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Are we entering a new era when the Corona Virus has finally passed and we all return to our ‘normal’ lives with an attitude laced with care and compassion? Will lessons be learned? Are we entering an era when greed is a thing of the past and we will all be looking out for others in addition to ourselves? 

As society takes actions to overcome the Coronavirus Covid 19, we face an uncertain future. This is placing huge demands on leaders in the engineering and construction industry as they try to find ways to keep people physically, psychologically and financially healthy.  Neglecting self-leadership in a time of crisis can result in leaders losing the trust of their teams.

Changes in societal need afford new business opportunities to companies who are embracing sustainability.  To create the shift in leadership towards sustainability, many engineering and construction companies are employing techniques from behavioural safety. Has behaviourism become the only tool in the box, a hammer which is seeing sustainability as a nail?

If we are to determine how major British construction contractors will respond to Brexit, we need to understand their past. Whilst it is good to learn from the past, if it is held on to too tightly, there is a danger it creates a mindset with constrains our future.  Do major British contractors have a mindset which will constrain their post Brexit future?

We all know the engineering and construction industry has a huge role to play in creating a more sustainable society. This societal need offers new business opportunities to companies who are embracing sustainability. Most construction companies are now aware of these opportunities and are keen to talk about their green credentials. But will these companies be able to sustain their sustainability activities in the long-term? Are engineering and construction companies truly going green?

We wish all our customers a Merry Christmas and a Happy New Year. Whilst Christmas is a time of getting together for celebrations, it is also a time for reflection and contemplation. We reflect on what has past and contemplate on what could come in the new year. Once the parties are over our thoughts turn to New Year Resolutions. What could be the New Years resolution for the engineering and construction industry?  

Is the engineering and construction industry wasting time and energy tackling diversity? Without first addressing problems of inclusion, are diversity initiatives a waste of effort?  To address the increasingly complex challenges facing society whilst delivering government’s plans for major infrastructure development, the industry needs to attract and include people from diverse backgrounds. We need diversity of outlook, values, experience and behaviours.

Only 4% to 11% of digital transformations succeed in traditional industries such as engineering and construction. Too much focus is placed on the ‘digital’, whilst the ‘transformation’ is neglected or ignored. To succeed, engineering and construction companies need both psychological and organisational transformation. 

The construction industry appears to be in a decline similar to that of the last UK financial recession. According to the Purchasing Managers Index (PMI) and IHS Markit, June, July and August 2019 recorded the lowest activity levels since April 2009 when the recession was at its height. Meanwhile, the CITB/Experian forecasts predict that there will be a small 3% growth in UK construction output next year, followed by 1% growth in 2021 and 2022, before slowing to zero growth in 2023. Brexit uncertainty, and worries about a general election, continue to drive expectations of a sharp construction decline, especially in the commercial sector. So how are construction companies fairing in this rollercoaster of a market?

Alliancing is a new and increasing popular alternative project delivery method.  The old transactional relationships of traditional contracting are turned on their heads for a new relational way of working where all partners are equal and share proportionately in the project risks and rewards. In the construction industry are we ready to realise the benefits of this collaborative way of working or are we too adversarial/transactional and destined to be locked into an endless cycle of boom and bust?