Road 2025

The Construction 2025 Strategy, unveiled in July of last year, lays out a vision for how the construction industry and government can work together to adapt and prosper over the next decade.

Businesses can take advantage of the industry’s search for new ways to work by focusing on people, smart technology, sustainability, expansion, and leadership. However some specialists do not think that this method is the way forward.

The Construction 2025 challenge represents a new outlook for the industry – what was once a backward looking sector is now stepping into the modern world and looking forward, planning the transition to a low-carbon environment through the utilisation of advanced technology and the growth of a thriving British economy.

A great volume of unprecedented change is provided through this challenge which requires for an overall cultural development in order to achieve each of the particular parts of the plan.

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Not everyone feels that the approach is the best path forward for the sector. As an alternative to the 2025 Strategy, Dr Stephen Gruneberg of the University of Westminster proposes recognising that construction enterprises can only thrive in an environment of intense competition and razor-thin profit margins.

According to Gruneberg, the government’s goals are incoherent, inconsistent, and impossible to achieve, and says instead of setting “arbitrary targets,” a strategy should be devised in conjunction with the building industry and the government.

According to Gruneberg, the industry’s reputation will not improve until the individuals who work there are treated with respect and the job they provide is valued. I totally appreciate this argument however from my perspective, as Managing Director of B & K Structures – I think there has been considerable advancement already in this area. In order to produce projects that are admired both within and outside of the industry, we are continually building strong partnerships with industry partners. Consistent collaboration throughout the design and construction process resulted in the revolutionary BskyB Believe in Better Building (BiBB), which has now gone on to gain widespread industry praise.

This project is also also relevant to Gruneberg’s objective of providing continuity of work with an infrastructure pipeline of five years or longer. Since all teams worked together so well on the first BskyB project, they were all given the opportunity to work together again on the following two builds.

A factor stated in both plans, that cannot be refuted, is the essential skills deficit within the business. Both Gruneberg and the Construction 2025 Strategy underline the need for better training, especially within smaller enterprises. Construction firms must be able to attract, retain, and develop a sufficient number of highly qualified and devoted employees to meet the growing demand for construction in order for the industry to survive following the recession.

The Construction 2025 Strategy is focused around people – it asks for an industry that is able to operate in safe and healthy conditions – becoming a sector of choice for young people by motivating them into lucrative professional and vocational careers. This is exactly what Gruneberg had in mind when he proposed a curriculum for obtaining construction-related credentials that would emphasise professionalism.

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In addition to learning new skills, employees must also receive extensive health and safety training. We have observed that the policy of giving rigorous skills and health and safety training, increases the quality craftsmanship and worker retention. In order to provide high-quality employee training and development, corporations must work with professional organisations.

Both the Construction 2025 Strategy and Gruneberg state the need to enhance the use of IT within the construction sector. According to the UK’s 2025 Industrial Strategy, the country’s smart industry will be shaped by cutting-edge digital design, cutting-edge technologies, and new materials.

At the forefront of these developments is BIM (Building Information Modeling). As of 2016, all centrally procured government construction projects must be completed via this new approach, according to the government. This is a big step forward for the industry — fostering collaborative working platforms and embracing the business advantages of the digital era.

The precision engineering of hybrid structures and current offsite construction processes, such as production in factory-controlled conditions for onsite installation, will allow us to make significant progress in designing smart buildings that utilise the newest technology.

Although Dr. Stephen Gruneberg’s ideas are presented as a separate approach, there are numerous points of convergence.

We may easily presume that the challenge exclusively targets major industry participants and not small and medium-sized businesses because it is a government-written policy. This plan is something that involves the industry as a whole, working together to produce a coordinated approach in order to make significant improvements to the way that the sector functions.

It is vital to partner with other businesses, large or small, to assure each individual company’s longevity through the strength of the total industry. If you look at it in terms of construction, the year 2025 is only a few years away. Whether you are in agreement with the strategy or not, it is necessary to start making the changes immediately in order to develop a smarter, safer and more sustainable 2025 for the construction sector.

Last Updated on December 29, 2021


Author: Indra Gupta

Indra is an in-house writer with a love of Newcastle United and all things sustainable.

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