The new Government have ambitious plans for housing, infrastructure, and planning reform with construction playing a key role in unlocking growth, solving the housing crisis, improving life and health outcomes, and raising productivity.

Despite our size and importance, we are already struggling to find the new talent and skills we need. And that’s before we factor in the Government’s ambitious plans for growth.

According to the CITB Experian Labour Market Intelligence Report UK for 2024 – 28, around 225,000 new construction workers are needed to fill the demand. While the industry clearly attracts workers, there is much more to do if we are to have the talented workforce we need now and in the future.

Not only are we struggling to recruit people for traditional skills, like bricklaying and carpentry, but also the newer ones such as those relating to AI, building information modelling (BIM), modern methods of construction (MMC), the incorporated use of drones, and other technologies.

This month, Martyn Jones explores some of the reasons for the current skills shortage, how we might attract fresh talent and make better use of the talent we already have.

Recruiting talented people is a competitive business. We are not the only sector fighting to find and retain staff, which is not unusual given almost full employment and over 9 million being economically inactive. However, in construction the problem is particularly acute as labour and skill shortages are far from a new phenomenon.

Why is this? Well, several factors contribute to this perfect storm and have been well rehearsed. Here are some. Older workers retire and are not replaced at the same rate by younger employees. The pandemic led many workers to reassess their personal situations and pursue different careers or retire early because of health issues. And the cost and complexity of employing migrant workers having skyrocketed post-Brexit.

There are also widely-held misperceptions about working in construction, such as it involves only dirty and dangerous manual labour, has limited career opportunities, and lacks diversity, with research finding, for example, only 9% of women would consider a job in construction.

So, what are the solutions? Here are a few strategies construction companies could adopt to navigate this challenging labour market and recruit and retain employees.

At the risk of stating the blindingly obvious, we need to improve recruitment methods so that we enlist enough people to replace those leaving each year as well as meeting future growth demand. For this we need a joined-up approach by the various stakeholders – Government, industry, and education.

A collaborative effort is needed to smash the current stereotypes and persuade young people to consider the positive aspects of a career in the built environment.

We need to collaborate and work on developing the skill sets needed not for just now but for the future – including BIM, MMC, robotics, materials innovation, green technology, retrofitting, data expertise, smart cities and more.

But overarching these practical steps we need to convey the exciting challenges that lie ahead in construction, the social and economic value we add such as providing good quality homes for everyone and achieving net zero.

We need to expand our recruitment campaigns to reach a wider demographic – only 13% of the current workforce is female (and only 1% of those are working in operational roles) and follow through with a zero-tolerance approach to discrimination.

Then there’s tapping into the talent and diversity of our existing workforce. Training and retraining people in the skills needed for current jobs but also those to take advantage of future opportunities through productivity improvements and meeting net zero targets.

How about restructuring our traditional operating system, adopting procurement strategies to facilitate creativity, and integrating and streamlining the design, manufacturing, and construction process to make better use of the talent we already have?

We need to confront our unenviable long-hours culture with the often-pervading view: “it’s what you sign up for”, and anyone working less than full-time is less committed. This means shifting away from a culture of working longer to working smarter. The pilots on flexible working, trialled in 2021, included a range of adjustments to working practices, and received hugely positive qualitative feedback from workers and supervisors.

We need to be less hesitant in overcoming the barriers to the new technologies such as digital tools, simulation, AI, and 3D Printing that make the job of construction professionals not only easier and more rewarding but much more exciting for the more tech-savvy and digitally empowered Generation Z.

Then there’s reaching out beyond Z to Generation Alpha. Their aspirations are difficult to describe because they are still being born! But they are projected to look for these features in their careers – a strong emphasis on purpose-driven work and social impact. Roles that that align with their values and allow them to make a positive difference in the world. Collaborative working that fosters creativity, innovation, and cross-cultural communication.

Last, but by no means least, there is the role that enlightened clients can play. Refraining from setting often unrealistic programmes and budgets. Resisting immediate operational imperatives (time and cost) overpowering more innovative approaches to improving working practices and wellbeing, however good leaders’ intentions may be down the supply chain.

Biochar is a sustainable form of charcoal which offers a wide range of commercial and environmental applications and benefits to the construction industry.

Constructing Excellence member, the Energy & Bioproducts Research Institute (EBRI) at Aston University has, in conjunction with its industrial partners, developed a range of innovative technology that thermally transforms a wide range of organic residues and waste, such as tree prunings, agricultural straw, food production wastes and even dried chicken manure into valuable products including biochar, liquids, heat and gases.

Carbon-rich biochar offers a wide variety of benefits and uses in both rural and urban environments. With its porous structure, it adsorbs and holds gases, odours, organic nutrients, and environmental contaminants. It offers many applications to the construction industry including:

· Asphalt and soil stabilisation for roads.

· Building materials including composites, concrete, plaster, ceramics, and insulation materials.

· Landscaping including soil improvement, tree health, green roofs and walls.

· Water treatment, filtration and air purification

· Carbon credits

EBRI is interested in hearing from organisations in the construction industry that produce large amounts of organic waste and residues e.g. wood chippings and sawdust, or from companies requiring industrial heat to transform material into useful products. Similarly, if you are a large producer of composites, ceramics of 3D printed products they would love to talk to you. The EBRI team can be reached by emailing biochar@aston.ac.uk, calling 0121 204 3383 or visiting www.bioenergy-for-business.org

Webinar

EBRI will be hosting a webinar in conjunction with Constructing Excellence about biochar and how it can benefit the construction industry.

Biochar – A Sustainable, Multi-Purpose Material For The Construction Industry

13 September 2024, 12pm-1pm

Register here https://hub.leadersmeets.com/cws-13-Sep-24

Exciting Times for CE East Midlands Club!

The past couple of weeks have been truly remarkable for the CE East Midlands Club. We hosted our first-ever CEEM Summer Party and Presentation Afternoon, which was a resounding success.

We were privileged to hear insightful presentations from Lee Barnes, who emphasized the crucial role of collaboration in business, and Marc Preite, who shared his experiences with the Confetti development in Nottingham, including the nerve-wracking challenges it presented.

Looking ahead, we’re thrilled to announce that we’re in the process of establishing a Derby Team, with a launch event on the horizon—stay tuned for more details!

We also want to extend our heartfelt thanks to Glenn Slater, who has recently stepped down as Vice Chair of CE East Midlands. Glenn, your tireless dedication to the club has been invaluable.

If you’re interested in joining the committee or stepping into the role of Vice Chair, we’d love to hear from you!

Excitement filled the air as the G4C Constructing Women Committee proudly donned their pink hi-vis vests a few weeks ago at The Canalhouse for the inaugural G4C Constructing Women event in Nottingham. This dynamic group is dedicated to empowering young women who started their careers in construction and built environment industries and those who are considering a career in the construction industry, whether they’re from college or university.

The first event was a resounding success, drawing a diverse crowd of women from various sectors across the industry. With plenty of discussions and interest in future events from the attendees there is plenty of ideas for the future that would combine social and informative sessions with the hope to grow the group and offer a wider support within the industry!

It’s also our hope to open discussions about women in construction and their experiences to the wider group to further bring attention and awareness to some of the current struggles still experienced by women in the industry and brainstorm possible ideas on what can be done to support and change the industry for the better!

Birmingham, 15th July – The Currency of Carbon Conference, held at ARUP’s Birmingham office, marked a significant milestone in the construction industry’s journey towards sustainability and carbon neutrality. The event, featuring prominent speakers Mark Wakeford from Evo Energy, Nigel Tonks from ARUP, Mina Hasman from SOM / Climate Framework, and Becky Clayton from PwC, attracted a diverse audience of industry developers, professionals, contractors, manufacturers and sustainability advocates.

Event Highlights

Insightful Presentations: The conference commenced with a thought-provoking keynote by Mark Wakeford, setting the stage for an in-depth exploration of carbon counting for 2030 and the transition of the industry towards a zero-carbon future by 2050. “If you don’t measure it then you cannot manage it”. Each of the guest speakers brought unique perspectives and expert knowledge to the table:

• Nigel Tonks from ARUP discussed the role of whole life carbon measurement engineering solutions in reducing carbon footprints and completing the Net Zero Building Standard (UK) to enable a agreed standard for clear measurements comparisons and targets that will enable a level playing field across industry and prevent carbon leakage and greenwashing.
• Mina Hasman from SOM / Climate Framework – Value of Carbon – highlighted carbon cost and impact on society and the importance of collaboration, cross-industry training, sharing and upskilling that is critical to trickle down, and up, information on the journey to Net Zero carbon. Societal shift. An unprecedented journey we now face. One for Innovation, Leadership, Investment, Clarity and Influence.
• Becky Clayton from PwC provided a detailed analysis of the economic and regulatory landscape, offering insights into how businesses can navigate and leverage these frameworks to achieve carbon reduction goals. “We need to work together now to build a more productive and sustainable value chain – we can’t let the perfect be the enemy of the good”.

Interactive Sessions: The conference featured interactive Q&A sessions, where attendees engaged directly with the speakers, raising pertinent questions about practical challenges of ‘business readiness’ and sharing their experiences of an industry that needs clear guidance. This exchange fostered a collaborative environment, allowing for the cross-pollination of ideas and best practices including a call for Government climate action and intervention along the lines of the Health & Safety Act that is now transforming the industry.

Key Takeaways

• Adopt Sustainable Practices: One of the primary messages from the conference was for the industry to Measure, Collaborate and Communicate. From innovative materials and design to regulatory compliance and economic incentives, all aspects of the construction process must align towards a common goal of reducing carbon emissions.
• Cross-industry Training is Key: Carbon literacy and creating a common language to upskill across the industry. Collaborative partnerships between architects, engineers, policymakers, and businesses are essential to drive meaningful change.
• Economic and Environmental Benefits: The discussions underscored the dual benefits of sustainability—economic and environmental. Investing in sustainable practices not only helps mitigate climate change but also offers significant economic returns through innovation, efficiency gains and compliance with emerging regulations.

• • Map emissions and carbon price exposure.
  • Turn exposure into opportunity.
  • Plan ahead to avoid price shocks.
  • Engage Investors.

Looking Ahead

The Currency of Carbon Conference successfully highlighted the urgency and feasibility of transitioning to a zero-carbon construction industry. The insights and strategies shared by the speakers will undoubtedly inspire and guide attendees in their professional practices.

As the construction industry continues to evolve, events like this conference are crucial in maintaining momentum and fostering a culture of Net Zero Carbon. We look forward to future editions of the Currency of Carbon Conference and the continued progress of the industry towards a sustainable and carbon-neutral future.

Feedback and Further Information: Attendees are encouraged to provide feedback on the conference through the provided channels. Links to the presentations and further resources are available here.

Contact: For more information about the event or to get involved in future conferences, please contact info@cemidlands.org or take a look here: Climate Action Theme Group

CE Midlands will launch a ‘Best Practice’ club in Staffordshire this autumn starting with a Leadership Dinner in Stoke-on-Trent on 19^th September.

If you are Staffordshire based or your work covers the area and you would like to join the club please get in touch with tom.carpenter@cemidlands.org for more information.

CE Midlands are proud to be offering ‘Diploma in Collaboration in Construction’ in collaboration with The University of Wales Trinity Saint David (UWTSD)

It will be an eight month online course on one half day a month followed by additional reading material, homework and an indication how what has been learned will be included in the delegates’ day to day activities on the following topics:

• Inclusive Leadership
• Introduction to the Principles of Collaboration and Integration in Construction to include the Construction Playbook, Value Toolkit & ISO 4401
• Design for the Environment
• Smart Construction (Digital and Offsite)
• Quality and Compliance
• Lean and Continuous Improvement, Process and Value Stream Mapping
• Procurement to include IPI Initiative & The Gold Standard
• Conclusions & Implementation Programme

Each module will take place monthly, commencing on 1st October 2024 with a face-to-face meeting in Nottingham, then as follows:

• November 2024 – May 2025 online
• First Tuesday of the month
• 09.00 – 13.00

Requirements:
• 10 hours per module (4 hours per taught module plus 6 hours of homework / reading)

Please contact us at: diploma@cemidlands.org if you are interested in attending the course

Sir Keir Starmer has promised to build a “government of service”, a mission-driven government with a real sense of purpose, a force for good, and a return to public service.

In recent years there has been a growing realisation that construction projects can also be a force for good by not only fulfilling their clients’ requirements but also engaging with and serving the wider community.

In fact, we are increasingly being urged to add social value to our projects to support ‘levelling up’, the creation of jobs and long-term employment, ethical and low-carbon supply chain sourcing, engaging with charities and community organisations, and promoting a sense of identity and cohesion within communities.

This got Martyn Jones thinking about the role of Servant Leadership and whether it’s a leadership approach that we need in construction if we are to become an industry of even greater service and a force for good.

Clearly the built environment and its players offer a vital service, helping our country to meet its economic and social needs (emphasised by recent events), addressing pressing environmental concerns, and in the context of this article adding value for the wider community.

What is the Servant Leader approach? Well, it places the concept of servant first and begins with the instinct in leaders that they want to serve by focusing primarily on the growth and wellbeing of people and the communities to which they belong.

They share power, putting the needs of others first, and focus on helping other people develop and perform as highly as possible. In other words, they exercise their power to empower others.

This contrasts with other leadership approaches that generally involve the accumulation and exercise of power by one leader at the “top of the pyramid”. It is more in tune with the empowering and inclusive leadership styles adopted more widely in construction in recent years with a greater emphasis on collaboration, diversity, employee wellbeing – and social value.

What’s the case for service and Servant Leadership in construction? Well, their appropriateness can be argued on the basis that much of construction falls into the service-based camp of the economy embracing as it does professional services and less tangible outcomes.

Yes, we make extensive use manufactured materials and components to produce a tangible final product – a building or piece of infrastructure – placing us also partly in the category of goods-based industries.

And in recent years we have been urged to move further towards seeing construction as a more goods-based, manufacturing process with more offsite production. But, much of what we do is very much about offering a service.

Does this mean that Servant Leadership is appropriate in much of construction? Well, it does seek to move management and people interactions away from controlling activities and more towards synergistic relationships.

This means it requires characteristics such as empathy, listening, stewardship, and a strong commitment to the personal growth of others.

It’s about putting others before oneself; inspiring vision before setting the course; empowering others before personal gain; choosing ethics over profit; putting people before tasks; and serving with humility before all else. Things that we don’t naturally associate with our traditional culture and practices.

Its success depends very much on the culture of the organisation – and in the context of construction – project teams and their supply chains. The culture needs to be human oriented with the acceptance and endorsement of a more equal distribution of power and status privileges.

But as we know, there is no one “best” leadership style and it can be used in combination with other approaches such as Participative, Distributed, Transformational and Situational Leadership.

While Servant Leadership may appear to be, in certain circumstances, a better alternative to more traditional leadership approaches it comes with several challenges for leaders.

For example, some people may misinterpret Servant Leadership and see it as a weakness, which could lead to a lack of respect, particularly in the context of construction where the exercise of power is inherent and multifaceted aspect of how we work.

And here is another challenge: Finding the balance between serving and leading, especially in situations where quick decisions are required, when the Autocratic approach may need to be deployed.

There’s a personal price too. As servant leaders are dedicated to serving their followers by putting their needs before their own and using empathy intensively, they are more prone to physical and mental fatigue.

Then there’s the thorny matter of trust. Servant leaders need to trust their followers and seek to empower them, which provides an ideal opportunity for opportunistic and manipulative followers to take advantage of the situation and gain personal advantage: Something not unknown in construction teams and supply chains.

Followers tend to develop more loyalty to their leader and internal team than to the organisation or project team as a whole resulting in the perpetuation of silos or even the creation of new ones. A particular concern in construction projects and supply chains where our traditional operating system fosters working in silos and transient inter-firm relationships.

Despite these challenges Servant Leadership remains highly relevant today due to its potential to foster trust and collaboration within and between organisations by prioritising the well-being and growth of their team members.