Health &amp; safety has been a key focus for construction businesses for many years now, but in a new world of social distancing and infection control it has highlighted the need for us to continue focusing on developing new ways of keeping everyone safe.
Although the government didn't formally shut construction sites during the lockdown, I know many companies considered the health &amp; safety of the workforce and closed operations for several weeks.
Now as we are encouraged to go back to work where it is safe to do so, we are working closely with our customers to quickly establish care packages and develop new ways of working to ensure that everyone on site remains safe and well.
<h3>Keeping every person safe</h3>
Throughout this pandemic, our focus has been on making sure all our existing workers have had access to required PPE such as face masks, sanitiser and hand soap. And in these challenging times we've had to come up with some creative solutions to make sure these resources have been continually available.
Now as we transition into what is a new normal, I am partnering with many of our customers to make sure we have sustainable solutions to maintain social distancing, and that all workplaces remain clean and sanitised for all workers.
No one yet knows the answer around the best way to do this, and as advice continues to be released, we will keep our promise to continue to work closely with our customers and develop new and innovative solutions to keep businesses running and every person safe and well.

In a new world of social distancing and infection control, we need to continue to focus on developing new ways of keeping everyone safe.

Working in the Socially Distant Future

Ever wondered what kind of project manager you are? Answer the five multiple choice questions below to find out whether you&rsquo;re a superhero, a sensei or a general!
1) You and your team have been working on a project for a long time and are close to completion, but the client has suddenly requested for the deadline to be moved forward. It&rsquo;s an unforeseen emergency from a big client and it would really boost your business if the project was a success. Do you:
a) Agree to the deadline and throw yourself at the project. This is all on you. It&rsquo;s your responsibility to ensure deadlines are successfully met and clients are kept happy.
b) Talk with your team. Do they think it&rsquo;s achievable? Would they be willing to work
extra hours to get everything done? If yes, great! If not, you&rsquo;ll need to tell the client the original deadline will have to stand.
c) Agree to the deadline, gather the team together and sort out how this can be achieved. The hard work will pay off.
&nbsp;
2) Your team has had a series of spats recently. A small misunderstanding has blown way out of proportion and the atmosphere is heavily charged. Do you:
a) Allow the team some time to sort it out themselves. It needs to be resolved, but by making a thing out of you&rsquo;ll only make things worse.
b) Bring the team together and talk it out. What happened? How did it start? How can it be resolved?
c) Talk to the individuals involved and tell them to get a hold of themselves. They&rsquo;re adults at work. Either they get over it, or they leave.
&nbsp;
3) A few members of your team have booked holidays soon and are beginning to fall behind schedule in the run-up to them. Do you:
a) Pick up the slack for them. They&rsquo;re going away on a long-deserved break, they&rsquo;re allowed to wind down a little in the lead up to it.
b) Speak to the team together. Ask them why progress is slowing down and what they can do to get back on track.
c) Talk to the slower members of the team individually and tell them to get back on schedule. They&rsquo;re not on holiday yet.
&nbsp;
4) The business is in a bit of a bind financially &ndash; no one is to blame, it&rsquo;s just bad luck &ndash; and the only thing to do is cut salaries. Do you:
a) Take it all out of your own salary without telling anyone. You don&rsquo;t want to worry the team, plus you earn the most.
b) Talk to each team member individually and tell them everyone is going to have a small salary cut, including you. Be transparent and honest about the reasons why.
c) Tell the team about the cuts at the same time, explaining the logic behind your decision and its importance for the business.
&nbsp;
5) You made a mistake. It isn&rsquo;t devastatingly huge, but a sizeable problem that will impact the team. Do you:
a) Avoid telling the team and concentrate on fixing it yourself before anything goes wrong.
b) Tell your team individually, asking for assistance so that you can all turn things around quickly.
c) Come clean in a team meeting and outline how you&rsquo;re going to fix things.
&nbsp;
Mostly As - You're a Superhero
If something goes wrong, you want to be the one people turn to. You confront issues head-on and
deal with problems directly, even if they&rsquo;re not your own. You&rsquo;re willing to sacrifice yourself for the
good of the team and everyone feels safe with you as their leader. However, you need to remember
that relying on others isn&rsquo;t a character flaw and is sometimes necessary.
Mostly Bs - You're a Sensei
You're a real team-player. You believe in moving forward as a collective and emphasise the
importance of building a supportive network within a relaxed atmosphere. Day-to-day things are
happy and smooth-sailing. All for one and one for all! You&rsquo;re like a gentle, caring parent, coaching
others with wise words and logic, but you're not always as authoritative as you perhaps should be.
Mostly Cs - You're a General
You rouse the troops into action on a daily basis with a no-nonsense attitude and a black and white
approach. You get things done and make the team feel as though they can get things done as well.
You're powerful, strong and people respect you. You might be accused of micro-managing on
occasion, but your team would follow you into battle without a second&rsquo;s thought.
A Mixture -&nbsp;You&rsquo;re a Chameleon
You change your approach to fit the situation. Sometimes certain issues call for a change in tactic,
but try to remain consistent where you can. Your team will feel more at ease if they can predict your
reaction.

Ever wondered what kind of project manager you are? Answer the five multiple choice questions below to find out whether you’re a superhero, a sensei or a general!

What kind of project manager are you

With a 4.3% unemployment rate and the seemingly endless Brexit uncertainty, built environment employers are finding it harder than ever to hire good people. So what sets your job description apart from the rest?
Consider this the next time you're recruiting:
Personality goes a long way Show candidates what it&rsquo;s like to work with you! Give them an insight into your culture, your team, your vision and your future. When you sell a role based on your culture &ndash; not just remuneration &ndash; you will naturally attract people who fit into your business.
Look in a different ocean In a world where there are increasingly few specialists, don&rsquo;t be afraid to look outside your market. Innovation breeds innovation. After all, a person won&rsquo;t just bring experience and skills to the table &ndash; they&rsquo;ll bring passion and personality too. And they might even add a fresh perspective that encourages you to look at how you do things and understand how you can do them better. Hiring shouldn&rsquo;t necessarily be about finding the best &lsquo;candidate&rsquo;, it should be about finding the right person.
Make it genuine We see hundreds of job descriptions with the same words and phrases. Drop the &ldquo;must have good communication skills&rdquo; and &ldquo;must have basic Microsoft Office skills&rdquo;. Make it specific, and make it genuine. Explain why people need the criteria you desire, and try to make it as descriptive as possible. Remember, it&rsquo;s about putting your company above the rest.
If you would like to learn more about how to attract the best talent to your business please contact us on 0203 096 0484 or <a href="~/link.aspx?_id=C593811D489E43F2B14EF23F6B9A3FE2&amp;_z=z">contact us</a>.&nbsp;

Find out how you can tweak your construction job descriptions to help you attract the right people...

The rules of attraction

One of the fastest growing sectors in recent years has been Facilities Management. This hasn&rsquo;t just come about because of the post-2020 focus on having COVID secure buildings either. Even before that, the push towards a better and cleaner environment meant there was a big spotlight on the FM sector.
Ensuring that buildings have a reduced &ndash; or even neutral &ndash; impact on the environment has started to drive more and more business activity. This in turn has ramped up the opportunities for jobseekers to take on a role in Sustainable Facilities Management.
Like all growing sectors though, there&rsquo;s a lot of competition amongst candidates for the best jobs. So how can you give yourself the best opportunity to get noticed?
It all starts with the CV. In this blog, we&rsquo;ve rounded up some of the best advice from our various FM consultants, to help you put together a winning CV.
<h3>Provide a hook within the first five seconds</h3>
Recruiters and hiring managers look at CVs all day long &ndash; so you need to get their attention early. Think of this as a classic elevator pitch. If you only had 30 seconds to speak to your recruiter, what would you say that would make them want to continue the conversation with you?
Use this information to write a short and punchy summary before you list your previous roles. This doesn&rsquo;t need to be any more than a paragraph, but should immediately highlight your best attributes, the type of experience you have, and what you&rsquo;re looking for. Try to avoid too many buzzwords and jargon &ndash; the purpose of this section is to introduce yourself as a person and get the recruiter to read on.
<h3>Provide depth and insight</h3>
When we talk about selling yourself, the best way is to talk about key responsibilities and achievements for each role you&rsquo;ve held, rather than just the title and day-to-day tasks. Don&rsquo;t copy and paste your current job description as this won&rsquo;t have anything about what you&rsquo;ve achieved. Job descriptions are essentially HR documents, so they won&rsquo;t be a 100% match for what you do, and certainly not in any great detail.
It's good to ask yourself a checklist of questions and answer these on your CV. Two of the most important ones are:
What type of clients have you worked with? Being a Facilities Manager in a prison or hospital is very different to having the same role for a blue chip company, so this needs to be clear.
How big were the sites you worked on? This incorporates the actual size of the building, as well as the number of people in your team and the value of the contract. Providing as much of this information as you can gives the recruiter a better idea of your profile, and helps them match you up to a relevant company. For example, if you&rsquo;ve been managing a team of 5 for a contract worth &pound;500,000 a year, they won&rsquo;t put you forward to manage a team of 200 on a &pound;15m contract, as that won&rsquo;t suit your current experience.
Other questions to include when writing your CV are:
How much did you help reduce emissions by? How much did turnover increase by and/or costs reduce by? What other targets did you meet? Did you manage both direct staff and contractors? Were there any additional responsibilities you took on, or secondments you did?
Also show additional knowledge and skills you&rsquo;ve picked up. For example, have you got any safety certifications such as ones from the Institution of Occupational Safety and Health (IOSH), or Chartered Institute of Environmental Health (CIEH)? Perhaps you&rsquo;ve done specific Facilities Management courses from somewhere like the IWFM? Highlight these very clearly in a dedicated qualifications section &ndash; these are far more important than what you got for your GCSEs!
Finally, any experience you&rsquo;ve had with automation, or new tech/sustainable solutions, should also be emphasised. Many clients who are recruiting have modern buildings and sites, so this is a valuable bit of information for them.
Providing this depth and insight allows your recruiter to match you up with the best possible role and company. The last thing you want is to be sent for interviews at places where you feel there&rsquo;ll be a poor fit.
<h3>Keep it short and sweet</h3>
You can write the best CV in the world, but it won&rsquo;t matter if you can&rsquo;t hold people&rsquo;s attention. That&rsquo;s why being concise is key. Try to keep your CV at a maximum of two pages &ndash; while still providing the depth and insight mentioned earlier.
Make sure that all the roles you list are relevant. If you&rsquo;re going for a Senior Facilities Management role, your experience in a coffee shop when you were 18 isn&rsquo;t what you want your recruiter to focus on, so don&rsquo;t include it.
Also avoid talking about roles older than 7-10 years. While it might be tempting to include ones that are still relevant to Facilities Management, these won&rsquo;t provide the best picture of your strengths and abilities here and now. If you have space, you can potentially just list the job title, company name and dates worked. You can then add a line at the end saying that more information on previous roles is available on request.
<h3>Create some variations</h3>
While cover letters often need tailoring for each application, doing this for your CV can be quite time consuming. A good method is to create a few variations for the different types of jobs you expect to apply for. Adapt the skills, responsibilities and achievements so they&rsquo;re relevant to each one. Do this for around 3 different roles &ndash; however, make sure you read lots of job descriptions for these roles first. That way, you&rsquo;ll know exactly what they&rsquo;re looking for.
<h3>Sweat the small stuff</h3>
Don&rsquo;t forget some of the basics of writing your CV. Sometimes candidates get caught up in everything to do with selling themselves and forget these.
For example, always include your name, contact details (phone number and email address) and location. You don&rsquo;t need to include your full address here &ndash; just the town will do so the person reading has an idea of commute times for you to any vacancies they have. If you&rsquo;re looking to relocate, then include the city you are moving to.
Recruiters often need to copy and paste CVs into a specific template, so make things easy by sending it as a Word or Google document, rather than something complex such as a PDF. Avoid images and graphs as well &ndash; if there&rsquo;s really something visual which you want to draw attention to, then save it in a Dropbox or Google Drive folder and just provide the link to it. Even then, this type of thing is better left for the cover letter.
Naming is also an important yet underrated thing to think about. You&rsquo;ll probably have updated your CV on a regular basis (it&rsquo;s always useful to go back and check the whole document with fresh eyes for flow and cohesion). Plus, as mentioned earlier, it&rsquo;s good to have different versions for different types of jobs.
All this means that it&rsquo;s important you send the correct one for each application, so be careful with naming. Label each CV with your full name, the job title, the month and the year. For example, it could be: John Smith_Sustainability Lead_October 2022
Finally, try to avoid using too many abbreviations. While the recruiters you&rsquo;re sending your CV to are likely to be experts in the industry, some may not know what every abbreviation means. In fact, many abbreviations are specific to individual companies, so won&rsquo;t mean anything to the rest of the industry. Plus, having too many of these can be a sign of a rushed CV &ndash; and this isn&rsquo;t the impression you want to give.
&nbsp;
If you&rsquo;re on the lookout for a Sustainable Facilities Management role, congratulations! As mentioned at the very start of this blog, it&rsquo;s an exciting place to be. Hopefully these tips help you get your CV in the best shape &ndash; and at the top of a recruiter&rsquo;s list.&nbsp;

In this blog, we’ve rounded up some of the best advice from our various FM consultants, to help you put together a winning CV.

The Recruiters Rule Book: Crafting a quality CV for sustainable facilities management roles

Energy is at the forefront of Earth&rsquo;s climate system, with the ultimate message being clear; to avoid the worst impacts of climate change, we must invest in renewable energy.
As we grasp the ongoing need to combat climate change and reduce the amount of greenhouse gas emissions, the future lies in renewable energy.
Renewable energy resources today make up 26% of the world&rsquo;s electricity, which is expected to reach 30% by 2024 according to The International Energy Agency (IEA). Renewable energy sources such as solar, hydro, wind and geothermal power are remapping the energy landscape as we see it, with a promising trajectory to renewable energy plans.
The transition from fossil fuels is a challenge which requires materials, systems, and devices efficient for harvesting, conversion, and management of energy, with many researchers investing in machine learning to advance their efforts further. Below are just a few of the many renewable energy sources we will see improving over the next decade.
<h4>Solar Energy </h4>
Experiencing exponential growth in recent years, solar energy is set to become the largest source of electricity generation by 2050, according to the IEA. With solar energy systems exhibiting lower greenhouse gas emissions and reduced pollution release, it is also reported to become 35% cheaper by 2024, this, coupled with the increase in the efficiency of solar energy, is powering the solar revolution, allowing this energy source to eventually surpass coal and natural gas. 
<h4>Wind Power</h4>
Another key player in the future of renewables is wind power, with both onshore and offshore wind energy projects expected to increase. Ambitious projects are planned for the UK and US, with onshore wind energy capacity increasing by 57% in 2024 and offshore wind capacity to grow to 234 GW by 2030, according to the GWEC, significantly contributing to clean energy goals. 
<h4>Hydroelectric Power</h4>
Water-generated power remains to be a reliable and sustainable method of sourcing energy. It is estimated that the global installed hydropower capacity reached 1,308 GW in 2020 reported by The International Hydropower Association (IHA), which is expected to rise a further 9% by 2024. With innovative technologies like pumped storage hydroelectricity emerging, hydropower is an essential part of the renewable energy future. 
<h4>Geothermal energy </h4>
Derived from the Earth&rsquo;s heat, geothermal energy is a source of energy often underestimated. It is reported that geothermal capacity is expected to grow to 18 GW by 2030 as stated by The Geothermal Energy Association (GEA), with an increase of 28% by 2024, with binary cycle power plants and enhanced geothermal systems being among the emerging technologies which predict to unlock this power sources full potential. 
<h4>Green Hydrogen </h4>
Another renewable energy source contributing to the reach of net zero by 2050 is green hydrogen. Green hydrogen is a clean and viable solution to renewable energy, which recently doubled national targets for low carbon hydrogen production capacity to 10 GW by 2030. 
The challenges we face with green hydrogen production are finding new technologies to meet large-scale projects. This industry has many major energy providers and distributors looking into green hydrogen to back their efforts in natural gas production over oil and coal. 
<h4>Battery Energy Storage Systems</h4>
One last solution to note is battery energy storage systems (BESS), which are playing an increasingly important role in the energy crisis. BESS can optimise wind and solar generation while also enhancing the grid&rsquo;s capacity to deal with energy surges in peak demand. In Ireland, Fluence and Statkraft have partnered on the market&rsquo;s first 4-hour battery energy storage system.
The future of renewable energy is promising, with hydroelectric, geothermal, solar, BESS, green hydrogen and wind energy technologies sitting at the forefront of the energy revolution. The transformation to a more renewably driven world is in sight, with a more sustainable future for our planet. 
If you are thinking of a career in renewable energy, we are proud to specialise in this area. You can find all energy and renewable jobs <a href="https://www.carbon60global.com/jobs">here</a>. 
Sources:
Energy Policy &amp; Economics Solutions &ldquo;What the Future of Renewable Energy Looks Like&rdquo;
Energy Storage News &ldquo;Fluence and Statkraft to build Ireland&rsquo;s first 4-hour BESS&rdquo;
Global Wind Energy Council &ldquo;Global Wind Report 2021&rdquo;
Geothermal Energy Association &ldquo;2020 Annual US and Global Geothermal Power Production Report&rdquo;
Open Access Government &ldquo;Why green hydrogen energy is more in focus now than ever before&rdquo;
International Energy Agency &ldquo;World Energy Outlook 2020&rdquo;
International Hydropower Association &ldquo;2020 Hydropower Status Report&rdquo;
Interesting Engineering &ldquo;From rays to watts: The ultimate guide to solar energy&rdquo;
&nbsp;

Energy is at the forefront of Earth’s climate system, with the ultimate message being clear; to avoid the worst impacts of climate change, we must invest in renewable energy.

The Future of Renewable Energy

2018 is the Year of Engineering in the UK. There are numerous campaigns running this year that aim to promote diversity within the broader engineering sector, and which celebrate initiatives that support industry changes to demographical imbalances. Such campaigns aim to ensure construction industry work forces mirror the communities for whom they develop, construct and maintain societal infrastructure.&nbsp;
The benefits of a diverse and inclusive workforce are extensive, and the scale of skill shortages in the industry is a well-known, ongoing challenge. Sobering statistics such as those in a <a href="https://www.arcadis.com/media/3/B/0/%7B3B0EED0D-0F16-4414-9540-F3C51A0AE199%7D9784_Talent%20Scale%20180817.pdf" target="_blank" rel="noopener noreferrer">2017 report from Arcadis</a>&nbsp;indicate that the industry needs to recruit one construction worker every 77 seconds to meet 2021 project demand.
One of the fundamental problems with truly making changes is looking at how - and from where - the industry recruits. STEM and apprentice initiatives are being encouraged within the industry, but these initiatives are strong leadership solutions for a future generation.
The race and desire post-recession to rebuild capability, to second into clients ahead of competitors - to fill vacancies quickly in tight market conditions &ndash; have contributed to an industry tendency to search for individuals from within ever-decreasing talent pools. There is a risk that these recruitment practices could hold back the diversity agenda.
According to findings from the 2017 RICS All Party Parliamentary Group for Excellence in the Built Environment, &lsquo;only 13% of chartered surveyors and 28% of trainees are women and across the whole of the construction sector, employing over 2.5 million people, women comprise just 11%.&rsquo; It is inevitable then that if we only consider individuals with construction-specific industry experience, it won&rsquo;t be possible to make significant changes to that demographic in the short term.
If we are going to truly look at diversity, we need to look more broadly than just protected characteristics and look at diversity of culture, perception, skills, and experience. We need to look at potential, transferable skills, and the ability to adapt. As well as valuable career returner&rsquo;s initiatives, we need to promote the benefits of the industry to other sectors as part of a career changer initiative.
If we are going to address short term skill shortages, we need to start to think bigger and broader. We need to consider where else we can find people who have the stakeholder skills, entrepreneurial ability, drive to deliver, to innovate and adapt. After all, technical ability can be trained, or directed by those who&rsquo;ve already learned to think strategically, understand the needs of clients, lead and innovate in other industries. LEAN construction methodologies are a good example of where the industry has benefited by looking at how things are done elsewhere.
We&rsquo;re currently talking to industry associations and leaders to understand how we can evolve the landscape. If you want to be part of the discussion contact <a href="mailto:ian.potter@carbon60global.com?subject=Drive%20for%20Diversity">ian.potter@carbon60global.com</a>&nbsp;
&nbsp;

Promotion of diversity within the construction industry will help address critical skills gaps.

The Drive for Diversity in Construction

For a STEM industry, engineering and construction (E&amp;C) is surprisingly tech shy. McKinsey Global Institute&rsquo;s Industry Digitization Index once named <a href="https://www.mckinsey.com/business-functions/operations/our-insights/decoding-digital-transformation-in-construction">E&amp;C as one of the least digitized industries globally</a>. And more recently, <a href="http://constructioncloud.autodesk.com/rs/572-JSV-775/images/Autodesk-IDC-Digital%20Transformation_The-Future-of-Connected-Construction.pdf">research from IDC and Autodesk</a> found that just 13% of construction businesses were striding ahead in their digital transformation journeys &ndash; despite 72% citing digitization as a key strategic priority.
Yet the potential for digital in the E&amp;C sector is significant, not least because some of the most pressing issues worldwide rely on this intersection &ndash; such as the development of smart cities and faster construction to house a growing population, the threat of climate change and the role of sustainable development, and the rise of cyberwarfare over the last decade.
At an industry level, digitisation also promises to improve project efficiency, management, costs, and planning &ndash; according to McKinsey, <a href="https://www.mckinsey.com/business-functions/operations/our-insights/decoding-digital-transformation-in-construction">digital transformation in the E&amp;C sector could improve productivity by 14-15% and reduce costs by 4-6%</a>. With rising demands for construction projects (<a href="https://www.constructionnews.co.uk/data/industry-hails-jump-in-construction-workloads-14-01-2022/">workloads in the UK rose by 3.5% between October and November 2021</a>), compounded by a tough market (<a href="https://www.constructionnews.co.uk/contractors/mace/mace-hikes-tender-price-inflation-forecast-for-2022-again-11-01-2022/">Mace Consulting has recently predicted a 4.5% tender price hike in 2022 due to material and labour shortages</a>), this is no small thing.
The industry can&rsquo;t deny the inevitable for much longer. But to digitise the sector, first we must ramp up our data capability. Here&rsquo;s my view on how data could reinvent the E&amp;C industry.
&nbsp;
<h3>Collaboration and co-ordination</h3>
One of the biggest sticking points in E&amp;C is communication. E&amp;C projects are traditionally made up of different contractors, subcontractors, and suppliers. Moreover, each project can vary significantly, making it difficult to ever establish consistent tools, methodologies, or ways of working. These independent moving parts make it all too easy for anomalies to slip through the cracks, impacting project timelines and budget. Part of this boils down to a lack of integration &ndash; <a href="https://assets.kpmg/content/dam/kpmg/xx/pdf/2021/08/global-construction-survey1.pdf">60% of E&amp;C companies acknowledge they need to increase integration and visibility across risk functions</a>.
Another challenge facing the industry is accessibility and visibility of data<a href="https://www.forconstructionpros.com/business/press-release/21031884/fmi-corp-study-95-of-all-data-captured-goes-unused-in-the-ec-industry">. Almost 96% of data captured is not put to proper use in the E&amp;C industry</a>. This lack of available information then bleeds into onsite experience &ndash; according to a 2018 report by FMI <a href="https://www.forconstructionpros.com/business/press-release/21031884/fmi-corp-study-95-of-all-data-captured-goes-unused-in-the-ec-industry">constructions teams spend 13% of their time looking for project data and information</a>, meanwhile an ACG survey found that <a href="https://www2.deloitte.com/content/dam/Deloitte/nl/Documents/energy-resources/deloitte-nl-eri-2022-industry-outlook-engineering%20and%20construction.pdf">75% of E&amp;C firms experienced project delays due to longer lead times and market shortages</a> &ndash; suggesting the industry struggled to make accurate predictions on the market. This becomes even more concerning in secure environments like defence - <a href="https://www.gov.uk/government/publications/data-strategy-for-defence/data-strategy-for-defence">a recent policy paper on data strategy in the UK&rsquo;s defence industry</a> found that only a quarter of systems had data that was easy to access.
Naturally, there is an opportunity here for digital to join the dots and help the industry move from guesswork to insight-led decision making. Artificial intelligence and machine learning models are invaluable for unpicking historic data to anticipate future trends and needs, such as predicting market-wide resource or material shortages, identifying alternative solutions (and their likelihood of working), and identifying risks and process blockers. Digital supply networks (DSNs) can also use data (e.g. blockchain) to monitor materials through the supply chain and link up communications between different parties, meanwhile augmented reality (AR) can help E&amp;C companies demonstrate the finished environment, ensuring that everyone is kept on the same page.
&nbsp;
<h3>Prediction and patterns</h3>
When data is used to its full potential, we can understand trends and forecast to a scarily accurate degree. Part of this power comes through the Internet of Things (IoT) &ndash; a network of interconnected devices that capture and exchange information about the environment around them (a smart home is a great example of IoT in action).
Within construction, IoT can help us make predictions about future trends (such as energy consumption and growth of renewables by analysing consumer data), to improve communication within projects through real-time data across different sites (such as within logistics and fleet management), and for site maintenance. For example, we can anticipate machine failure before it happens by using IoT sensors to monitor real-time conditions and by using machine learning to interpret these readings against failure trends. The machine can therefore be removed, repaired, or replaced before it impacts the project. This information can then be relayed to everyone onsite using IoT-enabled smart devices, like mobile phones. In part one we saw one example of how using cutting-edge technology like drones and digital twins could take IoT to the extreme.
Another example of how IoT and data can enable predictive engineering is in urban planning. IoT can analyse a city&rsquo;s traffic &ndash; such as population size and footfall in different regions, popular commuter times, and congestion areas &ndash; using technology like contactless travel and mobile data, in order to pinpoint areas for streamlining (such as requiring additional transport routes in high-traffic areas). This can then also feed into technology like autonomous vehicles (which themselves are data based), to improve the efficiency, quality, and environmental impact of the cities we live in.
&nbsp;
<h3>Workforce reskilling and automation</h3>
Rising demand &ndash; <a href="https://www2.staffingindustry.com/eng/Editorial/Daily-News/UK-Job-vacancies-in-real-estate-and-construction-reach-record-highs-60543">job vacancies in the UK&rsquo;s real estate and construction markets rose by 107% year-on-year in 2021, an all-time high</a> &ndash; and a growing need for a more highly skilled, technical workforce, is causing a severe talent shortage in the E&amp;C sector.
To meet this growing need, businesses will need to recruit and reboot digital skills internally &ndash; potentially even working with specialist suppliers (like Carbon60 and Lorien) to acquire the best talent. But digitisation can also help resource challenges too. Whether that&rsquo;s using AI and machine learning to accurately resource plan and ensure the right skills are mapped to the right projects, or using technology such as automation or drones to remove some of the more repetitive, manual, or dangerous elements of work in E&amp;C. For example, a robotic arm that can perform bricklaying or a digital twin that can precisely simulate the conditions in high-rise buildings, free up people that can be upskilled into more technical roles.&nbsp;
&nbsp;
<h3>Final word</h3>
E&amp;C has recovered phenomenally well from the chaos of the last two years. But E&amp;C now requires a cultural shift to harness digital and accelerate into this demand. Cutting-edge technology doesn&rsquo;t always land, especially where there is a lack of project consistency and an unfamiliarity with tech potential. Locating common pain points (both across projects and teams), identifying test cases, and focusing on upskilling the workforce to pivot from transactional activity to end-to-end, iterative, and agile working, will all ease digital adoption. In establishing this digital mindset, HR has a core role to play by helping E&amp;C companies upskill their people, recentre their workforce and improve communication and collaboration between once disparate functions. If you would like to talk to me about how to hire the best people into your business to support your strategy, you can get in touch with me <a href="https://www.carbon60global.com/contact-us" target="_blank" rel="noopener">here</a>.
&nbsp;
&nbsp;
Are you interested in learning more about data trends and how they could impact your business this year? Download our sister company Lorien&rsquo;s free whitepaper <a href="https://www.lorienglobal.com/insights/data-domination">Data Domination: the data trends transforming your business in 2022 and what HR and talent acquisition need to know about them</a> to get an inside perspective on one of the most significant tech trends for this year.
&nbsp;

A look into the use of data in engineering and construction.

The data imperative in engineering and construction, by Paul Nolan, Managing Director at Carbon60

There&rsquo;s a misconception in the developed world that slavery is a thing of the past. Ironically, it&rsquo;s perhaps due to that misconception that the archaic exploitation of construction workers has silently been allowed to prosper within the industry&rsquo;s direct business operations and supply chains.
The International Labour Organisation estimates that there are 21 million people in forced labour around the world, generating a staggering $150 billion profit in the private economy. 13,000 modern slaves are currently employed in the UK. Alarmingly, many of the businesses perpetuating and profiting from this practice don&rsquo;t even know it&rsquo;s happening. Forced labour is hidden in plain sight. Forced labour is the silent threat of the construction industry.
Since the introduction of the Modern Slavery Act in 2015, slavery in global supply chains has become an increasing concern for the UK construction industry. The Gangmasters and Labour Abuse Authority (GLAA) recently mounted a joint operation with the Health and Safety Executive (HSE) targeting construction sites across London. In view of the rise in detected cases of forced labour in the UK, Prime Minister Theresa May pledged last July to spend &pound;33 million on tackling modern slavery.
Legislation and enforcement represent a start. But like all hidden threats, the problem needs to be fought from within. So what can you do to identify and prevent these practices within your organisation?
<ul>
<li>Ask where your labour is coming from. Audit your supply chain and ensure all your suppliers are working within the law.</li>
<li>Look out for unusual practices. If payment for a number of workers is going into a single account or workers are being dropped off and collected at the same time, the chances are that something isn&rsquo;t right.</li>
<li>Find out what your suppliers are doing to monitor and manage this issue. This not only keeps you in line with the law but also helps to shut off supply avenues for exploitative individuals.</li>
<li>Ensure you have flags in place to raise awareness of illegal activity and the action employees should take if they see anything suspicious.</li>
</ul>
At Carbon60, we feel the industry can do a lot more to tackle this issue. By highlighting the risks involved and raising awareness among your employees and suppliers, you can help to direct the industry&rsquo;s gaze to illegal practices that are happening right under its nose.
&nbsp;
We carry out relevant background checks on all our candidates to validate their identity, their legality and their skills. If you&rsquo;d like to talk to us about bringing in the right people for your business, please get in touch.
&nbsp;
You can find more information on forced labour, illegal trafficking and other forms of third party exploitation from the <a href="http://www.ciob.org">Chartered Institute of Building (CIOB)</a> and Stronger Together.

13k modern slaves are currently employed in the UK. Forced labour is hidden in plain sight. Forced labour is the silent threat of the construction industry.

The danger within: facing up to forced labour in the UK construction industry

As the economy looks to bounce back from the COVID-19 pandemic, one thing which is causing businesses in many sectors a headache is the skills shortage. This is undoubtedly true within Facilities Management, both in Hard and Soft services. Recent research by The Institute of Workplace and Facilities Management (IWFM) saw over a third of respondents say that a lack of skills had a negative impact on their business in the previous year and expect it to continue. At the same time, the profile of the FM industry has increased somewhat. Although it was already a key contributor to the economy &ndash; accounting for over 7% of UK GDP - the focus on having COVID secure environments has shone a light on the role FM companies play. In addition, the continued push towards a better and cleaner environment means these companies will inevitably be on the frontline in the fight against climate change. An increased profile is all well and good, but you need the talent to help fill the various needs. At Carbon60, we have over 2,000 workers in the field on a daily basis, so regularly deal with businesses across the FM industry. But in recent months, there&rsquo;s been a real increase in the number of companies who are approaching us and looking for ways to mitigate the skills shortage. It&rsquo;s no exaggeration to say this has become an area of real concern. At times like this, analysing and refining your labour supply chain is crucial.&nbsp; With that in mind, I thought I&rsquo;d provide some top tips which will hopefully help you in this process. 
<h3>Select strategic partners over suppliers</h3>
The big trend I&rsquo;m noticing is a preference for genuine recruitment partnerships. Companies now want strategic partners rather than just suppliers.&nbsp; There&rsquo;s a big difference between the two.&nbsp; A supplier will help you access talent and increase headcount &ndash; but that&rsquo;s where their remit normally ends. A partner on the other hand, will look at what your strategic objectives are and align their offering to it. This will help you gain a competitive advantage, because hiring isn&rsquo;t just about sourcing talent &ndash; it needs to be the right talent for your needs. By choosing a smaller list of strategic partners you can be a more important client to them getting a better service and ultimately the right talent.&nbsp;&nbsp; Another reason FM companies are now looking for partners is because of the candidate short market we&rsquo;re in. In times when supply is high and hiring managers have more options, you&rsquo;ll find your recruitment suppliers giving you the same level of service as their other clients.&nbsp; But now, many recruitment companies have 3-5 vacancies to offer every available candidate. If you opt for the supplier approach, will you get the bespoke service that you need? There&rsquo;s no guarantee, whereas a long-term partnership ensures you&rsquo;re a priority.&nbsp; &nbsp;
<h3>Choose sector specialists</h3>
Taking a &lsquo;spray and pray&rsquo; approach and using generalists might work when the labour market isn&rsquo;t so tight &ndash; and even then, it&rsquo;s a very inefficient way of working &ndash; but now more than ever, it&rsquo;s important to go for recruitment partners who are specialists in your area. They should have a wealth of experience and a proven track record of dealing with candidates in that market. I&rsquo;ve spoken to HR Directors who&rsquo;ve previously worked with generalist agencies and missed out on valuable market information. A classic example is salary and benefits benchmarking. They were convinced that their package was in line with the rest of the market, and only after missing out on good candidates did they realise this wasn&rsquo;t the case. Had they been working with specialists, this would have been flagged up ahead of time. 
<h3>Think broad</h3>
It&rsquo;s crucial that your recruitment partners have a proper national presence.&nbsp; If you have multiple locations, then this should almost be a non-negotiable when deciding which recruitment company should fill your role. But even if you have just a handful of locations, it&rsquo;s still worth picking an agency that has a wider presence, as they&rsquo;ll be able to draw on a broader range of talent.&nbsp; For example, in conjuction with <a href="http://https//www.bluearrow.co.uk/" target="_blank" rel="noopener noreferrer">Blue Arrow</a> (our sister company who specilise in soft services), we have over 60 offices across the UK and a database of over half a million candidates. While a lot of our clients require us to serve them nationally, even those who have smaller requirements appreciate our ability to give them more options. One question to ask any recruitment company is their average time-to-hire in your market. In times like this you&rsquo;ll have to cast your net wide and act quickly to get the best talent. The recruitment companies who already have an extensive network across the country are best placed to help you do this. 
<h3>Simplify the admin experience</h3>
Something which isn&rsquo;t always thought about during the selection process is how easy the administrative side of things will be. The last thing you want is to be bogged down with unnecessary paperwork or have to jump through several hoops to get what you need. Do a deep dive of your recruitment partner&rsquo;s back office. Do they have enough resource to meet your needs, and do you know exactly who needs to be contacted for different issues? Sometimes you may want an even simpler experience &ndash; we have some clients who want just a single point of contact for all their needs. Simplicity is especially important if you&rsquo;re dealing with temporary or contract staff, as legislation in this area is constantly changing. Meanwhile many areas within Soft FM services are dealing with the red tape around Brexit. A good recruitment partner will have a handle on all this and ensure that precious HR hours aren&rsquo;t being taken up by bureaucracy.&nbsp; You won&rsquo;t be able to fully mitigate the skills shortage &ndash; that's the unfortunate truth of the market. However, you can give yourself the best possible chance by making smart recruitment decisions. Now is actually the time to become selective with your supply chain. Engaging a specialist partner, with a wide reach and the ability to prioritise your needs, should be at the top of your list.&nbsp; It may be a clich&eacute;, but less is more.&nbsp;
<div>&nbsp;</div>

As the economy looks to bounce back from the COVID-19 pandemic, one thing which is causing businesses in many sectors a headache is the skills shortage.

How Facilities Management companies can deal with skills shortages

With the Bank of England increasing interest rates from a record low of 0.25% up to 0.5%, business owners will have been left wondering how it could affect their finances. Could companies expect to see employees requesting a pay rise to reflect growing day-to-day costs?
<h2>Millennials</h2>
(Those born in the early 1980&rsquo;s to the mid-1990&rsquo;s)&nbsp;
Money is not often the core driver behind their career decisions. Aspects such as work/life balance, brand identity, and company values are often the main reasons for choosing their role and place of employment. If a millennial is already part of a company that aligns with their personal identity, a short-term increase in living costs will likely have a negligible effect.
Matters like mortgage repayments will also have little influence on millennial workers too because today&rsquo;s 30-year-olds are only half as likely to own their own home as their baby boomer parents. With such few millennials owning their homes, an increase in interest rates on mortgage repayments will have little impact.
Millennials are more likely to job-hop rather than ask for a rise, an increase in living costs and diminishing spending ability will more than likely see millennials look for new roles rather than asking for pay rises &mdash; something they would have done prior to the interest rate rise too. But if millennials are seen as the future of your business, employers will need to focus and emphasis the company&rsquo;s values that their younger employees most associate themselves with.
<h2>Generation X</h2>
(Those born between early-to-mid 1960s to the early 1980s)&nbsp;
These people are often homeowners tied into variable rate mortgages. An increase in interest rates will have a significant impact on how far their pay-packet goes &mdash; especially when factoring in aspects such as childcare, increasing fuel costs, and food price increases &mdash; issues that specifically affect Generation X more than millennials.
Whilst you would imagine that this would lead to a vast increase in staff asking for pay rises, it may not be as clear cut. The average total weekly earnings grew by 2.2% in the three months to August compared with the same period a year earlier, while the Bank of England noted in September 2017 that pay deals had &ldquo;clustered around 2% to 3%.
Whilst this is not anywhere close to the 4.25% earnings growth prior to the financial crisis, a steady increase in wages could see a majority of workers happy with their lot &mdash; especially as inflation is somewhat aligned with earnings increases at 2.9%. Add in tentative signs that pay could be picking up for 82% of workers in the private sector, and initial panic over Generation X workers asking pay increases should to some extent be calmed.
But if there is one generation in particular who may ask for a salary increase, it is still more likely be home owning Generation Xs with families tied into variable mortgage deals &mdash; especially as those in Generation X are more likely to want to be more company-loyal, and will want to stick around at their current workplace for stability.
<h2>Should employers worry about wage increase requests?</h2>
On the whole, an increase in pay packets from workers is not likely to be hugely significant. With more and more employees favouring company culture over financial gain, improving benefits packages, company perks, and modern work environments are far more likely to have a bigger impact on keeping current employees happy, and attracting the highest quality candidates for new roles.

The rise in interest rates has left many businesses wondering if this will lead to a rise on employees requesting a pay rise to reflect growing day-to-day costs.

Does an interest rate rise equal an increase in pay rise requests?

The IR35 legislation has now been delayed for a year, until 6th April 2021, as a result of the uncertainty caused by the coronavirus pandemic. It's still important to prepare for IR35, so if you have any questions, please don't hesitate to contact us.
IR35 is a big talking point in businesses right now and with the private sector roll-out coming to medium and large businesses in April 2020, many businesses are looking for answer to the complexities this will bring.
Due to its complexity, there is no one-size-fits-all. However, by changing our thinking around how we manage contract workforces, this can be an opportunity to not just mitigate tax risks, but to actually improve the efficiencies of our workforce.
<h3>Statement of Work</h3>
Statement of Work is how we structure outcome-based work solutions. Many projects are currently run on a time and material (T&amp;M) basis.
For example, if you needed to upgrade a piece of software across your business, you would likely need to advertise, interview and hire a team of engineers and induct them into your business, ready to deliver the upgrade. This team would likely be paid on expensive day rates, require day-to-day instruction and management, and be required to attend company meetings. All of these factors (among many others) would bring them inside IR35, as well as being time consuming to manage and having no guarantee of delivery.
However, under an outcome-based Statement of Work, you can mitigate some of the risk factors of this scenario. Run as a fixed-price project, you wouldn't need to manage each individual contractor to turn up each day and complete task X by Monday, for example. Instead, you would focus on them delivering the software upgrade by the agreed date. You wouldn't need to hire the team or worry about authorising time sheets, but instead sign off work completed, saving a considerable amount of time and administration, as well as mitigating many of the risks of IR35 compliance.
<h3>Shift away from man-management and drive efficiencies</h3>
If you change to this way of thinking you ensure your workforce is IR35 compliant, and this outcome-based way of working improves efficiency and productivity too.
Effectively, contractors who are paid a day rate really benefit when work runs late, and the reality is you are unlikely to have the technical capability to effectively manage them. But by switching to an outcome-based model you can incentivise individuals based on delivering high-quality work on time.
Ultimately it's about shifting our thinking from this man-management to working with a service provider and measuring deliverables, even if it is a one-man band limited company. This service provider can then bill the business at agreed milestones and/or on project completion.
<h3>What about IR35?</h3>
With IR35 coming into place, the traditional T&amp;M resource model also comes with the administration of working out which roles fall in or outside of IR35 and, if they do come within, the additional costs of PAYE and NIC on top.
With the lack of clarity, the risk would be that the individual contractors will receive reduced day rates as well, resulting in a loss of talent for your business, further impacting on productivity.
If you can focus instead on "what outcomes do I want?" and enlist a service provider to work backwards from there, you mitigate these risks as well as driving more productivity into these projects.
IR35, in our opinion, doesn't need to be something to be scared of. It can actually be a catalyst for changing the way we think about workforce management to a more Statement of Work-based way of thinking. Smart business leaders will realise the benefits of this far outstrip IR35 compliance.
<h3>Find out more</h3>
Want to know more about how Statement of Work could work for your business?
Contact us on enquiries@carbon60global.com or call 01582 958140.
&nbsp;
*This pages provides information on legal issues and development of interest to our colleagues, clients and candidates. The material is not a comprehensive treatment of the subject matter covered and is not intended to provide legal advice. Readers should seek specific legal advice before taking any action with respect to the matters discussed on this page.
&nbsp;

April 2020 is fast-approaching, and it's time to explore your options.

Could Statement of Work be the solution to IR35?

Skills shortages and the competition for talent are just some of the key challenges that the construction and engineering industries across the UK face this year. Major demands from significant infrastructure projects across the country make the war for talent especially lively across the construction and engineering recruitment team at Carbon60.&nbsp; Our construction and engineering area managers, and our specialist market analyst each share their industry expertise and insights on what the year ahead holds for construction and engineering businesses, and the industries at large. To effectively address and overcome industry challenges in the year ahead, the Carbon60 construction and engineering experts will continue to support our customers closely as the market evolves, while providing our candidates and contractors with the best service across the UK.
&nbsp;
<ul>
<li>Adam Knight,&nbsp;Market Analyst&nbsp;</li>
</ul>
As of April this year, companies in the UK with more than 250 staff will be required to report average gender pay gaps, providing greater transparency across many industries, including construction and engineering. The latest official figures from the ONS show that the median hourly pay for women is 18.4% lower than men.&nbsp; We are looking positively forward from the current construction and engineering industry climate. Due to the strong pipeline of construction work in the UK and a skills shortage within the industry, I&rsquo;m confident that construction and engineering professionals will be able to find new roles. Our REC accreditation, in-line with our dedication to provide candidates with the best service, offers confidence and trust in our ability to place professionals quickly into the best new roles.&nbsp;
&nbsp;
<ul>
<li>Ian Howarth, Area Manager (Scotland)&nbsp;</li>
</ul>
Trade shortages are by far the single biggest issue that we&rsquo;ll be assisting construction and engineering businesses with in Scotland this year. On top of these shortages, the civils market within construction and engineering is in decline in Scotland, and as a business we don&rsquo;t expect to see an uplift until the second half of this year. Babcock&rsquo;s contract at Rosyth Shipyard has now finished, which has left around 500 people out of work. Many of these professionals have been at the site for over two years and are moving on with limited qualifications. As a recruitment business, we are seeing companies like O&amp;G opening up job vacancies as their professionals retrain and move into new disciplines. These people are creating new gaps in the UK construction and engineering market.&nbsp;
&nbsp;
<ul>
<li>Andy Greig, Area Manager (North West)&nbsp;</li>
</ul>
Competition for talent will be a continuing theme for the construction and engineering worlds in 2018. There will be major challenges posed by increasing demand from planned and ongoing infrastructure projects in the UK and the reducing pool of competent, qualified blue and white collar workers.&nbsp;
Candidate engagement, relationship management and nurturing talent are key for us in addressing commitment and encouraging attendance rates to interviews amongst candidates. White collar candidates have seen a significant rise in salaries, and their expectations have naturally risen with them. As a result of increasing salaries, our clients are finding that personnel costs are now significantly higher.
&nbsp;
<ul>
<li>Dan Smith, Area Manager (South)&nbsp;</li>
</ul>
Modern slavery continues to be an issue within the construction and engineering industries in the UK. As a compliant business, we protect candidate welfare by examining third party supply chains to ensure transparent payment options are offered to all candidates.&nbsp; The skills shortage in the engineering and construction markets will also prove problematic for employers across the UK. To address this skills shortage, businesses could benefit from investments in the Apprenticeships Levy. The time pressures of construction, infrastructure and engineering projects is one hurdle to hiring young talent. As construction and engineering recruitment specialists, my team will be looking at ways that they can encourage clients to hire apprentices and offer young professionals new opportunities.
&nbsp;
<ul>
<li>Alex Downard, Operations Director (Construction and Engineering)&nbsp;</li>
</ul>
The uptake of investment in the apprenticeship levy amongst construction and engineering organisations may improve as the rules around it are opened up more.&nbsp; 2018 will be a challenging year as political instability continues to affect construction confidence across the UK, with all the major bodies forecasting stability or stagnation rather than significant growth. In line with geopolitical events, unemployment is likely to continue to fall, coupled with a drop in migrant labour from Europe due to Brexit instability. Temp rates may therefore rise as supply potentially gets tighter. Despite general industry stagnation, there is predicted growth in the infrastructure and commercial structure across the North West and North East of the UK. It&rsquo;s anticipated that the TransPennine Express project will offset the decline in the industrial and medical sectors of construction and engineering. Key projects, such as Hinckley Point, HS2, and the new Heathrow Airport runway, will be vital in ensuring the market reaches even the small growth levels forecast.
&nbsp;
<ul>
<li>James Spurling,&nbsp;Area Manager (South Coast)&nbsp;</li>
</ul>
There&rsquo;s an ongoing need for the recruitment industry to evolve alongside advancing automation technology. The increase in automated platforms across recruitment, particularly in-line with our engineering and technology specialty areas, is a key consideration for us this year. There&rsquo;s a possibility that government sector contractors will move into the private sector due to the IR35. The legislation, aimed at combating tax avoidance, was introduced in 2000. Finally, with major infrastructure projects due this year &ndash; including HS2, Hinckley Point, and the new runway at Heathrow &ndash; we as a business are addressing how these major types of construction and engineering projects in the UK will affect our ability to supply effectively.
&nbsp;
<ul>
<li>Huw Williams, Regional Manager (Wales)</li>
</ul>
There&rsquo;s an impressive pipeline of major construction and engineering projects in the UK this year, including Swansea&rsquo;s tidal lagoon (2,000 jobs for just one of the four planned projects), the Swansea city centre development (estimated to be worth over &pound;1.2 billion), Newport M4 relief road (&pound;136 million), both South Wales University developments, and the Hinckley Point C project (which will create over 20,000 jobs). Due to a skills shortage in the country at the moment, there are expected to be major challenges around sourcing and retaining skilled construction and engineering workers.&nbsp; To address this skills shortage, our focus as a specialist recruitment company must remain on the candidate attraction process, and the overall candidate experience. We have seen unparalleled levels of loyalty from agency operatives who have worked with us for many years through 2017. We continue to invest in individuals through training to widen the scope of opportunities in our specialist construction and engineering fields. This year, it&rsquo;s our aim to continue to add client and candidate value, and retain relationships with clients who are likeminded. We strive to foster and develop relationships based on our commitment to quality, compliance, and working in close partnership with customers.&nbsp; We&rsquo;ve made huge inroads into the facilities management market, which is a market that is set to continue growing throughout 2018. This has been helped by the relationships we&rsquo;ve built across Impellam Group. We expect our white collar and permanent engineering disciplines to see further growth. Talk of the end of careers as we know them may be exaggerated, but it&rsquo;s essential we recognise that expectations of working patterns are changing. Those who operate within the gig economy enjoy the flexibility and attractive remuneration, and we are increasingly seeing the effects on the white collar construction and facilities management sectors. While business results and cultural behaviours are key, the days of working in the office 7-7 are being challenged across our partners&rsquo; businesses, and within our own. Greater working flexibility, and in some cases remote working, presents different landscapes that we must endeavour to embrace. To find out more about the big issues facing construction and engineering industries in 2018 and beyond, or to talk to us about your recruitment needs, <a href="https://www.carbon60global.com/contact-us">please contact us.</a>
&nbsp;

Carbon60's construction and engineering experts share their insights and forecast what the industry has in store for 2018.

Construction and Engineering - What To Expect in 2018

The majority of UK businesses (91%) are struggling to find skilled staff. This is creating a skills shortage that is costing the UK economy &pound;6.3 billion a year.
The construction industry in particular has felt the effects of the skills crisis. According to the CITB&rsquo;s Construction Skills Network report, the UK will need 158,000 additional construction workers to meet hiring demand over the next five years. This is due to an ageing workforce, not enough new talent going into the industry and the overseas talent pool reducing due to Brexit uncertainties.
One area in which untapped talent can be found is with ex-offenders, people who are quite often (rightly or wrongly) discriminated against when it comes to securing work.
Could hiring ex-offenders fix the skills shortage?
There are over eleven million people in the UK with a conviction, many of these are discriminated against and don&rsquo;t even get to the interview stage because of the application form question.
<blockquote>75% of employers admit discriminating against applicants with a criminal conviction5</blockquote>
<h2>Ban the Box</h2>
Ban the Box is a campaign which asks UK employers (not just in construction) to remove the criminal conviction tick box from job application. The aim is to reduce the number of ex-offenders having their application immediately discarded due to preconceptions of what an ex-offender would be like as an employee.
There are many benefits to this such as having access to a larger, more diverse talent pool, which could not only address skill shortages, but also improve diversity within a company. Giving ex-offenders an equal chance of employment can increase employee loyalty, with one national high street brand reporting an 83% retention rate for ex-offenders, which is higher than that of the rest of their workforce. It&rsquo;s also great for improving the reputation of a company; 65% of organisations who promote their efforts to hire ex-offenders have reported a positive reaction. Removing the conviction tick box from job application forms can be tied in neatly with a company&rsquo;s Corporate Social Responsibility (CSR) manifesto, with construction heavy-hitters such as Kier, Costain and Interserve on board to name a few.
Out of the 850,000 jobs covered by Ban the Box, only 14% of them are in the construction industry. This leaves a lot of scope for more construction employers to sign up and improve their chances of finding the talent they need.
&nbsp;
<h2>Construction training</h2>
According to a report by the Ministry of Justice (MoJ); ex-offenders who don&rsquo;t secure a job within 12 months of leaving custody are more likely to re-offend.
<blockquote>Re-offending costs the UK approximately &pound;15 billion a year.</blockquote>
The MoJ are trying to reduce re-offending rates by training ex-offenders to enter the construction industry. There are 150 prisons in the UK, with half of them offering construction training courses. A charity and training company &lsquo;Bounce Back&rsquo; co-ordinate a training programme at HMP Brixton where around 300 prisoners take part in one of five construction courses: CSCS, painting and decorating, scaffolding, drylining, and health and safety.&nbsp;
Every year around 240 prisoners will leave HMP Brixton with a qualification. The MoJ estimates that around 2,000 prisoners did construction training courses in the 2017/18. academic year.
&nbsp;
<h2>Conclusion</h2>
With the massive skill shortages currently in the construction industry, these shortages are only expected to get worse following Brexit and the reduced flow of overseas talent. The Ban the Box campaign is helping to give ex-offenders the chance for a fresh start by removing the barriers in the recruitment process. This in turn benefits construction companies by plugging skill gaps, improving their company reputation, while at the same time contributing positively to the local community. The construction training courses being offered at prisons such as HMP Brixton are not only providing new skills or upskilling people, but also creating an additional source of untapped talent. Between these two campaigns, it&rsquo;s going some way to help reduce the shortage of skilled construction workers needed to stay on top of the construction pipeline.
&nbsp;
<h2>Our statement on Ban the Box</h2>
In our continued ambition to be the most trusted provider, partner and developer of people in technical recruitment, we continually work to be a responsible business that meets the highest standards of ethics and professionalism. We are therefore committed to Ban the Box and the fair treatment of our staff and candidates, regardless of their background. We also recognise the contribution the employment of ex-offenders can make to tackle the UK&rsquo;s skills shortages in our markets.
&nbsp;
References:
1: <a href="http://www.open.ac.uk/business/apprenticeships/blog/uk-skills-shortage-costing-organisations-%C2%A363-billion" target="_blank" rel="noopener noreferrer">The UK skills shortage is costing organisations &pound;6.3 billion</a>
2: <a href="https://www.theguardian.com/money/2017/jul/03/skills-shortage-costs-british-businesses-2bn-a-year-survey-finds" target="_blank" rel="noopener noreferrer">Skills shortage costs British businesses &pound;2bn a year</a>
3: &nbsp;<a href="https://www.citb.co.uk/research-insight/construction-skills-network/uk/" target="_blank" rel="noopener noreferrer">Construction skills network report</a>
4: <a href="http://www.unlock.org.uk/policy-issues/key-facts/" target="_blank" rel="noopener noreferrer">Number of people with convictions</a>
5: <a href="https://www.bitc.org.uk/campaigns-programmes/employment-diversity/employment/exoffenders/whybanthebox" target="_blank" rel="noopener noreferrer">Ex-Offenders: Ban the Box and employment</a>
6: <a href="https://www.bitc.org.uk/resources-training/resources/impact-stories/how-construction-companies-are-tackling-skills-shortages" target="_blank" rel="noopener noreferrer">How construction companies are tackling skills shortages with Ban the Box</a>
7:&nbsp;<a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/217412/impact-employment-reoffending.pdf" target="_blank" rel="noopener noreferrer">Ministry of Justice report &ndash; March 2013</a>
8:&nbsp;<a href="https://en.wikipedia.org/wiki/List_of_prisons_in_the_United_Kingdom" target="_blank" rel="noopener noreferrer">List of prisons in the UK</a>
9:&nbsp;<a href="https://www.constructionnews.co.uk/best-practice/skills/ex-offenders-the-solution-to-the-skills-crisis/10036311.article?blocktitle=News-Analysis&amp;contentID=5626" target="_blank" rel="noopener noreferrer">Ex-offenders: The solution to the skills crisis?</a>

The majority of UK businesses (91%) are struggling to find skilled staff.  This is creating a skills shortage that is costing the UK economy £6.3 billion a year . Could hiring ex-offenders fix the skills shortage?

Are ex-offenders the key to the skills crisis?

The idea behind artificial intelligence (AI) and automation is that machines are used to perform tasks that would normally require a human being. AI is already beginning to change the way buildings are designed and built, as well as the completion of repetitive site work jobs such as bricklaying. A recent study by the Midwest Economic Policy Institute (MEPI) estimates that by 2057, robots could replace or displace 2.7 million jobs in construction and engineering.
Below are some advantages and disadvantages of how AI could affect the construction and engineering industry.
<h4>Advantages</h4>
Reduce the risk of accidents in the workplace Since construction and engineering can be a dangerous industry, some of the riskiest jobs can be replaced by robots. When programmed correctly, they can be designed to learn from interactions within it's surroundings and operate in dangerous environments, resulting in less work-related injuries. Although automation was originally used to increase productivity on construction sites, it&rsquo;s beginning to prove that the workplace can also be made safer through AI. Not affected by hostile environments Intelligent robots have the ability to complete dangerous construction tasks. These may include lifting heavy equipment, digging fuels that could otherwise be hostile for humans, space exploration and enduring problems that could injure or kill humans. Robots can never refuse to do a task, or be distracted by colleagues in the workplace. Can replace tiresome tasks Repetitive, tedious or dangerous jobs can be completed by machine intelligence. They are stronger and faster than humans and can work on tasks 24/7 without getting tired or bored. The human brain can become tired and less focused if worked continuously for too long, increasing the risk of accidents in the workplace. Robots will never get tired of what they are programmed to do, and can be used where human safety is a concern. Don&rsquo;t need to take breaks Robots do not require lunch breaks, holidays, sick days or wages. They can be set to work on a repetitive cycle, unless programmed otherwise. As long as the machine is maintained and programmed correctly, it can work without stopping. This helps businesses to achieve tight deadlines with 24/7 production, letting operators do the more skilled tasks which require a lot of fitness and experience.&nbsp; 
<h4>Disadvantages</h4>
Can be very expensive Maintaining a robot can be extremely expensive as they are very complex machines which require huge costs to repair and maintain. They have software programmes that need frequent upgrading to be able to achieve the needs of the constantly changing environment.&nbsp; It is not an easy or cheap task to get a machine to do your job. Therefore, only organisations which can afford them will be able to invest. Not able to work outside of what they are programmed to do Robots can only do the work that they are programmed to do. They are not able to act any differently outside of the programming which is stored in their internal circuits and firmware. When it comes to creativity, nothing can beat a human mind. A computer can&rsquo;t think differently while drawing, building or completing a task on a construction site. A machine can&rsquo;t think &lsquo;outside the box&rsquo; whereas thousands of new thoughts and ideas comes into a human mind every day. Unemployment may rise Experts are debating the impact AI can have on the job market and whether it&rsquo;s something we should welcome or fear. Even with computing technologies constantly improving and industrial robots becoming more advanced, jobs may be destroyed faster than they&rsquo;re created. It&rsquo;s estimated by MIT economist Erik Brynjolfsson that the vast majority of employment is likely to continue to dramatically drop over the next decade. Robots do not get better with experience&hellip;yet&nbsp; Unlike humans; AI cannot be improved with experience. Machines may be able to store enormous amounts of data, but the storage, is not as effective as the human brain and with time, can lead to wear and tear. It stores a lot of data but the way it can be accessed and used is very different from human intelligence.&nbsp;
 So is AI really a threat? Although we&rsquo;re potentially facing one of the best or worst things to happen to humanity, there are many advantages and disadvantages of AI. In today&rsquo;s world, machines have human-like abilities, and AI is rapidly growing and improving all the time. All of us should consider what we can do to improve the chances of reaping the benefits, and avoiding the risks by working with AI and automation to enhance our lives for the best.

Advantages and disadvantages of how artificial intelligence affects the construction and engineering industry.

Advantages and disadvantages of artificial intelligence in construction and engineering

Artificial intelligence (AI) has long been a hot topic across various industries. People are keen to know how automation could affect their businesses and/or careers. This has continued to grow as AI enters the mainstream in a range of ways.
Studies show that almost 77% of devices today use AI technology in some way, and there will soon be more AI assistants (such as Amazon Alexa) than people on this planet! Meanwhile, the AI market itself is predicted to reach $407 billion by 2027.
But behind all of the fascinating statistics are real-life pros and cons of AI. In this blog, we&rsquo;ll hone in on the construction and engineering industries, to see how AI could affect them. These are two areas where AI is already being frequently used, and research by the Midwest Economic Policy Institute (MEPI) estimates that by 2057, robots could replace or displace 2.7 million jobs in construction and engineering.
So how could AI affect the <a href="~/link.aspx?_id=C49E5A3C52D9490EABE8C875CE00829D&amp;_z=z">construction</a>&nbsp;and <a href="~/link.aspx?_id=68D1FB64687643F787DFD1986A595CC0&amp;_z=z">engineering</a>&nbsp;industries? Here are some advantages and disadvantages. 
<h2>Advantages of AI</h2>
Greater productivity
This was the original purpose of automation, and it definitely applies in industries like construction and engineering. Essentially, AI can free up human workers to go where they add the most value. For example, some construction companies are using self-driving machinery to do repetitive tasks such as welding or pouring concrete. The human workers can then focus on the construction work itself, making projects run smoother.&nbsp;
Companies are also increasingly relying on off-site factories. This is when components of a building are pieced together off-site by robots, before then moving over to the construction site to be finalised by humans. Examples include walls &ndash; the structure can be assembled by AI, leaving human workers to complete the finer details such as plumbing and electrical systems.
Enhanced quality
The speed and accuracy of machine learning don&rsquo;t just make tasks more efficient &ndash; it makes them better. There are already some great examples of this within engineering when you look at tasks such as design and simulation.&nbsp; AI is often embedded within Computer Aided Design (CAD), making it smarter and eliminating any potential discrepancies. These tools help engineers explore options that otherwise wouldn&rsquo;t be possible &ndash; for example, design and weight-saving options.
Similarly, AI is really helpful when engineers are working on public infrastructure projects. They use it to predict things like footfall, meaning decisions are made with evidence behind them rather than a gut feeling. It can even help promising candidates with&nbsp;<a href="https://www.carbon60global.com/blog/how-ai-can-help-you-prepare-for-your-interview">interview prep</a>.
More accurate budgets and timelines
Think about how many projects you hear about that run over the deadline, and therefore cost more. This is something AI can help mitigate. For example, Artificial Neural Networks can create predictive models, by looking at historical data and other factors such as project size and the experience of Project Managers. This can then be used to give a much more accurate idea of costs and timings &ndash; meaning happier stakeholders at the end of it all.
A safer workplace
Construction and engineering can both be high-risk industries, so it makes sense to use robots for some of the more dangerous jobs. A good example within construction is the use of drones, which has made reporting and site evaluations much safer. Other areas include using robots to lift heavy equipment or dig for fuels which could be poisonous to humans.
Another benefit of using AI is that, unlike humans, robots don&rsquo;t get tired. Therefore, accidents which can happen as a result of human error or fatigue are reduced.
The safety benefits of AI go beyond operating machinery as well. There&rsquo;ve been instances of companies using it to track and stop the spread of viruses such as COVID-19, by seeing exactly which colleagues an infected employee has interacted with.
Although automation was originally used to increase productivity and replace tiresome tasks, there&rsquo;s no doubt that the workplace can also be made safer through AI.
Non-stop ability
Robots don&rsquo;t require lunch breaks, holidays or sick days. They can be set to work on a repetitive cycle unless programmed otherwise. As long as the machine is maintained and programmed correctly, it can work without stopping. This helps businesses to achieve tight deadlines and ensure a 24/7 production line.
&nbsp;
<h2>Disadvantages of AI</h2>
High costs
Maintaining a robot can be extremely expensive &ndash; ultimately, they are highly complex machines which require big investments. Just to give you one example, Apple&rsquo;s SIRI software cost the company $200 million to acquire and get off the ground!
Not only are robots extremely intricate to set up, but they have huge ongoing costs for repair and maintenance. They have software programmes that need frequent upgrading, so they can meet the needs of the constantly changing environment.&nbsp;
Now, further developments and economies of scale might change things in the future &ndash; but right now, these costs mean that not all organisations can afford to invest in robots. Unemployment may rise
One of the biggest fears people have is the potential job losses AI can lead to. While this isn&rsquo;t always the case (as mentioned earlier, it allows humans to go where they can add value), there are still instances where people will be made redundant altogether. In some industries, this has been seen with the axing of customer service agents in favour of chatbots.
People who work in areas that are most at risk of being replaced will need to receive training. This will help them add to their skillset and have multiple strings to their bow &ndash; allowing them to stay ahead of the machines.
Lack of personality
Robots serve a very functional purpose. Ultimately, they are machines which don&rsquo;t have feelings or the human touch. This can be a problem in any industry, as they can&rsquo;t think outside of the box. For example, a human working on a construction site can be flexible if they come across a particular problem, and come up with a bespoke solution. A robot, on the other hand, will be programmed to do the same thing regardless of the situation. When it comes to creativity, nothing can beat a human mind.
Security risks
As is the case with most technologies, AI software can be vulnerable to outside attacks, such as data manipulation, theft and a whole lot more. The impact can be even worse because AI specifically makes decisions by processing data.&nbsp; If the initial data being fed in has been tampered with &ndash; for example by a hacker &ndash; this could lead to projects being damaged rather than improved. Robots don&rsquo;t get better with experience&hellip;yet&nbsp;
Unlike humans, AI cannot be improved with experience. Machines may be able to store enormous amounts of data, but the storage isn&rsquo;t as effective as the human brain. Over time, it can be susceptible to wear and tear. It stores a lot of data but the way it can be accessed and used is very different from human intelligence.&nbsp;
&nbsp;
AI is here to stay, and there&rsquo;s no question that it has pros and cons. But while it&rsquo;s still in a developing stage (as opposed to the mass takeover people fear), humans still have the upper hand. The key is knowing what the benefits are so we can make the most of them, and knowing what the risks are so we can avoid them.
Are you looking for recruitment support within construction and engineering? <a href="~/link.aspx?_id=41A0870BBA104687B23323B701F21120&amp;_z=z">Get in touch today.&nbsp;</a>
&nbsp;

Artificial intelligence is here to stay, but how will it affect construction and engineering?

Advantages and disadvantages of artificial intelligence

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