I can’t believe that we are six months into 2024, and it feels like 2025 will soon be upon us in the blink of an eye. The Bath committee have been more active this year. We have:
· Continued with our social networking events
· Run breakfast tours incorporating networking
· Held another pub quiz that attracted a record 68 people
· Undertaken further site visits which included a tour of Bath’s largest project being delivered by Watkins Jones, as well as visiting Beckford Tower on completion of its refurbishment, working in collaboration with Interact Bath.
We are busy arranging further events to include:
· A seminar later this year to discuss the changes to planning laws and the issues arising
· A pub quiz in the Autumn
· The ever-popular Christmas drinks.
One of the more thought-provoking events was last month’s leadership dinner, kindly sponsored by Gallaghers. The theme of the evening was:
· The challenges the industry is currently facing, notably the transitioning leadership styles (empowering and inclusion),
· The Building Safety Act (are we ready?)
· The continually worrying skills gap, which all businesses are suffering from, both retaining and attracting key people.
As our industry continues to evolve, these topics remain top priority. We must continue to ask ourselves whether we are giving the same sense of urgency across all these essential matters.
Evolution of Leadership styles:
It is fair to say the construction industry has undergone a significant transformation in leadership styles in the last 10 years. The shift from traditional, top-down management approaches to more empowering and inclusive leadership has seen a growing recognition of the importance of collaboration, diversity, and employee well-being. This evolution has been driven by the need to address complex project demands, enhance innovation, improve overall project outcomes, and attract the next generation of talent.
The modern construction leader is no longer just a figure of authority but a facilitator of team cohesion and innovation. Empowerment and inclusion are now key components of effective leadership. Leaders are increasingly focusing on creating environments where team members feel valued, heard, and motivated to give of their best. This involves fostering open communication, encouraging diverse perspectives, and providing opportunities for continuous professional development.
Inclusive leadership not only improves employee satisfaction and retention but also drives better results. Diverse teams bring a variety of viewpoints and solutions, which can lead to more innovative and effective problem-solving. As a result, companies that prioritise inclusive leadership are better positioned to meet the challenges of today’s and be fit for the future in an ever-changing world.
Embracing the Building Safety Act:
Understanding and embracing the Building Safety Act is crucial for all stakeholders in the construction industry. The Act, which was introduced to enhance the safety and quality of buildings, requires rigorous compliance and proactive management to ensure that safety standards are met at every stage of a project.
Compliance also necessitates a culture of accountability and continuous improvement. Leaders must stay informed about legislative changes and advancements in technologies and ensure that their teams are equipped to adapt and respond effectively.
As members of Constructing Excellence Southwest, we benefit from the Building Safety Act group which has been set up. We must use this forum to share, challenge and continue to implement knowledge across the industry. Only when we have full compliance will we truly benefit from this legislation.
The checks and balances required to deliver this governance will add more pressure to a workforce that is already under pressure and on the decline. I question whether we have enough trained personnel to deliver all aspects of the act, and only time will tell.
Addressing the skills gap:
One of the most pressing challenges facing the construction industry today is the skills gap, exacerbated by an aging workforce. As experienced professionals retire, there is a critical need to attract new talent to sustain and grow the industry.
It is important to recognise that the efforts we make today to address the skills gap will not yield immediate results. Replacing the valuable skills and experience of the retiring workforce is a long-term process. The initiatives we implement now to attract and train new talent will take at least 5 to 10 years to fully impact the industry. This lag emphasises the urgency of immediate and direct action and increased effort, to avoid a significant skills shortfall in the near future. Act we must.
To address the skills gap, the industry must take proactive steps to attract and retain young professionals. This involves not only highlighting the rewarding career opportunities within construction but also providing the necessary training and development pathways.
Apprenticeship programmes, partnerships with educational institutions, and initiatives to promote the jobs available can play a vital role in preparing the next generation of construction professionals. Additionally, promoting diversity and inclusion within the industry can help attract a broader range of talent, including women and underrepresented groups, who have traditionally been unattracted to a career in construction.
Modern construction leaders have a crucial role in addressing the skills gap. By fostering a positive and inclusive workplace culture, providing mentorship, and supporting continuous learning, leaders can create an environment that attracts and retains top talent. Emphasising the importance of career development and creating clear pathways for advancement can also help new entrants see construction as a viable and long-term career option.
The construction industry is at a pivotal moment, with evolving leadership styles, stringent safety regulations, and a pressing need to address the skills gap. By embracing empowerment and inclusive leadership, fully understanding, and implementing the Building Safety Act, and taking concerted efforts to attract and develop new talent, the industry can navigate these challenges and build a more sustainable and resilient future. Every stakeholder, from leaders to workers, has a role to play in driving these changes and ensuring the continued growth and success of the construction sector. The actions we take today will lay the foundation for the industry’s success in the next decade and beyond.
Finally, I look forward to seeing all our members at the forthcoming CESW awards at the Aerospace Museum. Last year was an amazing event and this year promises to be better.
Good luck to all finalists and thank you to the sponsors and partners of CESW for making this possible.
