DOCSLIB.ORG

Transforming Infrastructure Skills for the UK’S Megaprojects

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Transforming Infrastructure Skills for the UK’S Megaprojects Transforming infrastructure Skills for the UK’s megaprojects May 2019 Transforming infrastructure | Skills for the UK’s megaprojects 3 Foreword The construction and infrastructure industry is rapidly scaling up Achieving this calls for a laser-like focus and improved for some of the most ambitious infrastructure schemes in the industry-coordination on some of the things we should be doing UK’s history: the third runway at Heathrow; HS2; the new nuclear anyway, such as improving the sector’s diversity, increasing its power plant at Hinkley Point C; and the £6bn a year Highways productivity and making it as easy as possible for skilled workers investment programme. Meanwhile, the industry is losing workers to move between schemes. All available opportunities must be faster than it is recruiting new ones1. We simply do not have leveraged. But the Government must also play its part in making enough engineers, construction workers or new entrants coming sure that the immigration system is flexible enough to allow the into the industry. industry to access the skilled workers it needs to build these hugely complex, challenging schemes where there is a shortfall The sheer scale of these schemes and the fact that they will be of UK workers – which there will be; that the way in which it in construction at the same time means that they could easily procures schemes ensures a robust, viable construction industry; compound the skills shortages which exist across the sector in and that the Apprenticeship Levy is fit for purpose and delivering almost every technical discipline. But with proper planning they the future talent pool needed. could be used to address the skills gap and transform the industry for the better, for good, enabling us to export skills rather than It looks devastatingly simple written down. But these complicated, import them as we do currently. interconnected factors must all be tackled head-on in order to ensure the delivery of these critical schemes without spiralling To reach that goal, the Government and the industry must be wage-costs or project delays. clear-eyed about the situation and what is required to fix it. We must pull together to tackle these skills shortfalls. There is little doubt that the UK’s domestic construction skills base needs strengthening as a priority. We must ensure that the army of skilled engineers and construction workers needed over the next twenty years to deliver these schemes simultaneously is Leo Quinn ready – and that they are trained in the new skills that the industry Group Chief Executive is coming to rely on. All of us must work harder to update the image of the sector, redoubling existing efforts. We must do more to upskill and reskill those already in the industry. And, as outlined in the Construction Sector Deal2, more must also be done to adopt innovative ways of reducing demand for on-site workers, learning from other industries including automotive and manufacturing. 1 CIOB, The impact of the ageing population on the construction industry, December 2015 2 Industrial Strategy, Construction Sector Deal, HMG, July 2018 Transforming infrastructure | Skills for the UK’s megaprojects 5 Mega projects Key points and recommendations 1. While public perception is still that these mega projects are 7. We welcome the fact that the Government will consult on far off, the reality is that the industry is scaling up for them the £30,000 minimum salary threshold suggested in the now, so we must speed up actions to address skills shortfalls. Immigration White Paper, and encourage an approach which allows the construction industry to access the skilled workers 2. To help ensure that the workforce is ready, decisions on it cannot source domestically. large infrastructure schemes must be made more quickly and in a way which delivers certainty to companies and enable 8. There are many positions in the industry which do not workforce planning and investment in training. command £30,000 salaries yet which face shortages, including many of the trades, which are essential on-site. 3. Specialist skills need to transfer to similar projects otherwise The definition of “low skilled” is inaccurate in these cases, those skills will be lost as people move into other sectors, as many of these essential roles, such as electricians and leave the industry or move abroad. Unscheduled delays such plumbers, require specialist skills, training and experience. as that currently impacting HS2 will effect current agreements to phase work on concurrent mega projects. Mega projects 9. The threshold is likely to prevent those talented, dynamic should therefore be planned and sequenced by Government people starting out in their careers from coming to the UK. In as a programme or pipeline of work to avoid ‘feast & famine’ many cases, it is precisely these people that the construction in the supply of skilled labour. and infrastructure industry could benefit from as it modernises and transforms itself. 4. Government and the industry must make it as easy as possible for skilled individuals to move between schemes, via a single, 10. We encourage the Government to consider the need for a coordinated passport scheme covering the whole construction robust domestic construction industry when contemplating and infrastructure industry. the nature of risks that can be reasonably transferred to the private sector in its review of the Government’s guidance on 5. Apprenticeships can and should play a core role in addressing risk which is due to take place this year. these skills gaps although this is not a short-term fix. However, the failure of the Apprenticeship Levy to drive the 11. In order to speed up the adoption of modern methods of delivery of more apprentices has led to mounting frustration construction, more must be done to educate and inform - across the economy. both to build the evidence base about the benefits of offsite and modular building, and also to improve understanding 6. Government and industry agree that the Apprenticeship Levy about elements which are key to success, such as the need is not working. Now that the Government has agreed to to aggregate schemes over a longer-timeframe rather than evolve the Levy, the reform must be swift and far-reaching to dealing with each scheme individually; and the importance of ensure that it works for the construction and infrastructure building in repeatability. industry, and the economy more broadly. Transforming infrastructure | Skills for the UK’s megaprojects 7 Context Brexit and the domestic skills base These mega projects are at the heart of the Government’s plans 6. Significantly increasing the industry’s productivity and Brexit has sharpened the focus on ensuring that the UK is as This is particularly the case, in our view, as the Apprenticeship to improve the UK’s connectivity and energy security, to maintain efficiency, by moving more quickly to modern methods of competitive as possible and that our economy has the high-quality Levy, which aimed to increase the number of young people its competitiveness post-Brexit and to build on its impressive construction and digital solutions; infrastructure needed to underpin strong economic growth. Making choosing technical and vocational routes, has not done so. For engineering legacy and develop its exportable infrastructure sure that the strategically important large infrastructure projects example, with the Apprenticeship Levy now having been in 7. Coordinating better and collaborating across the industry to know-how. The industry is keen to deliver – the key question is the country has planned are delivered, is now more relevant than place for a year, Balfour Beatty has not increased the number ensure that we learn from each other. whether it has enough skilled people to construct four of the most ever in terms of ensuring the UK’s place as a global economy of apprentices it trains. Indeed, the numbers of apprentices our challenging projects in several generations concurrently, as The Government must prioritise: outside the EU. industry and others are taking on this year is lower than it has well as delivering on other priorities such as addressing the been in previous years. 1. Making sure that the Apprenticeship Levy is redesigned so it However, Brexit has also compounded the existing skills challenge housing shortage. is fit for purpose and helps us to attract and train people in the by severely restricting, and maybe ending completely “freedom Apprenticeships can and should play a core role in addressing The skills gap the sector is facing is well-documented and getting skills the industry needs, rather than serving, as it currently of movement” and therewith the UK’s ability to rely on migrant these skills gaps although this is not a short-term fix. However, worse across the country. The much-cited Farmer Report3 outlined does, as an additional tax; labour from the EU to plug skills gaps: over 7% of workers in the the failure of the Apprenticeship Levy to drive the delivery of more 5 the scale of the issue in stark terms. The report described the skills 2. Ensuring the immigration system meets the needs of an construction industry are from elsewhere in the EU – 28% in apprentices has led to mounting frustration across the economy. 6 shortage as a “ticking time bomb”, predicting a 20-25% decline in industry which has relied on EU workers to fill significant gaps London . In an industry with existing skills shortages, a significant The time has come to look again at how the Levy is implemented. the available construction workforce within a decade. which - due to record levels of employment, ongoing skills pipeline of infrastructure to deliver, and 50% of its workforce likely We therefore welcome the Prime Minister’s announcement that to retire or reduce time spent at work in the coming decade7, this the Government will be considering how to evolve the Levy.
Load more

Recommended publications
  • A New Reality – CITB Report
    CITB RESEARCH A NEW REALITY: Immersive Learning in Construction Full Report The second in a series of CITB Research Reports on Productivity and Future Skills September 2017 CONTENTS CONTENTS 4 Foreword 6 Executive summary 16 Background and methodology 19 Immersive learning 20 What and why? 24 Training a future workforce 25 The role for immersive learning 27 Improving current training delivery 45 Challenges and considerations 50 Conclusions and recommendations 3 FOREWORD FOREWORD One of the biggest challenges facing the construction sector is modernisation. The title of 2016’s Farmer Review – Modernise or Die – highlighted this challenge in no uncertain terms. For the sector to truly modernise, we need to embrace innovative and digital forms of training - most prominently, Immersive learning, the theme of this report. As Co-Chair of the Construction Leadership Council (CLC) I work with industry and government to support UK construction in building greater efficiency, skills and growth. I am very pleased to present this report as it lays down the gauntlet for employers, trainers and the Government to tackle these key issues through innovation. As this report says, immersive learning can revolutionise training delivery, help produce ‘work-ready’ employees and transform the perception of the sector to investors and young people. This latter point is crucial because if the construction sector is to thrive we need to attract as much talent as soon as possible. I was interested to read that for some young people consulted during the research for this report, construction was still seen as a dirty, low-paid, manual occupation that lacks opportunities to learn through state-of-the-art technology.
    [Show full text]
  • Construction Leadership Group Meeting Wednesday 21St June 2017
    Construction Leadership Group meeting Wednesday 21st June 2017 Date: Wednesday 21st June 2017 – Carillion Site Offices, King’s Cross, London – 10.30am – 12.30pm Attendees: Ian Heptonstall – Chair (Supply Chain School), Jesse Putzel (BAM), Andy Hazlehurst (Carillion), Aysegul Sabanci (ISG), Craig Murphy (John Sisk), Eddy Taylor (Laing O’Rourke), Nick Lovell (Tobermore), Steve Watson (Willmott Dixon), EJ Allen (Supply Chain School), Becky Bryant (Supply Chain School) Apologies: Gerard Cantwell (Aggregate Industries), Patrick Guest (Arnold Laver), Simon Poulter (Balfour Beatty), Anne Smales (Bouygues UK), Richard Deaville (Interserve), Iain Casson (Kier), Tom Brenchley (Lundy Projects), Steve Attfield (Marshalls), Graham Edgell (Morgan Sindall), Nick Baker (Skanska), Danny Bavington (Sir Robert McAlpine), Adrian Shah-Cundy (VolkerWessels UK), Cara Palmer (Wates) Please note these meeting notes are to be read in conjunction with the final set of slides as circulated to all with these minutes. Meeting notes 1. Welcome and introductions ✓ The Group were advised that Nick Baker, Sustainability Operations Director, Skanska, will become the new Chair of the Construction Leadership Group from September’s meeting onwards, in line with discussions at previous meetings ✓ Aysegul Sabanci, Head of Procurement and Supply Chain, was introduced to the Group as the new representative from ISG ✓ Nick Lovell, Commercial and Specification Sales Executive was introduced to the Group as the representative from Tobermore, the latest Partner to join the School ✓ The guest speaker from Bryden Wood who was due to present at the meeting was not able to attend at late notice – the agenda was changed to include an update and exercise around the Supply Chain Mapping SIG.
    [Show full text]
  • No More Lost Generations One Million Neets Aged 16-24 182,000
    One million NEETs aged 16-24 182,000 construction jobs to be filled by 2018 Yet just 7,280 completed a construction apprenticeship last year We have to do better No more lost generations Creating construction jobs for young people HOUSE OF COMMONS A cross-party parliamentarians’ inquiry LONDON SW1A 0AA February 2014 2 3 Section 1 Contents04 Foreword 20 Section 3: By Rt Hon Nick Raynsford MP and Lord Richard How to get more young people into training Best OBE, joint chairs of the inquiry and employment 20 3.1 Analysis of the problems and solutions 06 Executive summary 22 3.2 Strengthening leadership in construction 05 Members of the commission 24 3.3 Using public-sector contracts to Section 2 boost employment for young people 07 About the inquiry 27 3.4 Attracting the best talent 31 3.5 Improving apprenticeship experience 08 Section 1: 32 3.6 Matching skills and training with The emerging skills gap changing industry need 33 3.7 Making it easier to employ and train 08 Section 2: young people Section 3 Structural barriers to training and employment of young people 34 Section 4: 12 2.1 Structure and culture of the industry How organisations are getting young people 13 2.2 Routes into construction as a career into training and work 15 2.3 Training and funding for training 16 2.4 How funding structures might 39 Section 5: change – the Richard Review reforms Recommendations Section 4 18 2.5 Traineeships 42 Acknowledgments We would like to thank all of those who contributed and helped inform this inquiry, including the many witnesses who gave oral evidence and the List of those who provided submissions, gave organisations and individuals that provided written submissions.
    [Show full text]
  • Skills Needs Analysis for the Construction Industry
    Skills Needs Analysis for the Construction Industry ConstructionSkills has been chosen to be one of the four Pathfinder Sector Skills Councils charged with developing Sector Skills Agreement (SSA) for their sector. The development of the SSA is a five-stage process that starts with a Skills Needs Analysis (SNA). The purpose of the analysis is to provide the evidence base to demonstrate what the industry skills needs are and whether or not current education and training provision, learning and qualification frameworks and funding models across the UK are satisfactorily meeting them. The Skills Needs Analysis (SNA) for Construction is built on a well-respected research programme and work with the industry over a long period. It has involved a major exercise to bring together all relevant sector intelligence and forecasting to provide a rationale for adopting agreed priorities for action and a basis for bringing about change in the way the industry goes about developing its workforce. The current draft of the document [attached] represents the main body of the SNA that underpins the development of the proposed SSA. Alongside providing partners with the evidence base we would also welcome comments on the usefulness of the document. Clearly a version will need to be published as a companion to the SSA but we see this as a living document that we will keep reviewed and updated, as further and better intelligence becomes available. The exercise to bring together all of this research has revealed a number of areas of work that are either lacking or in need of further work.
    [Show full text]
  • Construction and the Modern Slavery Act Tackling Exploitation in the UK
    Construction and the Modern Slavery Act Tackling Exploitation in the UK TACKLING EXPLOITATION IN THE UK MAY1 2018 Construction and the Modern Slavery Act Tackling Exploitation in the UK Researched and written by Emma Crates, freelance writer and journalist. Follow Emma on Twitter @CratesEm Designed by Demographik: www.demographik.co.uk Published by the Chartered Institute of Building (CIOB) Twitter: @theCIOB and @CIOBPolicy Facebook: www.facebook.com/theCIOB LinkedIn: search ‘CIOB’ YouTube: CIOBTV CIOB, 1 Arlington Square, Downshire Way, Bracknell, RG12 1WA, UK Registered Charity No. (England and Wales) 280795 and (Scotland) SC041725 www.CIOB.org policy.CIOB.org Tel: +44 (0) 1344 630 700 Email: [email protected] The views expressed by the author are not necessarily those of the CIOB nor anyone connected with the CIOB. Neither the author nor CIOB accept any liability arising from the use of this publication. Any data or analysis from this report must be reported accurately and not used in a misleading context. If using any information from the report, then its source and date of publication must be acknowledged. Copyright CIOB 2018 2 Construction and the Modern Slavery Act Tackling Exploitation in the UK Some definitions Forced labour Most situations of slavery or human trafficking are covered by International Labour Organization’s (ILO) definition of forced labour: “...all work or service which is exacted from any person under the threat of a penalty and for which the person has not offered himself or herself voluntarily.”1 Exploitation There is no clear legal definition of exploitation but United Nations and European Conventions say that exploitation includes forced labour, servitude and slavery.
    [Show full text]
  • CITB Levy Consensus 2021 a Build UK Proposal for 'Levy in – Skills Out'
    CITB Levy Consensus 2021 A Build UK Proposal for ‘Levy In – Skills Out’ Contents Background ........................................................................................................................................ 2 Developing the Build UK Position ........................................................................................................ 2 Consensus Process ............................................................................................................................. 3 Levy Proposals ........................................................................................................................ 3 Levy Rates ............................................................................................................................... 3 Timeline .................................................................................................................................. 3 CITB Prescribed Organisations ................................................................................................ 3 Build UK Proposal for ‘Levy in – Skills Out’ .......................................................................................... 4 Enable Employers to Train....................................................................................................... 5 Help the Industry to Recruit .................................................................................................... 6 Support Businesses to Retain .................................................................................................
    [Show full text]
  • Industry Skills Plan for the UK Construction Sector 2021 – 2025
    Industry Skills Plan for the UK Construction Sector 2021 – 2025 CLC Industry Skills Plan for the UK Construction Sector 2021 – 2025 1 We have all experienced exceptional times, and the also used CLC’s Future Skills research1 to understand what Foreword COVID-19 pandemic has drastically changed the world needs to be done to prepare the industry for new ways of we live in. But we need to keep the focus on what matters working. At the same time, we have increased the reach most – retaining talent and building a solid foundation for of the Construction Ambassadors scheme by aligning it the future of the construction industry. with STEM Learning to help ensure we are nurturing the future pipeline of talent. The growing awareness of Fairness, In order to deliver what industry needs now and into the Inclusion and Respect also means we are making the future, we need skilled individuals. The Built Environment industry a better place to work, for those currently has a wide reach of sectors, so how can we ensure we have in it and those who will join in the coming years. a skilled and competent workforce across such a breadth of occupations? This is the considerable challenge we This plan will be developed into a co-ordinated group of need to break down into smaller pieces and tackle, activities that will be delivered through CLC workstreams as it is the key to unlocking improved productivity and and working groups. We will measure and report progress enabling construction to thrive and to maintain and deliver against this plan for at least the next four years.
    [Show full text]
  • Health and Safety Code for Subcontractors (L8)
    Interserve Construction also trading as Paragon Health and Safety Code for Subcontractors HEALTH AND SAFETY CODE FOR SUBCONTRACTORS (L8) Revision: 20 August 2018 Interserve Construction also trading as Paragon Health and Safety Code for Subcontractors Contents A) INTRODUCTION ........................................................................................................................ 3 B) THE INTERSERVE CONSTRUCTION HEALTH & SAFETY POLICY STATEMENT ............................... 4 C) REQUIREMENTS FOR SUBCONTRACTOR MANAGEMENT ARRANGEMENTS ................................... 5 C1 Sub-Subcontractors Competence Requirements ............................................................... 5 C2 Operatives and Trades Competence and Training Requirements ..................................... 5 C3 Management and Supervision Competence and Training Requirements ........................... 5 C4 Communications ............................................................................................................... 6 C5 Co-operation and Co-ordination ....................................................................................... 7 C6 Consultation ..................................................................................................................... 7 C7 Planning of Subcontractors Works .................................................................................... 7 C8 Health Arrangements ........................................................................................................ 7 C9 Monitoring
    [Show full text]
  • Supervisory Skills Gaps Within the UK Construction Industry Acknowledgements
    Supervisory Skills Gaps within the UK Construction Industry Acknowledgements Researched and written by: Linzi Shearer, BCTG Construct Lead Researcher Douglas Morrison, City of Glasgow College, BCTG Construct Project Sponsor With significant contributions from: Sarah Beale, CITB Professor Billy Hare, BEAM Research Centre at Glasgow Caledonian University John Keenan, CITB Scotland John Logan, Sir Robert McAlpine Gary McDonnell, BCTG Chairperson Talat Yaqoob, Equate Scotland Special thanks to the members of the BCTG Construct Steering Group: Paul Allford, Gerry Doyle, Professor Billy Hare (BCTG Construct Chair), John Keenan, Jenny Kellie, Gordon MacKenzie, Ian MacNaughton, Gary McDonnell, Scott McGibbon, Aileen Nicholson, Andy Pollock, John Renwick, Jennifer Smart, Jan Stewart, Alastair Stupart, Douglas Thomson, Dr. Evi Viza, Jim Wilson, Sandra Wilson. Digital and Visual Design by: Kaylie Allan | www.kaylieallan.com This publication was funded through the Construction Industry Training Board (CITB) Flexible Fund and delivered through the Scottish Institute of Innovation and Knowledge Exchange. The contents of this publication and the opinions expressed are those of the Authors alone. This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/. Questions and feedback can be sent to the Lead Author by emailing [email protected] or visiting: http://bctgconstruct.co.uk/get-involved/ Published February 2018 | BCTG Construct 2018 2 key findings Personal Qualities, such as communication and people management, feature as the top three most prevalent supervisory skills gaps, as ranked by Employers and Educators. Realised Impacts of supervisory skills gaps include: increased workloads for the wider construction team, higher operating costs, reduced productivity and profitability and difficulties meeting quality standards and introducing new working practices.
    [Show full text]
  • Build to Last Annual Report and Accounts 2017 Contents
    Build to Last Annual Report and Accounts 2017 Contents Strategic Report Chairman’s introduction 02 The transformation of Group Chief Executive’s review 04 Group at a glance 06 Balfour Beatty is Market review 08 well underway Business model 10 Our priorities 12 What we have been doing in 2017 16 Group Chief Directors’ valuation of the Executive’s review Investments portfolio 26 p04 Building a sustainable business 29 Measuring our performance 38 Chief Financial Officer’s review 44 Risk management framework 48 Performance review Principal risks 51 by segment Viability statement 57 Governance Chairman’s introduction 58 What we have been Leadership 60 doing in 2017 Effectiveness 63 p16 Accountability 67 Directors’ report – other disclosures 72 Remuneration report 76 Acting responsibly to protect Financial Statements and enhance the Independent auditor’s report 88 Financial statements 94 environment and support Notes to the financial statements 102 local communities Other Information Building a sustainable business Unaudited Group five-year summary 174 p29 Shareholder information 175 Front cover images (clockwise): Dorenell wind farm: this £20 million overhead line will connect a key Scottish wind farm to the national grid. Cooper’s Hill retirement development: this luxury facility includes 78 retirement properties, a health club, swimming pool, restaurant and library. The Dallas Horseshoe: following a distinctive U-shaped path, this design-build project upgraded 73 miles of road and 37 bridges to reduce congestion in Dallas, Texas. Balfour Beatty Annual Report and Accounts 2017 Strategic Report Governance Financial Statements Other Information 01 2017 progress Build to Last Lean Today, Balfour Beatty is well placed to drive £335m 2016: £173m sustainable profitable growth, underpinned Net cash excluding by a strong balance sheet.
    [Show full text]
  • Building the Future Reshaping the Apprenticeship Levy
    Building the future Reshaping the Apprenticeship Levy October 2018 Building the future | Reshaping the Apprenticeship Levy 3 Foreword The construction industry has a pivotal role to play in the must be changed. Key amongst these is the way we measure delivery of the critical infrastructure projects the Government the Levy’s success, by looking at the number of people starting has planned to meet the country’s increasing needs for energy, apprenticeships. This must be overhauled: it is not the starts that transport and housing. But it has skills gaps across almost every deliver a skilled workforce, but how many people are completing technical discipline, with the knock-on risk that skills will be lost their apprenticeship – this is where we must focus our efforts. permanently despite the infrastructure investment, if we are not Unfortunately, looking at number of completions paints an even able to use the current, older workforce to train new recruits worse picture of how we are doing in training the skilled workforce before they retire. Relying on skilled workers from continental the sector needs. Europe to plug the gaps is no longer an option: with Brexit now The ongoing issues with Apprenticeship standards also need just around the corner, ensuring we have a high-calibre, skilled, ironing out. Being able to use the Levy to train people for back- domestic workforce has never been so important. office and other disciplines is of course important, as is investing Apprenticeships can and should play a core role in addressing in upskilling our current workforce. But what the construction and these skills gaps.
    [Show full text]
  • PUBLISHED MARCH 2021 CITB Business Plan
    PUBLISHED MARCH 2021 CITB Business Plan 2021-22 CITB Business Plan 2021-22 2 Chief Executive foreword Investing your Levy to support your skills needs 2020 was the year when everything changed. 1. THE BASICS I see a sector that has pulled together amazingly well over the past year, and that spirit of collaboration must continue. We all Helping you with your immediate skills and training needs, The pandemic caused many sites to close down, with new site need to get behind industry-wide initiatives like Go Construct with grants and funding, and products and services to support rules to get used to when they reopened. We’ve had to adapt and Talent View and stop duplicating effort, to solve the big it. This includes free, practical, day-to-day support for your to restrictions on our economic and social lives unimaginable business, such as our COVID-19 eCourse. issues like recruitment and diversity. It is only by coming together before coronavirus emerged. that those issues, some of which have been around for decades, 2. IMPROVING ACCESS TO SKILLS TODAY will be tackled once and for all. CITB reacted to that situation by listening and putting in place the changes to make an immediate difference. Supporting construction to bring in new workers and for talented Following the extraordinary year of 2020, this year will see CITB people to join the sector. Helping you to provide work experience return to the Consensus process to support our Levy Order You told us cash flow was the biggest issue, so our Board made opportunities and maximise the number of learners completing proposals.
    [Show full text]