clearer roles, duties and responsibilities, standards, and guidance. And also, to grasp the opportunity to rethink the way we have all too often worked in the past, and shift from opacity to transparency, from ambiguity to clarity, and from fragmentation to integration.
Welcome to our April Newsletter.
As we embrace the challenges and opportunities of 2024, Constructing Excellence Midlands stands at a pivotal point. We are more committed than ever to steering the Midlands construction industry towards a future defined by resilience, innovation, and true collaboration.
Confronting Industry Challenges with Bold Leadership
The feedback from our community has been clear, the times are demanding, and the industry’s tendency towards adversarial relationships and traditional, often ineffective, procurement methods are more pronounced in challenging economic conditions. CE Midlands is poised to address these challenges head-on, advocating for a shift that prioritises long-term sustainability and genuine partnership over short-term gains. But haven’t we always advocated this, what’s different?
Our resolve is to not only continue advocating for collaboration but to redefine it in a manner that resonates with the current landscape. We are exploring new avenues to facilitate this through our Clubs, Theme Groups and our fantastic G4C network, all of which are accelerating at pace. We’re leveraging cutting-edge technologies and methodologies that foster a culture of open communication, shared objectives, and mutual benefits. Our aim is to make collaboration not just a buzzword, if that’s the right term as this ‘buzzword’ has hung onto its buzz for 30 years, but a tangible practice that drives projects towards excellence, efficiency, and innovation.
Enabling Change Through Technology and Best Practices
CE Midlands is embracing and moving with the times, our focus is sharpening on how new technologies and approaches can support a more sustainable, innovative, and collaborative narrative. From digital twins and BIM to modular construction and sustainable materials, we are at the forefront of research, guidance, and leadership on these aspects and many more. This approach not only aids in overcoming the current market adversities but also prepares our members and the wider industry for future challenges and opportunities.
Championing a New Era of Construction
The path ahead is challenging yet filled with untapped potential. In my new role as Deputy CEO, I am deeply committed to championing initiatives that bridge the gap between current practices and the visionary future we aspire to. This includes tackling the industry’s reluctancy to deviate from familiar, yet outdated practices, and guiding our community towards embracing change with confidence and optimism.
In these persistently turbulent times, our collective effort to push the boundaries of what is possible in construction has never been more critical. CE Midlands is dedicated to driving this change, ensuring that our members are equipped, supported, and inspired to lead the industry towards a future where collaboration and innovation are not just ideals, but realities.
Together, we are not just navigating the challenges of here and now, we are shaping the construction industry for tomorrow.
At Constructing Excellence Midlands, we are committed to continuously improving and evolving to meet the needs of our members and stakeholders. We value the feedback provided through our recent survey and have taken it seriously in our efforts to enhance our services, events, and initiatives.
CLICK HERE for a summary of the key themes identified from your responses and the actions we have taken or plan to undertake in response.
Introduction
The recent inquiry into Modern Methods of Construction (MMC) and the subsequent letter from Lord Moylan to Rt Hon Michael Gove MP, have ignited crucial conversations within the construction industry. As CE Midlands and through our Theme Groups such as the Smart Construction Group, we are uniquely positioned to address these concerns, leveraging our commitment to innovation and excellence in construction.
Background
The inquiry into MMC, titled “Modern methods of construction – what’s gone wrong?”, explores the challenges and setbacks faced in the adoption and implementation of these methods and had a particular focus on Category 1 Pre-Manufactured 3D primary structural systems or, volumetric solutions. The essence of Lord Moylan’s letter to the Secretary of State underscores the need for a re-evaluation of our approach to MMC, highlighting the gaps between ambition and reality in the realm of innovative construction practices.
CE Midlands Smart Construction Group’s Perspective:
1. Innovation as a Cornerstone: As advocates of smart construction, we believe that innovation is not just about the adoption of new technologies but also about a mindset shift. The inquiry
and the letter serve as a reminder that innovation must be underpinned by robust frameworks, clear guidelines, and an understanding of the practical realities on the ground.
2. Balancing Innovation with Practicality: The challenges outlined in the inquiry point towards a need for a balanced approach. It is crucial to blend innovative techniques with practical, on-site applicability. This includes addressing skills gaps, supply chain readiness, and financial models that support MMC.
3. Collaboration and Knowledge Sharing: The inquiry’s findings underscore the importance of collaboration between government, industry, and academia. As a group dedicated to excellence in construction, we advocate for an increased emphasis on shared learning, best practice dissemination, and joint ventures to overcome the hurdles identified.
4. Policy and Regulatory Frameworks: Lord Moylan’s letter calls attention to the need for supportive policy and regulatory frameworks. We propose active engagement with policymakers to shape regulations that are conducive to the adoption of MMC, ensuring safety, quality, and sustainability.
5. Sustainability and Future-Proofing: In line with the global push towards sustainable development, MMC offers significant opportunities for reducing carbon footprint and enhancing resource efficiency. Our theme groups, Smart, Climate and Future Skills, all emphasise the integration of sustainable practices within MMC, aligning with environmental goals and future-proofing the industry.
Conclusion
The inquiry into MMC and Lord Moylan’s letter provide critical insights into the challenges and opportunities within the field of smart construction. CE Midlands’ Smart Construction Group, and the wider organisation is committed to spearheading initiatives that address these challenges, fostering an environment where innovation thrives alongside practical and sustainable construction practices. Our goal is to be at the forefront of transforming the construction landscape, making it smarter, more efficient, and resilient for the future.
“Don’t miss out on the opportunity to be part of what’s happening in this region. This is a golden opportunity for the construction sector in Shropshire and Telford & Wrekin to come together, support each other and help build our supply chain and the local economy.”
That was the message from one of the county’s leading contractors ahead of the Project Pipeline event on March 22 in Shrewsbury.
Be Bold Media spoke to Paul Inions, managing director of McPhillips (Wellington) Ltd and a committee member of Shropshire Constructing Excellence, about why businesses working across the industry should attend and why being part of a network is so important.
Q: Your company is celebrating 60 years this year, how has McPhillips’ core business changed over the years?
A: The business has evolved from a small sub-contractor to a main civil engineering contractor to what we are today – an mulit-disciplinary main regional contractor. We’re an award-winning partner to a number of local authorities and private sector companies which trust us to deliver on budget and on time. We used to just dig holes, now we do sewers, dogs’ homes, fire stations, a crematorium – pretty much anything!
We have 250 people directly employed by us, and probably 150 sub-contractors who can be anything from a one-man band to a small company. We also have a strong local supply chain to support us with building developments.
Q: What are the main headwinds facing the sector at the moment and how is McPhillips facing the challenges?
A: I would say the instability in the economy is the biggest challenge facing the industry at the moment. Our margins are very, very thin. We always work on fixed price contracts, but our supply chain can’t subscribe to that so any volatility in the market causes very big issues.
I read somewhere that 12 construction firms a day are going to the wall. The problem is, every time a firm goes bust, they take others with them. We have seen some very big construction businesses go under in recent years, but it’s the impact on the supply chain which goes unnoticed, this is livelihoods we are talking about. It’s very difficult.
Q: Is it important for McPhillips to be delivering projects locally and working with local people?
A: The local economy is very important to us – we strive to work locally. I live between Telford and Dudley so I drive in on the ‘rabbit run’ every day – it frustrates me enormously that I follow our competitors’ vans into the county and see our vans going the other way. We are all guilty of this but there is more than enough work in the county to keep us all busy.
Q: How important is a strong local supply chain? And how important is it for the sector to be aware of projects coming up which they might be able to be part of?
A: A strong local supply chain is vital, and I bang the drum for us to do business with the local supply chain wherever possible. It’s not always possible, and sometimes that’s just because we don’t always know who’s out there, but the more the better. Using local contractors and suppliers means we keep the Shropshire pound in Shropshire.
For example, we have two projects going on at Hortonwood in Telford. I would imagine that we could get 70 to 80 per cent of everything we need from businesses based in Telford or Shropshire. It frustrates me that we don’t, but we do strive to buy local where possible.
Q: How do to you see the role of SCE – the Midlands Constructing Excellence Shropshire club – developing Shropshire’s construction sector and the supply chain?
A: It’s an avenue to network, where we can share issues with recruitment, wages, whatever. We all have our own challenges which we deal with, but the issue someone else might be having today may be something we dealt with three weeks ago – if we have an opportunity to share solutions, we should.
We can try to help each other and in turn save time and costs.
I think it’s easier to get to talk to people at networking events. People often say they can’t get hold of me at the office, but at a networking event it’s easier to chat for a couple of minutes and hand over a business card than it is to try to cold call someone.
Q: Who should attend the Project Pipeline event?
A: SCE is a group of like-minded people supporting businesses in Shropshire and Telford & Wrekin in the construction sector. The Project Pipeline event will give an overview from both councils of what big projects are coming up over the next 10 years, and it is an opportunity for all to get involved.
There are lots of businesses that could benefit, from main contractors to the wider supply chain.
In Telford, Station Quarter will bring a boost to the local economy. There is still a big need for housing in Telford and Shropshire, so I expect national housebuilders will be looking to develop here.
In Shrewsbury, the North West Relief Road will generate further development opportunities as new people come into the county. It’s a bit like our HS2 – love it or loathe it, HS2 brings a lot of opportunities!
Q: The event on March 22 is a ‘multi-billion opportunity’ – what’s your message to companies who haven’t booked yet?
A: Don’t miss out! Don’t miss out on the opportunity to be part of what’s happening in the county. We would all be kicking ourselves if we didn’t get an opportunity just because we haven’t subscribed.
This month Martyn Jones asks what we should make of the recent flurry of economic data and what it reveals about our growth and productivity?
As the think tank UK in a Changing Europe (UKICE) puts it: “The UK’s economic performance … has been at best mediocre. While this is partly the result of policies such as austerity, and while Brexit has reduced growth, it also reflects long-standing structural weaknesses.”
The UK’s growth for 2023 was 0.1 percent, just avoiding a recession. But if we take per-capita GDP as a measure better reflective of the way our economy is performing, it fell by 0.7 per cent last year and is 1.5 per cent lower that it was at the time of the last election, and just ahead of formal Brexit.
The solutions to our low growth and productivity are well rehearsed: More business investment, greater innovation, and improved skills (particularly mid and lower-level ones), better infrastructure, and tackling regional inequality are usually top the list.
And there are strengths too that we in the UK can draw on to grow and become more productive: Political stability (although somewhat lacking recently), strong institutions, recent improvement in the performance of schools, the expansion of higher education, our world class universities, and the strength of our legal and financial services.
Then there are the opportunities for growth in the transition to a net zero economy, which presents unprecedented opportunities for the UK to become a more resilient and productive economy whilst also tackling climate change. In stark contrast to the rest of the economy, which at best is flatlining, economic data showing that the UK’s green economy grew by 9% in 2023.
Clearly the value of green industries like renewables, eco-friendly heating and energy storage is growing and will help unlock further cash for the UK, according to economists at the Confederation of British Industry (CBI). They argue private investment and an industrial strategy are key to unlocking growth and the transition to a green economy.
Are we in construction ready to play our part in raising productivity and transitioning to net zero? Our performance over the last several decades is not encouraging given our reputation for being among the lowest productivity sectors across the economy.
A report published in 2017 by McKinsey Global Institute stated that construction sector productivity has largely remained stagnant over the past several decades despite the technologies and new forms of cooperation presented by the ICT paradigm.
Meanwhile, in manufacturing benefitting from the technologies and ways of working sparked by the ICT paradigm, particularly by lean supply chain management, productivity has almost doubled during the same period meaning that a manufacturing worker can now produce twice as much in the same number of hours whilst increasing quality.
Are we in construction wilfully opposed to innovation and increasing productivity? Or is construction so different our productivity performance cannot be judged in the same way as other sectors of the economy: The perennial we are backward vs we are different argument.
Our culture is cited as a major barrier to change, often being described as traditional and averse to new ideas. And our market structure and operating system are seen as acting against innovation and raising productivity.
We lack the overall and consistent single-point of leadership that is evident in the automotive industry with major car assemblers leading and driving much of the sector’s innovation, raising productivity, and now leading the charge to net zero.
Much of the production in construction is still being tied to specific locations making it more difficult to industrialise. And conditions differ significantly for every client and building type, making flexibility and the securing of scarce resources more of a priority for us in construction than lean efficiency.
Then there is our all too often and deliberate separation of design and construction. Imagine this happening in the automotive industry, with every car buyer taking their own bespoke design drawings to a manufacturer.
So, what are the solutions? The results from a recent RICS Global Construction Monitor (GCM) survey offers some ideas in the ways the respondents answered one of their questions: “How do you plan to increase labour productivity in your business?”
At the global level, the following interventions on productivity were ranked as the top two: upskilling the workforce and greater investment in data/digitisation. The respondents to the survey ranked improving procurement and supply chain management in third place – implying more collaborative inter-organisational relationships, more seamless processes, and greater focus on internal and external customers.
Constructing Excellence in our regions is well placed to play a role in increasing productivity and capitalising on the opportunities in transitioning to net zero. Clearly our Theme Groups – Future Skills, Smart Construction, Climate Crisis all have a role to play.
And there is Constructing Excellence’s new Behavioural Framework: A tool providing a means for leaders from across the movement to model inclusive and collaborative behaviours and provide a means for reflection, dialogue, and action to drive a more collaborative culture and in doing so raise productivity and support our transition to net zero.
