Annie HallHead of SustainabilityCITB-ConstructionSkills

‘Build to Last’Sustainable Construction – Skills for the Future

‘Build to last’ is about …

• Good (smarter) business management• Building so that …

– we (people)– the earth’s resources (the

environment upon which we all depend)– construction businesses (and their

profitability)

All have a future … that lasts!

Why sustainable construction?UK Economy 8% GDP - £77bn

Employment 2m+ jobs

Society Infrastructure for life

Materials Use 6T per person in UK annually

Pollution Incidents 20% (serious industry related)

Energy/Greenhouse Gas 50% UK = 10% build + 40% in use

Waste 80Mt annually (10% unused)

Hazardous Waste +25% (1.24Mt) 1998-2002

Rural Land Use 54km2 to urban annually

General ‘by-products’ Habitat, dust, noise, fly-tipping

Site managementSource: Environment Agency

Desig

ners/A

rchitects

Fo

rm a

nd

fun

ction

Clients/InvestorsImpact and added value

Contractors/Supply ChainMethod and materials

Co

nst

ruct

ion

In

du

stry

Le

ga

l co

mp

lian

ce

SustainableConstruction

Why&

Where

How

WhatLegal

‘Build to Last’: Linking the

supply chain

Build to Last – progress so far

10-Year10-YearStrategicStrategic

PlanPlan

10-Year10-YearStrategicStrategic

PlanPlan

BusinessCases

BusinessCases

SkillsGaps

SkillsGaps

SkillsSkillsMatrixMatrix

SkillsSkillsMatrixMatrix

ConsultIndustry

ConsultIndustry

Drivers &Barriers

Drivers &Barriers

Build Build To LastTo Last

Build Build To LastTo Last

Main drivers for change

SustainableConstructio

n

Legislation& Taxes

Government/Reports

Financial

Main barriers to change • Unaware of SD business case• Corporate priorities - time and

cost high, SD low • Disjointed client/contractor

relationship• Whole supply chain needs to be

involved in SD• Short term cost/benefit calculation• Access to sustainable products/

technologies• Lack of adequate/appropriate

skills

10-Year Strategic Plan for Sustainability

‘Clarify’ – understand

sustainability: what it

means in practice to

different parts of the industry

‘Lobby’ – create a climate

for change: to balance

legislative pressure and

commercial advantage

‘Skills’ – develop skills for

sustainability across the

industry: to translate

words into practical action

‘Communicate’ – develop

and share experience and

best practice: to speed up

the change process

10-Year Strategic Plan for SustainabilityUnderstanding sustainability‘Top 10 Things’ series

Business case(s) research

Methods for evaluating/rating products/methods

Compendium of relevant legislation

Clear vision of Sustainable Develop-ment and Sustainable Construction

Lobbying to create a climate for change

Client awareness of business case

Uptake of sustainable design, products and reporting

Govt – financial incentives/taxes

Financial investors to rate company sustainability

Developing skills in the industryHigh level skills framework

Skills/provision needs and gap analysis

Briefings/short courses – clients, designers, management, contractors

Review/update NOS and S/NVQs

Content of HE/FE and professional courses

Creating and communicating good practice

Case studies for ‘Top 10’ series

Briefings on sustainability legislation

Signpost good training provision

Statement of what sustainability looks like and required action - by industry ‘segment’

Sustainability Skills Matrix for the Built Environment • High level overarching framework – inform training/

skills development across the built environment

• Primary functions involved from investment through design and construction to end use and demolition.

• Main sustainability issues re the built environment

• What the main functions need to be able to do to achieve a sustainable built environment (excludes generic skills)

• Relevant to all disciplines – varying levels of involvement are rated

Sustainability Skills Matrix for the Built EnvironmentCOMPONENTS OF SUSTAINABILITYTo achieve sustainability by:

ABILITIESThe ‘Functions’ need to be able to:

1 2 F U N C T I O N S

SOCIAL[4 subsections]

14 ‘abilities’

ENVIRONMENTAL[3 subsections]

15 ‘abilities’

ECONOMIC[2 subsections]

10 ‘abilities’

Ratings on level of functional involvement:

*** = Primary role

** = Involved in

* = Aware and take action as necessary

No * = Aware

COMPONENTS OF SUSTAINABILITYTo achieve sustainability by:

ABILITIESThe ‘Functions’ need to be able to:

Plan-ning

Procure-ment

Ops & Mgnt

SOCIAL [eg second component]

‘Promoting sustainable communities through planning and design’

Ensure appropriateness of development to needs of the community including multiple use and adaptability

*** * **

ENVIRONMENTAL[eg first component]

‘Taking account of natural capacity’

Respond to projected impacts of climate change *** ** *

ECONOMIC[eg second component]

‘Enhancing business opportunities’

Capitalise on funding/grant available for more sustainable development

* *** *

Some examples …

Potential uses …

Frame research (needsgaps, provision)

Frame database of skills/training for industry

- build capacity

Measure SSCs progress/inform integrated future

planning

Measure industryprogress year on year –

generate baseline

Determine provision ‘fit for purpose’

Influence/inform initial training, NOS, CPD

SD SKILLS MATRIX

Uses?Provide structure forshared SSC activity

Why should we support SD skills?

• Industry wants/needs it• Govt/legislation is pushing it• Clients (esp public sector) are demanding it• SSC licence requires it• Partners see the opportunities in it• Large development projects need it• LSC and HEFCE strategies point to it• Time is right – politically

So what next?

Can you help… Can you help… - - to deliver the Strategic Plan to deliver the Strategic Plan …? …? and/or and/or -- use the Skills Matrix in use the Skills Matrix in skills/education development skills/education development for for the built environment …?the built environment …?

Sustainable? Definitely not!