Chairing my last panel meeting, I have reflected on the enormous privilege of being able to learn from the deep knowledge and expertise of panel members over the past four years. This period has encompassed huge changes to the regulatory and legal framework within which the built environment exists. At the outset, the framework for the Technical EP was set up in the aftermath of Grenfell and the changing landscape of competency requirements – essentially we were focussed on not what is being built but how. Those early discussions were wide ranging, but over the past four years we have kept coming back to the core themes of skills & education, material science & building physics, digital technology, sustainability, procurement and bringing all this back to user safety. 

The final meeting of this cycle of the Technical EP focussed on one of these in particular; skills & education which is a focus of the NLA’s Insight Study to be published next year. In particular the issue of diversity in the built environment and attracting the next generation, particularly as there is more demand for a highly skilled and well trained workforce.  The conversation broadened to include skills gap within the existing workforce as the industry adjusts to the responsibilities expected by the BSA.

From a manufacturers perspective, Ian Palmer discussed how Airflow require highly specialised training for the design and installation of their ventilation systems. Whilst there is interest in the design skills training, there is less so with installation which is seen as less dynamic. A potential path might be culture to bring those activities closer, highlighting a holistic culture of design, innovation alongside installation. 

Whilst Airflow as a large company can fund graduate training, this is less visible with SME companies, and hence innovation and skills training within SME organisations needs to be addressed and better supported to enable a variety of settings to diversify opportunities for a diverse workforce to enter the industry. It is clear that fostering a closer relationship between design, manufacture and construction will bring benefits for both attracting a new generation into the workforce because of the diversity of work type, but also that the workforce is better able to understand the complexities of design and construction. 

Matt Warren, Head of Digital Engineering at Lendlease expanded on the topic to pose the question of what the make up and roles of the future workforce are likely to be, particularly within an era of technological change. This brings opportunities to attract younger staff to construction from a traditionally a site based, physical job to a role that will include a greater adoption of technology, for example remote robotic equipment for site work, greater use of AI for planning, assessment and logistics. 

From local government Caroline Wilson, LB Islington’s Director of Community Wealth perspective was to support young people into skilled jobs is a high priority. They have seen an increase in the uptake of training for electricians and plumbers but the future might involve private/public partnerships such as with Deloitte supporting apprentices through the Green Skills Hub. Perhaps there is a route for partnering with companies taking ESG seriously and using S106 as part of the funding package, in particular to help with specialist support for neurodivergent or other excluded young people who need a greater degree of individualised learning. Could organisations such as the NLA foster a framework for investment structured in this way? 

Upskilling and motivating the existing workforce, is another challenge as many need to retrain to meet the demands of today’s competency and technical requirements. There is a real danger of highly experienced staff in the later years of the career being lost to the industry, and disappearing will also be a disbenefit to the retention of knowledge and quality of learning for younger staff.  This also applies to those that need to change their path from declining industries such as mining. The built environment workforce, in areas such as retrofitting do not have near enough the number of skilled workforce to meet the challenge of net zero. 

During a week when the government figures highlight over 9 million economically inactive population across all age groups, to address these challenges there is a clear role for business leaders and Local government to show direction and vision for attracting and retaining a more diverse workforce. Timpson’s is a well known example of how innovative thinking and vision can support the hardest to reach workforce. Is it time for others to think outside the box too?