NetWorks Issue 16: Skills and Labour Shortage

PLUG YOUR SKILLS GAP

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TEAM

NetWorks

Editor: Diane Birch, BITA Executive Director

Sub Editor: Laura Watkins, Events and Communications Manager

BITA Contributors:

Michelle Eager, Krol Corlett.

Svenja Dahlmann, British Embassy in Dublin.

Ken Kingston, Mellon Educate. Tim Ternent, Net Hub.

Design and Production: E jules@stimula.co.uk

Online version:

https://bita.ie/magazines.html

Printer: Aquablue

Sales, Events and Marketing:

T +44 (0) 7587 035740

E laura@bita.ie

Published by BITA Ltd

HEAD OFFICE:

OneHub, Floor 3, Maitland House, Warrior Square, Southend-on-Sea SS1 2JY www.bita.ie

T +44 (0) 7587 035740

E laura@bita.ie

© BITA Ltd. All rights reserved

Terms and conditions

NetWorks is published by BITA Ltd. Its entire content is protected by copyright 2024 and all its rights reserved. Reproduction without prior permission is forbidden. Every care has been taken in compiling the content of the magazine, but the publisher assumes no responsibility in the effect arising therefrom. Readers are advised to seek professional advice before acting on any information which is contained in the magazine. Neither BITA Ltd or NetWorks accept any liability for views expressed, pictures used or claims used by advertisers.

WELCOME

We’re ringing in changes with the new year, and we are very excited about what’s coming! First of all, I am delighted to launch the next phase of our collaboration with Net Hub. This is an incredible resource to everyone involved with sales, business development and networking in general. In a word, it’s ideal for all our members!

The platform offers people the space to talk and develop relationships, share work, source new supply chains, and share successes. We want to encourage all our members to join up and participate on this fantastic platform; you can read more about Net Hub and how it will work on page 41.

Second, we will be rolling out more magazines in 2024, providing you all with the opportunity to shout about your successes, showcase your innovations and share your expertise with our members. We are looking for advertisers and sponsors for future issues, and if you are reading this, then you already know that it works! Laura will be happy to help you with any queries. This edition is about the pressing issue of the labour shortage, something that most of us are familiar with. We appreciate every one of our members that have contributed their advice and thoughts on a difficult topic!

Also, this year we are focusing on maximising the value of your membership. We know that many businesses are coming out of a difficult year, and we want to make sure that we are the go-to organisation for expertise and advice – as well as networking opportunities. To this end, we are focusing on new partnerships, on expanding chapters, and growing our incredible network of amazing businesses. We’ll be announcing these developments, like our collaboration with Mellon Educate (Page 44) in these pages.

Finally, I just want to say that I’m thrilled to see so many renewing members so far already this year. As much as I love looking around a room at an event and seeing new faces, it’s incredible to feel the support of our members that return year after year. Many thanks for your continued support, and here is to a prosperous 2024!

PAUL WHITNELL President

Sponsored by PIB Risk Management www.pib-riskmanagement.co.uk

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NetWorks

PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE

UK and Ireland

Wise investments in Marketing

From PA to company founder

The UK’s Construction Skilled Labour Shortage Creative Solutions

Ring in the changes

From Lipstick to Leadership

Attracting Young Minds

Bridging the Gap

The Winds of Change

Addressing the Skills and Labour Shortages

Celebrating our Members!

Bring in the women

A Cultural Rebuild

Getting out there

Not Quite Skynet

Grow your Network

Company Revival and Recovery Building Blitz

Unlock the Power of Storytelling

Developing the Surrey Chapter

Fixing the skills shortage Crisis?

THANKS TO OUR SPONSORS

UK and Ireland

Building a greener future together

At the beginning of September, the British Embassy Dublin had the pleasure of hosting a reception at the British Ambassador to Ireland, Paul Johnston’s, Residence in partnership with BITA on ‘Building Greener – retrofitting and sustainability in the construction and infrastructure sector’.

As the Ambassador mentioned in his welcoming speech, the built environment is responsible for 39% of global emissions – with 11% coming from materials and the construction process, and the remaining 28% from operational emissions. The sector also produces 35% of global landfill waste, plus additional emissions caused by transport of waste to landfill sites.

As neighbours with a range of mega projects under construction, the UK and Ireland can mutually support each other to take the next steps in greener construction and achieve emission targets by 2030 in the near-term, and 2050 in the longer term.

Sustainability isn’t only about the materials and processes used in buildings: it’s also about making sure our built environment is resilient to the effects of climate change. And the goal doesn’t necessarily need to be just net zero – we can move the goalposts to ensure our

buildings leave a positive effect on the environment.

For buildings in Ireland, newly built homes occupied from 31 December 2020 have had to comply with Nearly ZeroEnergy Buildings (NZEB) standards. These NZEBs have very high energy performance, aiming for energy consumption from renewable sources and a lack of energy wastage through building management.

Digital technologies in construction are seen as a potential solution to reaching net zero targets - calculation of embodied carbon and asset efficiency, the use of digital twins in asset monitoring, or something as simple as replacing paper records. Using Building

Information Modelling (BIM) can support measurement and re-using components so there is no material wastage.

UK Capability

Clean growth is at the heart of the UK’s economic strategy. The UK has the ambition to be at the forefront of greener technology, goods and services. From building design to digital services that assess embodied carbon, the UK actively collaborates with international partners supporting the adoption of energyrelated clean technologies and services to deliver greener buildings and meet new sustainable infrastructure requirements, connecting the very best of UK business with opportunities around the world.

An example of a UK company that the Embassy is supporting is the Supply Chain Sustainability School (“the School”).

British Ambassador to Ireland, Paul Johnston talking with Mary Coughlan and Olga Gaffney

Peter O’Brien, of GD Plus Ireland, addressing guests

In the process of setting up a bespoke Irish division, the School’s primary goal is to foster collaboration by creating an environment where companies, suppliers, and stakeholders can work together to address sustainability challenges and share best practices. Launching in 2024, the school will offer free educational materials, including live webinars and e-learning to help individuals and organisations better understand and implement sustainable practices in their operations. For further information, contact rick@supplychainschool.co.uk

Actively supporting net zero and clean growth are equally key aspects of British Embassy Dublin’s agenda with a view to fostering collaboration across the UK and Ireland across multiple areas of the green agenda. We have been bringing this work together under the narrative of #GreenFutureUKIRL over the last few years – highlighting the UK and Ireland’s climate ambitions. For a sustainable future, we need to work together to address global challenges at the pace needed.

As an Embassy, our commercial focus is on the sectors of offshore wind

and hydrogen development, sustainable built environment, supporting energy transition, sustainable healthcare, and sustainable agriculture. Additionally, an internal committee gives back to the wider community by looking at the Embassy’s green practices, organising beach and canal cleans amongst other activities.

How can the Embassy’s trade team support your business needs?

The core offer of the trade team at the Embassy is to support Irish companies in finding the right supply chain partners from across the UK – whether you are looking for an expert in environmental surveying, or a business working on reducing materials on construction sites, the team is here to help you connect with new UK suppliers. We also work with UK companies to identify opportunities, develop networks and find agents, distributors and partners in the Irish market. Whatever your company needs, we’re here to help.

To learn more and start building a #GreenFutureUKIRL together, please contact Anneke Taylor

British Ambassador to Ireland, Paul Johnston’s welcome speech

As BITA platinum sponsors, PIB Risk Management offer a range of tailored construction training courses to support the health and safety and training requirements of your organisation.

Our wide range of training courses can support contract managers to obtain qualifications such as S/NVQ Level 6 for a black CSCS card, preventing site delays and ensuring you’re fully supported on first aid.

Services include:

> Wide range of accredited courses including CITB, IOSH, City & Guilds

> Virtual, face to face and blended options

> NVQs – supporting you to combat Grandfather rights (cost neutral opportunities available)

> Part of the National framework of instructors for site based training

> Fully managed training solutions, taking the pain out of site compliance

> National training provision from network of over 100 training locations

IWise Investments in Marketing

was speaking to a client the other day, who noticed last year that it was becoming more of a struggle to get the attention of new clients. Between the information overload, crowded market and strained economy, the ability of their 5-year-old business to stand out and win new work seemed to fade away.

Did I have any tips on how I can establish a strong brand they asked?

The “5-year blues” — or “Referral Ceiling” — are real A lack of brand differentiation and new project leads can put a strangle hold on growth for B2B firms at this stage of expansion. We call it the “growth chasm”, the point at which the existing network becomes too small to deliver the number of new business ops required to grow. It’s the point when marketing needs to shift from a reliance on word of mouth and recommendation, to pro-active, intentional business development.

Your target clients have never worked with you, don’t know what sets your business apart and why they should choose you over others. They may even have preconceptions about your capabilities or capacity and have incorrectly decided you’re not right for them.

Acknowledge the issue and avoid jumping into marketing feet first. Work through a series of “growth gears”, dealing

with insight and strategy before shifting into the final gear, marketing investment and execution.

Understand Competitors for Greater Brand Differentiation

Investigate who your competitors are, what they stand for, and the value they deliver; helping you identify key differentiating factors that set you apart from your rivals. This analysis will help you pinpoint areas where your business can shine and areas that need improvement, as well as identify potential market gaps.

Know Why Clients Choose You

In pursuing effective marketing strategies, you should understand why clients chose your firm over competitors; engage with your current clients and supply chain partners and explore their preferences.

This qualitative feedback will allow you to highlight and promote the attributes your clients find most appealing.

Craft a Superior Value Proposition

Designing a compelling value proposition is pivotal for MDs looking to excel in marketing execution. Your value proposition revolves around comprehending what your firm excels at and how it solves your target audience’s problems.

To begin, it’s essential to identify your unique offerings. What are you uniquely best at delivering? These are your Points of Differentiation (PODs) compared to your competitors. By pinpointing these key differentiators, you can clearly articulate

what sets your business apart and why customers should choose you over others.

Pinpoint Your Ideal Client / Project

A clear value proposition will help you identify your target clients and projects. You also want to ensure that your Points of Differentiation (PODs) and values align with potential clients. This is crucial to ensure your marketing messages are effective, making it more likely you’ll win work.

Assess the Market Size and Reach

This final step ensures your marketing aligns with your growth goals. Start by conducting a thorough audit of existing and lapsed clients to assess the size of your immediate ‘low hanging’ market. Can you generate more from your existing relationships? Next, repeat the exercise into the wider market and gauge whether the segments you plan to target are substantial enough to meet your growth ambitions.

Once you’ve determined the market size, the next step is identifying where you can most effectively reach your target decision makers. This could involve specific meet the buyer events, online channels, or even tender portals.

Pillars of a Successful Marketing Strategy

By clearly understanding these five areas, you pave the way for targeted, efficient, and effective marketing campaigns. You have the pillars of a successful marketing strategy when you know your competitors, customers, unique value, target market, and where to find them. The result is a well-positioned brand that stands out from the crowd and supports business development to increase revenue in an intentional way.

For more tips and advice visit www.attractandengage.co.uk

JILL WILLIS IS FOUNDER OF ATTRACT & ENGAGE THE GROWTH MARKETING AGENCY FOR CONSTRUCTION, LANDSCAPE AND B2B SECTORS. SHE IS HOSTING AN ONLINE TRAINING EVENT: ‘HARNESSING THE POWER OF BRAND: MARKETING TO WIN MORE & BETTER CONTRACTS’ FROM 9.30 – 10.30AM ON THE 4TH MARCH. BOOK YOUR SPACE THROUGH THE BITA WEBSITE.

Jill Willis from Attract and Engage on how your firm can stand out from the crowd

IFrom PA to Company Founder

Chloe Cross’ business journey in her words

n July 2021, I became a personal assistant to two directors of an asbestos company, I handled administrative tasks, assisted with business development, networking events, social media, and overall business operations during their absence or busy periods. This experience provided valuable insights into running a business and honed my business development skills. Subsequently, I transitioned to another company as a business development manager, leveraging the knowledge gained as a PA.

While working as a business development manager at a civil engineering company, I gained significant skills in networking, encountered knowledgeable individuals in the construction industry, managed social media and digital marketing, and conducted market research. I also underwent extensive online training, to enhance my understanding of social media marketing, to gain the same knowledge of those pursuing marketing studies at university.

I then seized the opportunity to become the director of business development for a design and build company in London, which marked a significant change for me, having grown up in a rural setting on the Isle of Sheppey. Adapting to city life and managing a team posed challenges, but I embraced them and enjoyed the experience. Despite my role as head of business development, I continued to engage in marketing, business analysis, strategy development, process improvement, market research, and social media. While content in my role, I couldn’t help but contemplate the influence of social media on the construction industry and its potential benefits in terms of marketing strategies.

In September 2023, my 90-year-old grandad fell seriously ill, and after six weeks in the hospital, it was clear he needed 24-hour care to return home. Our small community had limited access to care services, and the closest care home was a two-hour drive away. Faced with this decision, I chose to leave my position as director of business development

at Pelham Interiors and become my grandad’s part-time caregiver alongside private trained carers.

During this transition, I founded Cresco Commercial, a social media marketing agency specialising in providing services for construction-based companies. Despite the advice against it, I never doubted the success of this venture. I strongly believe in the law of attraction and that hard work pays off. I’ve always been surrounded by hardworking individuals who’ve contributed to my growth. As they say, your network is your net worth, and I owe my progress to the people I’ve met and the companies I’ve worked for in the construction industry.

Along the way, I became a Women in Construction Ambassador, a role I’ve held for two years. I also joined BITA, and after becoming a member, I was honoured to be asked to join the board of BITAx, where I assist in organising events, bringing in new members, and assisting social media. Now I am a board member for BITA Kent and handle the marketing aspect of the chapter.

In the coming year, my plan is to expand Cresco Commercial and establish it as a renowned success. Additionally, I aspire to visit schools and inspire young women, informing them that the construction industry offers diverse opportunities for women, including roles such as surveyors, bricklayers, town planners, and even individuals like me, who started as a PA and, within a year, became a company director and, just four months later, founded my own company.

I firmly believe this is a story worth sharing and aim to influence other young women or men who are considering a career in construction or are uncertain about their future. Hard work and determination can make anything possible.

For any construction social media enquires please feel free to contact me at chloe@cresco-commercial.co.uk

DESPITE THE ADVICE AGAINST IT, I NEVER DOUBTED THE SUCCESS OF THIS VENTURE. I STRONGLY BELIEVE IN THE LAW OF ATTRACTION AND THAT HARD WORK PAYS OFF.

The UK’s Construction Skilled Labour Shortage: Problems and Solutions

TMartin Mockler, Partner at Evans Mockler, delves into the root causes of this issue, and what can be done to address them

he United Kingdom has long been a hub of construction activity, with iconic projects like the Shard, Crossrail and HS2 shaping its skyline and infrastructure. However, behind the scenes of these grand ventures, a crisis is quietly brewing - a shortage of skilled labour in the construction industry. This article delves into the various factors contributing to this predicament, its repercussions, and potential solutions.

The Skilled Labour Shortage: A Growing Dilemma

The skilled labour shortage in the UK’s construction industry is not a new phenomenon but rather a persistent and escalating issue. While it has ebbed and flowed over the years, it has become particularly pronounced in recent times, impacting projects of all sizes across the country.

One of the primary reasons for this shortage is an aging workforce. A significant portion of skilled construction workers are nearing retirement age and there has been insufficient recruitment and training of new talent to replace them. The construction industry, unlike many others, has struggled to attract young workers in sufficient numbers, leading to a growing gap between retirees and new entrants.

THE DISCONNECT BETWEEN SKILLS SUPPLY AND DEMAND HAS MADE IT DIFFICULT FOR COMPANIES TO FIND SUITABLE CANDIDATES FOR OPEN POSITIONS.

The Brexit Effect

Brexit, the UK’s decision to leave the European Union, has also had a substantial impact on the construction industry. The sector has traditionally relied on skilled labour from EU countries to fill crucial roles. However, new immigration rules and restrictions on freedom of movement have made it significantly more challenging for European workers to come and work in the UK.

Before Brexit, construction companies benefited from a large pool of skilled workers from EU member states, who often filled positions in bricklaying, plumbing, carpentry, and other trades. This source of labour has now been significantly diminished, leading to further strain on the industry’s workforce.

COVID-19 Pandemic

The global COVID-19 pandemic exacerbated the construction labour shortage. Lockdowns, health concerns and disruptions to the supply chain caused many construction projects to be delayed or cancelled. This uncertainty made it difficult for construction companies to commit to hiring and training new workers. Additionally, workers themselves may have been hesitant to join the industry during a time of economic uncertainty.

The pandemic also led to a shift in working preferences, with some construction workers opting for remote or less physically demanding jobs in other industries. This has further reduced the pool of available skilled labour.

Skills Gap

Another critical factor contributing to the skilled labour shortage in the UK’s construction industry is the skills gap. While there are workers available,

Sponsored by www.pib-riskmanagement.co.uk

there is often a mismatch between the skills possessed by job seekers and the requirements of construction companies. Modern construction projects increasingly require workers with advanced technical skills to operate complex machinery and software. This disconnect between skills supply and demand has made it difficult for companies to find suitable candidates for open positions.

Repercussions of the Shortage

The shortage of skilled labour in the construction industry has far-reaching consequences for the UK’s economy and society.

1. Delayed Projects: Construction delays have become commonplace, leading to additional costs for both public and private sector projects. Delays can also result in penalties, damaged reputations and lost revenue. (inset image around here)

2. Rising Costs: With fewer skilled labourers available, wages for those in the industry have been driven up. Construction companies are often forced to offer higher salaries to attract and retain talent. These increased labour costs are ultimately passed on to clients, making construction projects more expensive.

3. Quality Concerns: A shortage of skilled workers can lead to lower quality workmanship as companies may have to hire less experienced individuals to fill positions quickly. This can result in safety hazards and subpar construction, which can be costly in the long run.

4. Impact on Housing: The construction labour shortage affects the housing market, making it difficult to build new homes at the rate needed to meet demand. This contributes to rising house prices and housing shortages, particularly in urban areas.

5. Lost Revenue: The construction industry is a significant contributor to the UK’s GDP. A shortage of skilled labour can hinder its growth potential and lead to lost revenue for the country.

6. Negative Impact on Innovation: The shortage of skilled labour also affects the industry’s ability to innovate and adopt new technologies. Without a skilled workforce to implement these innovations, the construction sector may lag in terms of efficiency and sustainability.

Solutions and Mitigation Measures

Addressing the skilled labour shortage in the UK’s construction industry is crucial for the continued growth and success of the sector. Several strategies and mitigation measures can be employed to tackle this challenge:

1. Apprenticeships and Training Programs: Encouraging apprenticeships and vocational training programs is essential to replenish the pool of skilled workers. Investing in the development of young talent will help bridge the gap between the aging workforce and new entrants.

2. Industry Collaboration: Construction companies can collaborate with educational institutions to design training programs that align with the industry’s needs. This ensures that graduates are equipped with the skills required for modern construction projects.

3. Immigration Reform: Revising immigration policies to make it easier for skilled labourers from abroad to work in the UK could provide temporary relief to the labour shortage. Additional special visas or permits for construction workers may be considered.

4. Technology Integration: Embracing technology and automation can help mitigate the impact of the labour shortage. Robotics, 3D printing, and other innovations can reduce the reliance on manual labour for certain tasks.

5. Upskilling the Existing Workforce: Providing opportunities for current workers to acquire new skills can help

fill the skills gap. Training programs and incentives for workers to learn new technologies and methods can be implemented.

6. Encouraging Diversity: Promoting diversity and inclusion within the industry can help attract a broader range of talent, including underrepresented groups such as women and minorities.

7. Government Support: The government can play a vital role in addressing the labour shortage by providing financial incentives to construction companies for training programs and by facilitating collaboration between industry stakeholders.

Conclusion

The skilled labour shortage in the UK’s construction industry is a complex and multifaceted problem that threatens the nation’s infrastructure, economy and housing market. While several factors have contributed to this crisis, including an aging workforce,

Brexit and the COVID-19 pandemic, there are viable solutions that can help alleviate the shortage.

Investing in apprenticeships, vocational training programs and technology adoption while reforming immigration policies and promoting diversity are crucial steps in addressing this issue. With collaborative efforts from construction companies, educational institutions and government support, the UK can work towards a brighter future for its construction industry and the nation. Failure to do so may result in prolonged delays, rising costs and a diminished ability to meet the infrastructure and housing needs of a growing population.

Creative Solutions

Kim

In the ever-evolving landscape of today’s economy, one formidable challenge takes centre stage: the persistent shortage of skills and labour. It demands a solution – a solution that can only be shaped by our collective effort and creative thinking.

The rapid pace of change in industries and society has outpaced our educational systems, leaving a noticeable gap between the skills required and the skills available.

A recent ManpowerGroup Employment Outlook Survey showed 77% of employers were struggling to find talent with the skills they need; a 17-year high.

The impact of this shortage resonates across sectors, from technology and healthcare to manufacturing and finance.

The ever-widening skills gap necessitates a shift in mindset; a readiness to embrace unconventional strategies. This is where creative thinking comes into play. The very essence of creative thinking lies in its capacity to birth innovative ideas, approach problems from novel angles, and devise solutions that break through conventional barriers.

Explore and Adapt

Creative thinking encourages individuals and organisations to explore a wide range of competencies and adapt to new roles and challenges. When traditional sources of labour fall short, those able to think creatively are more able to consider and develop ideas that might have been overlooked, bridging crucial gaps. Creativity isn’t something that comes naturally to everyone, but the good news is that it is a skill that can be learned! If you’re not much of a creative thinker, you can train your brian by seeking out

The B!G Idea presents an opportunity for companies across Ireland & the UK to collaborate and support thousands of young people from all backgrounds to learn new skills through fully supported online mentoring. An ideal engagement, CPD and CSR activity where every employee is welcome. Limited places for 2024, contact hello@thebigidea.ie for more information.

new ideas, discussing ideas with others, and by practice. Look online for ways to improve your creativity.

Upskill to Retain

Investing in upskilling and reskilling initiatives is paramount. By designing innovative training methodologies, you can expedite learning, enhance retention, and facilitate the acquisition of new skills. Skill acquisition doesn’t have to be arduous; it can be reimagined to be both exciting and effective for everyone, leveraging new stealth learning opportunities to seamlessly close the skills gap and provide opportunities that focus on developing peoples’ strengths.

Culture is Currency

Recruitment and retention strategies can be transformed by placing emphasis on problem-solving abilities and adaptability. By fostering a culture of innovation and continuous learning, organisations can attract and maintain top-tier talent, as well as addressing a key challenge with skills shortages in a company - turnover. The financial toll of employee turnover is a staggering €/£30K on average, not to mention the intangible blow to company culture and morale – a hefty price tag.

Collaboration for success

In this time of scarcity, collaboration is imperative. Creative thinking can help bolster connections between disparate

departments or industries, facilitating transfer of knowledge and developing ingenious solutions. Leveraging different perspectives and experiences is proven to build success.

Catalyst for instigators

Moreover, the shortage can be a catalyst for entrepreneurship and start-ups. When traditional job avenues are limited, creative minds excel at recognising unmet needs and conceiving ground-breaking products and services to address these voids. Indeed, entrepreneurs often prove to be some of the most innovative individuals on the planet.

Learn for life

Finally, in a world where skill requirements shift with the wind, our educational systems must evolve. Creative thinking guides the development of flexible curricula that promote lifelong learning, empowering individuals to acquire new skills as a necessity. Addressing the skills gap head-on requires a multifaceted approach that includes investing in the current workforce as well as equipping the next generation with the critical 21st skills needed.

The skills and labour shortage is a complex challenge that beckons for innovative solutions. By thinking creatively, we can nurture a culture that fosters innovation, propels economies to new heights, and secures a future of opportunity for all. It’s not just about tackling a problem; it’s about crafting a narrative of resilience, adaptation, and boundless potential. Let’s take the lead, hand in hand, and shape a world that thrives despite the challenges before us.

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Mackenzie-Doyle the founder and CEO of The B!G Idea and former President of The Institute of Designers Ireland, discusses the skills and labour shortage and the need for change

The B!G Idea is a multi-award winning creative thinking programme that bridges the gap between industry and education. Progressive companies of all sizes are joining forces to support thousands of young people learn the most indemand skills in the world.

360 Degree’s of Impact:

• HR - Boost employee engagement, add to CPD and L&D offerings, network with peers and nurture the future talent of tomorrow.

• CSR - Create a meaningful connection with young people from all backgrounds and their communities by supporting innovative change where it matters.

• Marketing - Reach a dynamic audience of young people, school communities, parents and professionals at every level, nationally and internationally.

Your expertise and our vision can create a powerful synergy that not only benefits the next generation, but benefits our world.

Contact hello@thebigidea.ie for more information or scan QR Code. Limited partnerships available.

Ring in the Changes

Roberts Nathan on Important registration changes for Directors of Irish companies for filings and returns to Companies Registration office (CRO)

The Companies Registration Office in Ireland (equivalent to UK Companies House) have implement-ed some important changes to ensure they can identify every registered Director of an Irish com-pany, to ensure the Director is a natural person and prevent identity fraud. As a result, since 11th June 2023, it is a mandatory requirement to include a Personal Public Service Number (PPSN) where available for each Director (equivalent in the UK to a National Insurance number) for all Directors when filing a number of forms to CRO including the Annual Return form (B1) with which the annual accounts are filed.

PPS Number

Where a director has been issued with a PPSN it is compulsory to use that identifier when submitting a relevant form to the CRO. It should be noted that the PPSN will not be visible for any third party viewing the filed forms.

In general, you have a PPSN if:

• You were born in Ireland

• You are working or have worked in Ireland

• You are currently in receipt of a social welfare payment

Other identifier options

RBO number

A Director may have an RBO (Register of Beneficial Owner) number from completing a Form BEN2 previously - this can be used as alternative to a PPSN.

Verified Identity Number (VIF)

If the Director does not have a PPS number (or RBO number) then they must apply for a VIF by completing a VIF form. Only one is required for each director and once filed and registered, a VIF number

is issued by the register and that number will be used for future filings.

The VIF Form contains three parts:

• Part A requires personal details to be completed - Name / DOB / Nationality / Address (usual residential address – not a service address as can be used by Directors in the UK)

• Part B is a statutory declaration where the declaration is being made in the Irish state

• Part C is a declaration being made outside the Irish state and must be signed and witnessed by a Notary Public (this applies for UK based Directors)

We have assisted many UK based Directors on this recently where they did not previously have a PPSN.

IPN (Identified Person Number)

There is also a catch all / last resort. In some instances where it has not been possible for the cur-rent officers to obtain PPSNs from previous Directors (if say required for filing older forms or re-turns which are late).

The CRO have implemented a new procedure where a current officer of a company will be able to make an application to the CRO for an IPN for a previous Director, even if that previous director already has a PPSN assigned to them. Once the IPN has been issued,

Final Word

the Company can then utilize this to file any annual return in which the previous Directors details are required.

The application will be made on a VIFa form and will require the current Director to make a decla-ration of the facts, including what efforts have been made by the Company to obtain the PPSN for a former Director.

Summary

So, in summary there are quite a few options to confirm identity for Directors to enable the filing of documents in CRO. However, all need some prior planning to be approved in time whether a PPSN / VIF/ RBO or IPN.

Failure to file an Annual Return on time with accounts attached in CRO has a number of conse-quences, including late filing penalty (€100 + €3 per day) and also loss of audit exemption, if avail-able, for 2 years.

So, to be compliant and ready you should ensure you have a relevant identification number in place for every Director and verified well in advance.

www.robertsnathan.com

We assist many companies in maintaining their compliance records and making filings in CRO. Contact us if you wish to discuss the impacts of any of these changes or your ongoing compliance filing requirements here in Ireland.

Company Secretarial specialist: patrick.mohan@robertsnathan.com

Partner: aidan.scollard@robertsnathan.com

Lipstick to Leadership

Kayleigh O’Donovan comes from an incredibly entrepreneurial and close-knit family, so it’s no wonder that she is a business leader in her own right.

to feel so welcome and the support from clients, my growing team and my wider Manchester network has been incredible.”

name: House of Vanity. She didn’t have her own company at this point, but she knew that she would do soon. She also knew exactly what she wanted this future business to embody.

Using this brand on socials whilst working in the industry, and slowly building up her influence and following, she had an amazing opportunity.

As the CEO of two Manchesterbased businesses, she is an ideal, and inspiring leader for BITAx North – the home of BITA for younger people in our northern Chapters.

Since moving to Manchester in 2019, Kayleigh has settled well into Northern life, developing her own very strong network of like-minded and inspiring business leaders. Something she looks forward to continuing to grow with BITAx North.

“All my family live in London within about 15 minutes of each other.” says Kayleigh. “We are an incredibly close-knit, supportive family, and we’ve all worked together at some point in our family company, O’Donovan Waste Disposal. Having been inspired by the success of my mum & her siblings I knew that I wanted to build something of my own and Manchester has been an amazing base to start my businesses. I’ve been made

Kayleigh’s career in the beauty industry began at age 16, when she gained her CIDESCO and CIBTAC qualifications – the only internationally recognised beauty qualifications. Of her studies, she says, “This was an intensive training course, attending college six days a week for 10 months. It was perfect for me as I love working under pressure and being in a fast-paced environment. I was going to do something, I wanted to do it to the highest standard and to challenge myself”

Finishing her training at 17, she went on to be the youngest person working at Clarins, at their Brent Cross store. From there, she worked her way up, learning more about her field, and the business behind it, as well as networking and growing her contacts. Kayleigh ran ‘TOWIE’ star Chloe Sims’ salon for 3 years before making the leap to go out on her own.

In 2016, she settled on a brand of her own, and started work to build it up, creating the images, trademark and

“I knew that I wanted to move to Manchester for a while. It’s such a dynamic city, with lots going on and during my time working as a makeup artist on TV Shows, I had seen the TV companies move to Manchester. I felt like it was poised to undergo rapid growth and I wanted to be a part of that.”

In 2019, she had the opportunity to move to Manchester and co-run a salon with her cousin. In 2020, coming out of the first lockdown she took over as sole owner, rebranded it as the ‘House of Vanity’ and she has now been a happy Manchester resident and business owner for 5 years.

Her newer enterprise, Mob and Ko Cosmetics, had a similar story. Molly O’Brien is a Manchester local, and founded her own makeup brush company, Molly O’Brien Brushes or MOB as they were often abbreviated to. These excellent quality brushes already had Kayleigh as a fan, so when she saw that the company

Manchester Beauty Mogul takes on a new Challenge with BITAx North!

was up for sale, she decided to take the plunge with business number two.

“I saw something in the company that was perfect for me. I had been using their brushes professionally for years and knew they were great quality, so I was delighted to have the opportunity to take over as the new company director. I rebranded the product with a new aesthetic, but kept that same core, quality product.” Kayleigh explains; “I worked with Molly on the rebrand to make sure that the quality didn’t dip. She’s an incredible businesswoman, we have similar values and similar outlooks and we just really worked well together.”

I ask Kayleigh if she thinks that an entrepreneurial spirit is innate, or something that people can learn.

“My aunt, Jacqueline O’Donovan and I discussed the same question at a family lunch recently, and she said that she thinks it’s something you are born with, and I agree with her. You need that drive, and determination, and more importantly, a willingness to embrace risk. You can definitely learn to be a stronger leader and that is something I have chosen to work on in 2024 having signed up to a Growth Management course at Manchester University beginning in February.”

“I’m surrounded by people who have set up their own businesses, and I have an amazing support system. I’m able to see their journeys, learn from them, and enjoy gaining other business owners’ perspectives. However, challenging the journey of entrepreneurship is a continuous cycle of learning not only from my own journey but hearing the journey of entrepreneurs and business owners around me.”

This is what Kayleigh has been doing with BITAx. Being able to watch what BITAx South is doing, seeing how they engage with members, the support that

they offer, and getting to grips with the BITA ethos, has been integral to her being ready to launch her own Chapter in Manchester. James Rae Chapter Chair of BITAx South has been a great support and watching his board grow their chapter has been inspiring.

“I’ve been to BITA events, I see how the team and the members interact, and it’s lovely. I can now say that I know what BITA is, and I love the ethos of helping others, of being the ‘People who know people that help people’. I really feel like it’s something I can recommend to my clients and network and get behind as a business leader.”

She has already had some success with BITA, having worked with Trinity Logistics, however she wants to expand on this.

“Lots of people hear ‘beauty salon’ and think that there is nothing they can do to support me or any way that I could

support them, but that’s not the case. Not only is there logistics, but also staffing, supplies, insurance and lots more that people may not think of. The UK beauty industry is worth almost £30billion and is expected to continue to grow.”

With this in mind, she is planning the first BITAx North evening event in February, and she has some amazing ideas for unique and fun events in the future; Reformers Pilates anyone?

There is already a BITAx Instagram, so we encourage everyone to follow them to get the latest updates about upcoming events for BITAx North and South, and to keep an eye on the events page of the BITA website to book tickets.

Kayleigh already has a vibrant network of business leaders and owners in Manchester, and we are truly delighted to have her with us, and not only founding, but leading the way with BITAx North.

I KNEW THAT I WANTED TO MOVE TO MANCHESTER FOR A WHILE. IT’S SUCH A DYNAMIC CITY, WITH SO MUCH GOING ON. I FELT LIKE IT WAS POISED TO UNDERGO RAPID GROWTH AND I WANTED TO BE A PART OF THAT.

https://houseofvanity.com/

https://www.mobandko.com/

You can visit the House of Vanity in Manchester and online:

and check out the Mob and Ko brushes online:

Kayleigh with BITA President Paul Whitnell

Attracting Young Minds

BITA was very happy to provide another work experience opportunity at the end of 2023 to a student at a local school. As our theme for this magazine was the lack of labour and skills, especially in construction, we thought it would be a good idea to ask her what her classmates were planning to do for their careers, and to ask what she thinks would be an effective way to increase interest in the industry:

Many industries have faced a massive fall in staff retention, but few have taken such a hit like the construction industry; from the years 2019 to 2021, there has been a 25% increase in job vacancies. Many people are unsure on why this is happening however it’s clear that young people’s lack of interest is having a massive impact, leaving businesses unable to obtain new employees. There is only one person I know thinking about construction, and only as a short-term stepping stone to something else.

How construction is represented in the media hasn’t helped. Construction has been known as a masculine job for many years and still perceived as such to many people, this has been displayed in the little to no representation of women shown in TV shows and films. Most schools do not even offer the option of construction / engineering as a GCSE and if they do, it is common knowledge

WE HOPE THAT OUR MEMBERS SEEK TO ENGAGE WITH YOUNGER PEOPLE TO ENCOURAGE INTEREST IN THEIR AMAZING INDUSTRIES.

that it’s geared towards boys. According to the Wise Campaign, 94% of those studying construction at GCSE, are boys.

For the construction industries to grow and recover from the severe shortage of workers, they should consider targeting younger age groups. By the time most teenagers are 18 they already know what they want to do, so to increase employment, industries need to gain the interest of younger age groups. Due to the massive change in education and the improvement of technology, young people have the ability and capability to bring in a whole new skill set, and an increased branch of knowledge. The construction industry can benefit from the technical knowledge that younger people have grown up surrounded by and utilise their potential to develop their companies.

Increasing attraction in young age groups may seem difficult, however, there are many things we can change and adapt. For example, not everyone knows what is included in construction, e.g. what kind of jobs are available and how they can even go about achieving these positions. Shouting about these things on social media is key when your target audience is teenagers and young adults. If companies

show different job types and different aspects of the industry, then it will increase interest from young people. Construction companies could also try to advertise apprenticeships that they offer, this will allow younger people to strive for these opportunities and increase the numbers entering the construction industry.

Another way to attract young people is by educating them on the things they can do after construction, some people may see this as pushing people away from staying long term however if you can demonstrate that there are things they can do after construction then they will be more inclined to consider construction to begin with. It is vital that companies go out and show the generation of the future what construction really is and what an amazing job it can be. By construction teams going out and speaking to the next generations, they can delete the biases that surround construction increases the potential interest from girls as well as people that feel as through what they see and hear in the media is 100% true and therefore puts them off.

You can talk with Susan Pearson on the London board who works with young people in schools to drum up interest in different industries, and you could also reach out to Nick at the RALF Partnership. Larger companies may find success approaching schools directly to discuss mentoring opportunities.

Grace Aves, Student at FitzWimarc School, gives her insight on how to encourage young people into construction

It is imperative that we bridge the gap between skilled workers and job opportunities in the UK and Ireland by developing a proactive and strategic response; investing in the education and development of young people. This not only readies them for the workforce but also establishes a bedrock for economic growth and adaptability. Of the array of solutions available, empowering young individuals with international and practical exposure emerges as a potent remedy.

Nurturing a Diverse Skill Set

Investing in education involves more than just imparting theoretical knowledge; it’s about nurturing a holistic skill set that encompasses critical thinking, problemsolving, adaptability, and communication.

tackle complex issues from multiple angles, making them more valuable and adaptable employees.

This skill set equips youth with the ability to adapt quickly to changing work environments, which is particularly crucial in industries experiencing labour shortages. By possessing a versatile skill set that goes beyond mere technical expertise, these individuals can seamlessly transition into roles that require a blend of creativity, critical thinking, and problem-solving, thus helping to bridge the labour gap.

Global Competency

In an increasingly interconnected world, having a global perspective is no longer a luxury; it’s a necessity. Investing in the education of youth, which includes

Bridging the Gap

The Impact of Youth Education

WORK PLACEMENTS ABROAD

NOT ONLY PROVIDE HANDS-ON EXPERIENCE BUT ALSO ALLOW YOUTH TO LEARN FROM DIFFERENT WORKING CULTURES.

Young individuals exposed to a wellrounded education are better prepared to take on the multifaceted challenges of the modern job market. International exposure, such as participating in the Turing scheme, introduces them to different educational systems, cultural norms, and ways of thinking. This exposure encourages them to develop a diverse skill set that allows them to

international exposure, fosters global competency and cross-cultural skills. By immersing themselves in different cultures and societies, young individuals learn to appreciate diversity, communicate effectively across linguistic and cultural barriers, and navigate unfamiliar environments. These skills are not only crucial in a globalised job market but also in building relationships and collaborating on an international scale.

The ability to navigate diverse cultural contexts enhances the employability of youth, especially in sectors where multicultural interactions are common. In addition, individuals with crosscultural skills are more likely to develop international business relationships and contribute to global projects, thereby filling the gaps in industries that require international collaboration.

Practical Experience Matters

While theoretical knowledge is vital, practical experience is equally essential in preparing youth for the workforce. One way to provide this experience is through work placements, which often take place abroad. Work placements offer young individuals the opportunity to apply their skills in real-world settings, gaining invaluable insights into industry practices, corporate dynamics, and problem-solving. The youth can bridge the gap between academic learning and practical application, making them more job-ready and adaptable upon entering the workforce.

Work placements abroad not only provide hands-on experience but also allow youth to learn from different working cultures. These experiences contribute to building a skilled and dynamic workforce that is capable of filling positions in industries that are struggling with shortages, as individuals can immediately contribute their practical knowledge and skills to address specific challenges.

Long-Term Learning and Growth

Investing in education doesn’t stop at acquiring a degree; it lays the foundation for lifelong learning. Encouraging young individuals to seek knowledge, continuously develop their skills, and stay abreast of industry trends ensures that the workforce remains dynamic and capable of adapting to changes. International exposure adds a layer of curiosity and openness to learning, encouraging individuals to seek out new experiences and information even beyond their formal education.

Promoting a culture of continuous learning among youth can address the labour shortage by ensuring a constant pipeline of skilled workers. By investing in lifelong learning, the workforce remains current with industry trends, technologies, and practices, allowing them to step into positions that might not even exist today but will be critical in the future.

Prioritising youth education, especially with an international focus via initiatives like the Turing scheme and practical placements abroad, promises significant benefits. This approach nurtures diverse skills, global expertise, innovation, and leadership abilities in the younger cohort. It not only tackles the present labour shortage but also secures a future-ready workforce that’s agile, inventive, and robust in the face of evolving challenges.

Skip Hire Grab Hire

Roll On / Offs Man & Van

Road Permits Arranged

High Rate of Waste Recycled Via Our Own Waste Transfer Facility

The Winds of Change

The construction industry in the UK has long been characterised by traditional methods and practices. However, in recent years, a wind of change has swept through the sector, bringing a wave of innovation that promises to redefine the way buildings and infrastructure are designed, constructed, and maintained. Is this surge in technological advancements, sustainability initiatives, and digitalisation something that our current construction contracts can keep up with?

This article discusses some of the innovations we are seeing in the industry and provides some food for thought on the adaptability of our contracts.

Technological Advancements

One of the primary drivers of innovation in the construction industry is the integration of advanced technologies. Building Information Modelling (“BIM”), for instance, has revolutionised project management by providing a comprehensive digital representation of a construction project. BIM allows stakeholders to collaborate more effectively, minimising errors and delays. As the industry adopts these technologies, contracting parties need to ensure that they are clear on who is liable for the risks associated with using these tools. For example, if there is a major data breach or the digital space holding the project information becomes compromised, whose risk item is that? Where will this fall under the traditional methods of recovering time or loss and expense?

Sustainability Initiatives

The construction industry is under growing pressure to embrace sustainability practices, which is especially true for

James Sargeant, Associate Director, and Emma Payne, Junior Associate at Quigg Golden, discuss whether contracts can keep up with Innovation in the Construction Industry

those who contract in the public sector as social value in procurement and the race to net zero are becoming ever more prominent considerations. Green building technologies, renewable energy integration, and eco-friendly materials are becoming more prevalent. Sustainable construction practices aim to reduce the environmental impact of projects, promoting energy efficiency and resource conservation.

Sustainability measures can introduce new complexities to construction projects and industry players need to be alive to the direction of travel in the UK. Fortunately, the industry is adapting, for example, the NEC published secondary Option X29 Climate Change in July 2022 for all NEC4 main and main subcontract forms. Option X29 allows clients to include their Climate Change Requirements in the scope. If the contractor achieves performance targets relating to climate change, the payment amount is adjusted. Option X29.2 requires the parties to act collaboratively; and X29.3 employs an early warning mechanism for matters which may adversely affect the achievement of the Climate Change Requirements. The NEC has taken familiar mechanisms from the existing contract (such as those relating to target achievements and early warnings) and catered them to an innovating market whilst still prioritising user-friendliness.

Digitalization

and

Smart Infrastructure Technology in building infrastructure is also experiencing innovation. Smart buildings equipped with sensors and interconnected systems enable realtime monitoring and data collection for predictive maintenance and improved performance. Something that is perhaps more common and prudent to

SUSTAINABLE CONSTRUCTION PRACTICES AIM TO REDUCE THE ENVIRONMENTAL IMPACT OF PROJECTS, PROMOTING ENERGY EFFICIENCY AND RESOURCE CONSERVATION.

highlight however is the digitalisation of construction-phase systems, such as using QR codes to sign in staff rather than hardcopy sign-in sheets, and the use of cameras all around sites to monitor progress – meaning that the scope for disputing events on site is becoming increasingly narrow. The use of cameras throughout sites also means that clients will likely opt for strict enforcement of time-bars for notices of claim as they will be able to pull up time-stamped footage of events on site and could argue that a contractor should have become aware a lot sooner! This is not something that is seen on every site, but it is certainly something that is becoming increasingly popular amongst clients on larger scale projects.

Conclusion

Innovation in the construction industry is a dynamic force that promises to enhance efficiency, sustainability and overall project outcomes. However, to fully realise the benefits of these innovations, our contracts must evolve to address the unique legal challenges and opportunities presented by the changing landscape. Contract selection and drafting will become increasingly important for all parties involved. Innovative construction technology is certainly exciting; but riskreward sharing, well-written contracts, and strong contract administration must remain key focus points for the industry.

Experts in delivering construction talent

Cavendish Professionals is an Irish family-run recruitment consultancy, delivering skilled rail, construction & engineering professionals for domestic and international projects.

Labour provided within:

> Project/Site Management

> QS & Cost Managment

> Plant and Civils

> Rail

> M&E

> Building Trades

> Crane Teams

> Logistics

Addressing the Skills and Labour Shortage

In recent years, the construction industry in the UK and Ireland has been grappling with a significant challenge – a severe shortage of skilled labour. As a professional with several years of experience in the construction recruitment sector, I have seen firsthand the consequences of this shortage and the need for effective mitigation strategies.

The Current Landscape

The construction industry has been a cornerstone of economic growth, providing jobs and building infrastructure that supports communities. However, the continuous shortage of skilled workers has put a strain on this crucial sector. According to recent reports from industry bodies, the UK alone is facing a shortage of over quarter of a million skilled construction workers, including bricklayers, carpenters, and electricians. Similarly, Ireland is experiencing a significant deficit in skilled labour, resulting in project delays and cost overruns.

Impact on the Industry

The implications of the skills and labour shortage are wide-ranging. Project delays have become a commonplace as construction companies struggle to find the right talent to meet demand. This not only affects project timelines but also increases costs due to extended periods of labour and project management. Furthermore, the shortage has driven up wages for skilled workers, adding to the financial burden faced by construction firms, large and small. The shortage has potentially hindered innovation and growth within the industry. A lack of skilled personnel means that construction companies have limited capacity to adopt and implement new technologies.

Mitigation Strategies

– Investment in Training and Education: One of the primary solutions to address the skills shortage is a focus on training and education. Collaborations between construction firms and educational establishments can create tailored programs that equip individuals with the necessary skills. Apprenticeship schemes, vocational training, and upskilling initiatives can help bridge the gap between demand and supply.

– Promotion of Diversity and Inclusion: Encouraging diversity within the construction industry can help tap into a broader talent pool. Women, ethnic minorities, and other underrepresented groups can bring fresh perspectives and skills to the sector. By fostering an inclusive environment, the industry can attract a wider range of individuals and address the shortage more effectively.

– Technology Adoption: Embracing technology can compensate the shortage of skilled labour. Off-site construction methods, prefabrication, and modular construction can reduce the need for on-site skilled workers and streamline the building process. Additionally, the integration of digital tools can enhance collaboration and project management, improving efficiency overall.

– Collaboration with Government: Governments in the UK and Ireland can play a pivotal role by implementing policies that support the construction industry. This includes providing incentives for construction firms to invest in training, easing regulations that hinder construction projects, and promoting infrastructure development to create a sustained demand for skilled labour.

– Retaining and Upskilling Existing Workforce: Retaining experienced workers and upskilling them to meet new demands is a cost-effective strategy. By investing in the development of existing employees, construction companies can adapt to changing requirements and reduce their reliance on external hiring.

– Cross-Industry Collaborations: Partner with other industries, such as manufacturing or technology, to create a talent pipeline. Many skills are transferable, and individuals from these sectors could bring fresh insights and approaches to construction.

– Global Talent Pool: Explore international recruitment by creating pathways for skilled workers from other countries. This can be done through streamlined visa processes and recognition of foreign qualifications, allowing the industry to tap into a diverse pool of talent.

– Virtual Reality Training: Utilise VR technology to create immersive training environments. Trainees can practice complex tasks in a risk-free virtual setting, accelerating skill development.

– Gamification of Training: Develop interactive training platforms that use gaming to teach construction skills. This engaging approach can attract younger generations and make learning more enjoyable.

The Future

The skills and labour shortage in the UK and Ireland’s construction industry is a multifaceted challenge that demands urgent attention. As a person deeply involved in the recruitment of the construction sector, I too need to emphasise the importance of collaborative efforts to mitigate the crisis. By investing in education, embracing technology, promoting diversity, and fostering government-industry cooperation, the construction industry can navigate these troubled waters and emerge stronger than ever. The time for action is now, and it’s a collective responsibility to ensure a thriving future for construction in the UK and Ireland.

Mark Liston, Construction Division Director at Cavendish Professionals, proposes solutions to the skills and labour shortage in the Construction Industry

Thanks to our Awards Sponsor

Celebrating our members!

We love working on the BITA Awards each year, as they provide us with the perfect opportunity to celebrate and acknowledge the hard work of our members. This is why we are thrilled to announce that our Gala Ball and Awards are back for 2024, this time being held at the incredible Raffles London at The Old War Offices in Whitehall on the 19th October! You can reserve a table now for a fee, and be first in line for when tickets are released.

Following on from the amazing event at the Londoner in 2022, we can’t wait to welcome back the Swan Band, for our entertainment on the evening. Their incredible musical talents will have guests dancing from start to finish!

For any new members, the BITA Awards are an annual celebration. We announce the award categories on the BITA website at the start of the year and encourage all members to have a look and strongly consider entering.

Following on from the nominations, we then contact each of the nominees and ask for further information about why they or the business should win. We then announce the finalists for each award, and our panel of independent judges decide

The award categories were:

BITA Supporter

The BITA Supporter Award is for companies or individuals that really ‘get’ BITA, and make sure that they are involved with the organisation - giving as good as they are receiving!

Finalists

Anne Healy, from Biddys Goodluck Horseshoes, an awardwinning Irish business based in Kilkenny, Creating Good Luck Gifts for all occasions from genuine horseshoes.

Colin Gaunt, from Concrete & Rock Solutions Ltd (CRS); specialists in the design, manufacture, and installation of a variety of retaining wall systems that solve problems.

Drew Montague, from Montague Fine and Rare Wines, sharing knowledge and experience to help individuals, wineries and restaurants get more enjoyment – and greater profits – from fine and rare wines

on the winners for each award, who are then announced at an annual awards ceremony.

For the awards in 2023, we were thrilled to host our members at the stunning St Pancras Renaissance Hotel in London for our 5th annual BITA Awards Celebration, generously sponsored by John Sisk and Son Ltd, with support from Currencies Direct and HSS Hire. This hotel is one of the most romantic buildings in London and is an iconic gothic treasure from the late 1800s.

Paul O’Shea and Andy Byrne, from Ashview Consultants, an award-winning health, safety & design risk management consultants in the construction industry.

WINNER

Bridie Cunningham, from Portman Scott, a boutique recruitment business recruiting Sales and Marketing professionals, from Director to Executive Level and all supporting functions.

Bridie Cunningham collecting her BITA Award from BITA President Paul Whitnell

Business to Business

The Business to Business is for companies demonstrating a successful track record of adding value to their customers’ business through an understanding of partnership, responsiveness, and their customers’ own business drivers.

ABM providing award-winning professional Soft Services to businesses and organisations based in Ireland and UK.

airc.world llp provides services to the construction sector via a suite of sector specific companies, including architectural design and digital support services.

BSF Solid Surfaces are experts in providing bespoke reception desks, wash troughs, teapoints, bar tops, lab tops and more, all handcrafted to order.

Finalists WINNER

PIB Risk Management are focused on providing simple, creative, yet effective solutions to risk management that really work in the workplace.

Roberts Nathan, founded in 1997, and comprised of a highly experienced and dedicated team of business advisers and accountants.

Commitment to Sustainability

Our Commitment to Sustainability Award is for businesses who put sustainability at the core of what they do, and how they operate. They will maintain an eye on the needs of the business while balancing the future health of the planet. These businesses will not just pay lip service to ESG but be true and committed sustainability champions!

Finalists

Wild Thang Ltd, are here to help with expert advice, we’re passionate about delivering one creative branded clothing, merchandise and print solution.

Thermac are hazardous equipment specialists in the asbestos abatement, flood and fire, demolition, and land remediation sectors.

Green D Project Ireland provide a no carbon biofuel diesel replacement for the vast majority of diesel engines.

EDC Engineering Design Consultants, a truly progressive consulting engineering firm. We are industry innovators, striving to deliver the most striking and dynamic work possible.

WINNER

Green Box Recycling Kent Ltd tailor services to offer clients the highest standard skip hire and waste management services throughout Kent, Ashford, and East Sussex.

Richard O’Farrell of EDC collecting BITA Award from BITA President Paul Whitnell

Richard Monks, Green Box Recycling, collecting the BITA Commitment to Sustainability Award

Emerging Young Leader

The BITA Emerging Young Leader Award is for a trailblazer is coming up with innovative business solutions. We are looking for someone who is a calculated risk taker and an innovator.

Finalists

Chloe Cross, is a BITAx Board Member, founder of Cresco Commercial and Women in Construction Ambassador.

Sophie Long, the Vice Chair of BITA Ireland West, and trainee estate agent and valuer at BV Real Estate

Steve Bishop, Director of Volmech Electrical Contractors.

WINNER

Growing Business

The Growing Business Award is for companies who have been trading for a minimum of 3 years and who can show high growth revenue and profit over the last 12 months.

Finalists

JJ Rhatigan is a leading main contractor at the forefront of the construction industry for over 70 years, with offices in Galway, Dublin, Cork, Sligo and London.

PWM UK Ltd is an SME providing surveying, design and installation for both MEP and Civils within the construction and rail infrastructure.

JR Hoarding provide the construction industry with high-quality hoarding, working closely with every client to create the most suitable design for their needs.

Harris Group is one of Ireland’s longest-established commercial vehicles importer and assembly companies, best known for our portfolio of well-known brands.

WINNER

P.J. Hegarty & Sons U.C. was established in 1925 and is now one of Ireland’s leading and most progressive building and civil engineering companies.

Kayleigh O’Donovan, Chair of BITAx North, and owner of House of Vanity Group and Mob & Ko

James Rae, Chapter Chair of BITAx South and project specification manager for Roca Group.

Barry Dodd collecting his BITA award from Paul Whitnell

Kayleigh O’Donovan on stage with her family and her Emerging Young Leader Award

Renewable Energy

The BITA Renewable Energy Award is for a business that champions renewable energy, thinking about the environment and technological developments, as well as their business growth.

WINNER

Total Electrical Solutions, who specialise in renewable energy which has spearheaded the drive to combat the world’s energy crisis.

Construction Leadership

Construction Leadership Award is for a truly inspirational leader, working in the construction industry.

WINNER

extensive experience in a wide range of sectors.

BITA Chapter Champion

The BITA Chapter Champion Award acknowledges the outstanding work of one of our Chapter Champions, that has been working hard to grow their chapters and provide even more benefits for members.

WINNER

Billy Griffin, Chair of the Dublin Chapter and owner of Artisan Image Solutions Limited.

Sheila Gisler, CField Construction, a Building & Civil Engineering contractor who has

Sheila Gisler on stage with her family and after collecting her Construction Leadership Award

Richard Hughes of Total Electrical Solutions accepting his Renewable Energy Award from Paul Whitnell and Diane Birch

Billy Griffin, Dublin Chapter Chair, collecting the award for Chapter Champion from Paul Whitnell and Diane Birch

Thanks

to our Awards Sponsor

Lifetime Achievement Award

The BITA Lifetime Achievement Award is a special award with the recipient decided upon within the leadership of BITA, and very important to us and our members, and we would like to thank John Sisk and Son Ltd for their support, which has enabled us to run this esteemed award.

We look at the whole picture, considering candidates’ impact in business, community, and innovation, across the whole of their career.

The Lifetime Achievement Award recognises the outstanding management and leadership of an individual throughout their career and is awarded only when a truly worthy candidate is identified.

The Award is therefore given to an individual whose contribution has made

an outstanding impact on the wider community with their leadership skills. Previous winners of this prestigious award are Pat Gallagher, Danny Tim O’Sullivan, Michael Crossan, and Des and Ray O’Rourke. They are now joined by this years’ winner: Denise Harris!

Denise has had an incredible impact on the Dublin business landscape, and is beloved by her friends, colleagues, and employees.

The Harris Group was founded by the late Robert ‘Pino’ Harris (19422017), remembered as a pioneer whose legendary business acumen ultimately came to change the face of the transportation industry in Ireland. His business breakthrough came in the 1960s

through importing Japanese brand Hino, whose trucks soon gained a reputation for toughness and reliability, earning significant market share. He subsequently grew the Harris brand portfolio to include Isuzu (1985) and Iveco (1994), dominating the heavy goods vehicles market.

In later years Harris Group activities grew significantly to include a wide range of light commercial offerings as well as a bus and coach division, with Pino Harris’ commitment to innovation and exceptional customer service underpinning its success.

With the tragic death of Pino in 2017, Denise took over the reigns of the business to ensure that no employees were let go, that quality wasn’t compromised, and to continue with the legacy of reliability and toughness that Pino had started.

With a strong spirit of innovation and a moral conviction and commitment to excellence, Harris Group continues to be a shining example of good business practices. With Denise at the helm, this will continue to develop and grow stronger.

Above: Denise Harris, CEO at the Harris Group, collects her Lifetime Achievement Award from Paul Whitnell and Diane Birch

Left: Denise Harris addresses our guests following her Lifetime Achievement win

Bring in the Women

The construction industry is facing a labour and skills shortage caused by many factors, some of which include the COVID-19 pandemic, Brexit, challenges attracting new and diverse talent, as well as the lack of digital skills in the existing talent pool.

According to New Civil Engineer, 58% of organisations are struggling to hire the skills they require1, as two women at the early stages of our career we share our perspective on the issue our industry is facing.

How could increasing the number of women address the skills shortage?

The latest figures from the Office for National Statistics show that 15% of the construction workforce is female2. Considering the UK population is approximately 50/50 male to female; it seems obvious that an increase in the number of women would increase the overall size of the workforce reducing the strain on existing talent.

A higher number of women would not only increase the size of workforce, but would contribute a greater diversity of thought, experience, and perspective. This also goes for other underrepresented groups such as BAME, LGBTQ+ and neurodivergent people. Diverse teams produce 60% better results and make better decisions in 87% of cases3. An increase in the proportion of women would therefore not only increase the size of the construction talent pool, but also increase its effectiveness.

However, if it were that simple, why has it not happened already?

What barriers are women are facing?

We believe there are three main barriers that discourage women from entering and remaining in the construction industry –awareness and opportunities, perception of the industry, and working conditions.

The opportunities presented to women are often not the same as for men. Women are not encouraged to pursue jobs in STEM or male dominated industries, and therefore are not aware of the diverse opportunities available. We

are influenced as early as primary school through our teachers, parents, friends, and wider societal attitudes, and the effect is profound.

The construction industry has been slower to modernise compared to other industries, such as manufacturing and automotive. This combined with the common perception that construction is dirty, unsafe, and unprofessional has deterred people. If the construction industry does not prioritise change, it will continue to lose much needed talent.

Many construction roles often require long hours with little flexibility and, typically, with women still taking on the responsibility for the majority of domestic labour, it makes construction careers even less accessible. Women also unfortunately

still experience sexism at work; a study from 2020 revealed that 41% of women in construction said they had received inappropriate comments or behaviour from a male colleague4. The industry still has a way to go to make it more attractive to people, but even further for women.

How to increase attraction and retention of women

We recently spoke to several colleagues to understand the key drivers to attracting and retaining more women. Unsurprisingly, flexible working was identified as making construction an attractive choice. A positive work culture allowing people a good work-life balance, with support from line managers, is crucial to this.

Hannah Keating and Caroline Nicholls, Graduate Civil Engineers at Laing O’Rourke ask if we can tackle the construction skills shortage by increasing the number of women in the industry

Enlightening research from Project Engineer, Oka Chan, as part of his Construction Engineering Masters degree revealed that promoting construction to school aged children is the number one most critical factor in young women choosing to pursue construction careers. A greater effort to promote careers in schools would therefore serve to increase the proportion of women in the talent pool.

Allyship from men is also essential. The proven benefits of gender diversity in the workplace must be understood, so men can help advocate for women. If more people, male and female, work flexibly it would go a long way to helping de-stigmatise non-traditional working arrangements.

Finally, clear career paths and representation for women will help others feel like they can build a successful career. If

women have role models and feel supported, it will be easier for us to visualise a long and successful career.

What is Laing O’Rourke doing?

Laing O’Rourke has set bold targets to achieve equal numbers of men and women among its 5,500 global staff by 2033, with additional gender-focused initiatives to improve representation among frontline construction workers5.

Half of the organisation’s Board members are women, as documented in

Further initiatives include:

the latest FTSE Women Leaders Review, which saw Laing O’Rourke top the ranks of the construction sector and put it sixth out of all the UK’s private firms for women in leadership. 43% of UK leadership roles (defined by the FTSE as executive committee and direct reports or equivalent) are also occupied by women, offering fantastic role models for other women in the business.

• Implementing a wellbeing strategy across the entire business to protect people from occupational ill health, including implementation of wellbeing lessons learned during the Covid-19 pandemic.

• The business has linked gender and cultural diversity outcomes to the success metrics of projects, ensuring it remains a key priority.

• They launched an industry-leading global parenthood leave policy – a benefit that gives all employees access to 12 months’ parental leave, with six months on full pay, regardless of gender or how they become a parent6

• Anyone returning from six months parenthood leave is entitled to a “phased return”, allowing them to work 80% of their hours for 100% of pay, for three months. This will result in better outcomes for returners and encourage a culture which embraces part time working.

• Private medical insurance that includes payments towards fertility treatment and gender identity support, plus menopause support available to employees.

• Introduction of new professional workwear that is designed and tailored for both women and men.

• Laing O’Rourke recognises that it needs to recruit and develop more women into senior project roles so mentoring networks and programmes have been introduced with others in the pipeline.

These actions are designed to break down the barriers outlined. It demonstrates to potential candidates a real commitment to shifting mindsets and enacting change in the business and the wider industry.

Conclusion

It seems that there is not a labour shortage because of a lack of women. Rather, preconceived ideas of the construction industry have historically excluded women and minority groups, thus preventing organisations from being able to tap into a huge pool of potential skill. If targeted efforts can be made to remove barriers, this will increase benefits to businesses and individuals alike.

We, as women in the construction industry who aspire to be future leaders, understand the importance of spreading awareness of this issue. We will continue to advocate for women, and for the future women, in our industry.

1 https://www.newcivilengineer.com/latest/construction-industry-must-address-the-skillscrisis-now-in-order-to-increase-output-15-03-2023/

2 https://www.bbc.co.uk/news/articles/cw409klq2j7o

3 https://www.fdmgroup.com/blog/diversity-for-business-performance/

4 https://www.randstad.co.uk/women-construction-2020/

5 https://www.laingorourke.com/company/sustainability/investing-in-diversity-and-inclusion/

6 https://www.laingorourke.com/company/press-releases/2022/laing-o-rourke-launchesindustry-leading-global-parental-leave-policy/

A Cultural Rebuild

Heritage builds are no challenge for Krol Corlett

Our sponsors Krol Corlett have been involved with some incredible works, not least the refurbishment of the Walker Art Gallery in Liverpool.

In addition to commercial and residential developments, including Gorsey Place, University of Liverpool, and Whitson Hospital, Krol Corlett have extensive experience with heritage developments.

They have been integral in the development of historic site across the North. Moor Lane Mills Water Tower is an 1821 mill that was sensitively refurbished by the company, including structural alterations and a roof replacement. They also spent a year carefully restoring an 1823 Grade II listed Georgian Mill in Manchester.

So, when appointed to take on the monumental task of refurbishing and reviving the historic Walker Art Gallery & Midland Railway Building, both Grade II listed landmarks, they were well placed with experience and knowledge to take on the project.

Backed by the Department for Culture, Media and Sport, Tavolozza Foundation, Henry Moore Foundation, and Art Friends Merseyside, the project was high-profile and very involved.

The Gallery houses an internationally renowned collection of paintings, sculptures, and decorative art from the 13th century to the present day, and it was critical that the development was not only sensitive but done to a supremely high standard to highlight the Gallery’s collection.

The £4.5m full transformation of this phase 1 was showcased in summer 2023 at

the ‘Renaissance Rediscovered’ exhibition and consisted of an extensive amount of internal and external work to refurbish four of the galleries.

The substantial renovations included new roofing (slate, leadwork, and joinery) new guttering, painting, new internal gantry at a high level, new decorative frieze plastering works, extensive plaster repairs, plastering of new walls, joinery, refurbishment of the existing timber floors, and extensive M/E works. The wider Gallery project saw the removal of suspended ceiling, revealing original decorative cornicing that was previously concealed.

Extra attention was devoted to handling irreplaceable artwork and antique items situated near the primary work zones. The Krol Corlett team collaborated extensively with National Museums Liverpool, architect Donald Insall, Project Managers Buro 4, and other essential stakeholders in the design team. Their aim was to ensure the project’s safe and prompt completion, all while being considerate of the building remaining accessible to the public throughout the duration of the work.

“To have the opportunity to work on a building such as the Walker Art Gallery does not come along every day,” said Simon Krol, Director of Krol Corlett Construction.

“I am extremely honoured and proud that Krol Corlett can be linked in some small way in the repair and restoration of the fabulous building, securing its future for our children and our children’s children for years to come.”

THE £4.5M FULL TRANSFORMATION WAS SHOWCASED IN SUMMER 2023 AT THE ‘RENAISSANCE REDISCOVERED’ EXHIBITION.

The multi-award-winning refurbishment was celebrated during ‘Night at the Gallery’, and evening of celebration hosted by Krol Corlett at the Walker Art Gallery, where they showcased the work. This was also held to celebrate a belated 50-year anniversary of the company.

With this incredible project completed to great fanfare, phase 2 now well underway, a new rebrand of the Krol Corlett business, and their 50-year anniversary behind them, Krol Corlett have a lot to look forward to in the next 50. We are excited to see what project they start working on next!

To learn more about Krol Corlett, their latest schemes and community projects, go to https://krolcorlett.com/

Sustainability in Construction

Speed, strength and sustainability – CRS has it all

A member since 2021 with the launch of the Kent Chapter, CRS have been offering retaining walls since 2009.

Colin Gaunt is the owner of the business, and member of the Kent Chapter Board; contributing to the success and growth of the Chapter.

A leader in the Kent business community, Colin is keen to run his company in a sustainable and responsible manner, and he has a strong commitment to continuing this ethos. He also has a strong relationship with Ireland, with their off-site manufacturing partner based in Rosscommon.

CRS has an amazing product; an incredibly adaptable retaining wall. As level sites become a rarity, developers are increasingly requiring retaining walls, and the innovative, affordable product from CRS offer a fantastic solution.

On-site flexibility offers the main advantage, meaning that it can be engineered to fit any site. They also offer a full weather installation system. No

mortar is needed, and so the wall can be installed at any time of the year – no need to wait till summer!

“Having worked in the construction industry for some time, I know the holdups that can be caused waiting around for the right people to have space in their calendars” explains Colin. “I wanted to create and market a product that not only looks fantastic, but really helps housebuilders and the clients get what they want, on time. Regardless of weather or labour availability.”

This innovative system works by using interlocking modular mortarless blocks, offering the simplest and most effective engineering solution available. The simplicity of the installation method means that house builders can utilise their existing workforce to install the walls, without waiting or spending money on specialist installers.

“You only need a three-man team for the installation,” says Colin, “and they can work in all weathers, which is perfect

for housebuilders working to hit their timelines.”

CRS is committed to ongoing development of their system through iterative and innovative development process and welcomes suggestions from clients and workers with an aim to continuous improvement.

Colin talks about the innovation in the business; “Everything is changing, and we all have a role to play. We realised the importance of incorporating sustainable business practices into what we do at CRS, and to that end we managed to include over 40% recycled materials from slag by-products in our products.”

This also adds to the strength in the blocks and subsequently, the walls they build. Insisting on a minimum 35mPA, CRS are currently exceeding that target and achieving over 42mPA (20% increase).

Colin is a big believer in a simple, practical approach to innovation, with simplicity and speed being the main goal. With their increased strength, all-weather adaptability, and speed of construction, CRS have developed an amazing product that can have a real impact on construction timelines.

Kingsley Aikins, CEO of The Networking Institute, on

why networking is more important than ever

Getting out there

We are facing a massive networking challenge; our networks have shrunk, and we must find a way to get back out networking both to refresh our existing networks and build new ones. The dual impacts of Covid and working from home have induced a tendency to hunker down with family, friends and just a few business contacts. This is the inner concentric ring of our network where we have close emotional ties, but many have let slip the outer concentric ring where we tend to have a wide array of ‘weak ties’ wherein lies opportunity. Accordingly, there has been less business development, less learning on the job, less serendipity and, as we say in Ireland, less craic. People are less loyal to their companies and company culture is more difficult to develop and sustain.

Networking is a key ‘soft’ skill. Traditional skills like teamwork, communication and critical thinking are becoming more important than ever. Also, soft skills are hard to automate which will increase their desirability in the future. Computers are poor at replacing human interaction. In short, then, Networking is a way of future-proofing your career. So, see your network as not just a safety net in case things go wrong and you need help but also as a trampoline that will bounce you into new opportunities.

As I progressed in my career, I began to realise that there were a whole series of unwritten rules of business that don’t get taught in formal education yet are critically important.

Having lived and worked in 6 countries around the world I came to appreciate some universal truths about networking and life in general.

HERE ARE THREE KEY LESSONS I LEARNT:

Life: A game of inches

The difference between winning and losing, coming first, and coming second can be tiny, can be minuscule but the implications can be enormous. We see it in sport all the time. A notable example is David Brailsford who took over running British cycling after a century of having won virtually nothing. He introduced the notion of marginal gains. This revolves around the belief that being 1% better than the opposition often doesn’t get you 1% more - it can get you a whole lot more – being 1% worse doesn’t get you 1% less it often gets you - nothing. He broke down cycling into every single constituent element and worked to continually improve each element by 1 % in the belief that you will get a significant increase when you put them all together. The results were impressive - dozens of medals at the Olympics. He then went on to win 6 Tour de France by applying the same principles. An example here is that he brought the beds and

10 key tips that can immediately help you start developing a strong and diverse network:

1. Be curious, ask questions, become a great listener.

2. See luck and serendipity as something you can make happen for you.

3. Remember some small fact about everybody you meet.

4. Return 3 emails every day with a phone call.

5. Send handwritten notes to people who matter.

6. Build weak connections with people you don’t know.

7. Hang around with people who are good at networking and learn from them.

8. Get out there – your desk is a dangerous place to view the world.

9. Seek out and talk to strangers and unlike minded people

10. Always carry a notebook and jot down ideas.

pillows of the cyclists from hotel to hotel. So, the lesson in all this – if you look to improve everything you do by 1%, even the smallest of details, the cumulative gain adds up to a much more substantial improvement. In all of this it is important to remember that your network can be the difference maker –your network can be that marginal gain.

One introduction: One conversation to change your life

That life-changing conversation won’t happen lying in bed or sitting at your desk. They happen when you are in motion, when you are out and about, changing your routines, talking to strangers, seeking out unlike minded people, putting your talents on display, speaking, and presenting and building an online tribe. I came to understand that who I knew (and who they knew) can be equally important as what I knew. This then is an appreciation that when key decisions must be made it is important to think ‘who’ rather than just ‘what’ and ‘how.’ We are all just one connection away from a life changing opportunity - one introduction or one conversation can have a dramatic impact on our careers.

Find your pack: You can’t go it alone

The reality of business life is that you must network your way to success. You have to reject the myth of individualism – the notion that success is all about the rugged individual taking on the world on their own – the Lone Ranger, the Marlboro Man, the Wonder Woman – pretending that they are masters of their own destinies. The truth is that success depends on your relationships with others. No matter how brilliant you are, if you are playing

THE UNWRITTEN RULES OF BUSINESS DON’T GET TAUGHT IN FORMAL EDUCATION YET ARE CRITICALLY IMPORTANT.

a solo game, you will always lose to a team. Opportunities don’t float around on clouds – they are attached to people so if you are looking for an opportunity you are really looking for a person.The way to gather information is to talk to people in your network – your network can be the font of pivotal intelligence or what is called network intelligence. An individual’s power and influence are raised exponentially by their network, and you can get personalised, contextualised advice from anyone, anywhere. Everybody you ever met knows somebody you don’t and the way to people you don’t know is through people you do know.

The generally accepted definition of networking is building long term hearts and minds sustainable relationships. Most people agree with that definition. However not everybody agrees with the next bit - networking is about giving not getting. This often runs contrary to what most people think about networking – something you do when you have a problem, want to increase sales, or get a new job. However, if you consistently give to individuals on a regular basis, it comes back to you from your network. It is about thinking who in your network could be helpful to other people.

Not Quite Skynet...

Why AI is Not Going to Put People Out of Work

is a broad term to describe many different types of automation. In its simplest definition AI is a very well put together piece of software or machine that mimics what a human would do. If we pause for a moment to think about what that really means, is that it is best suited to automating tasks that don’t require a huge amount of thought. AI in its current state cannot imagine or come up with an idea from scratch. It is still a very long way away from that.

Media has covered the area of AI in a fashion that stokes fear, uncertainty and doubt (a manipulative method of propaganda known as FUD). This type of coverage sells and attracts clicks; but it yields a result that is unhelpful for businesses. Instead of business owners thinking about how AI can benefit their business; they are nervous about becoming irrelevant.

This is evident in articles released by media companies such as Forbes covering a report released by Goldman Sachs. They cited that 300 million jobs will be lost due to AI. This appears to be quite sensational rather than insightful. What Goldman Sachs said that jobs will be displaced, meaning that they will change. Something completely different.

AI will certainly change jobs but if anything, it will create more jobs; every machine needs an operator. AI needs to be told exactly

Understanding the Capabilities of AI

what to do based on the information its given. Who is going to provide the machine with the information and ensure its going in correctly? Who is going to instruct the machine to carry out the tasks required for the business? I will leave you join the dots on that one.

I took the time to break down the methodology behind Goldman Sachs report, they analysed tasks related to 900 occupations in the US and 2000 occupations in the EU. Drawing a conclusion of a 7% increase in global GDP and the displacement of 300 million jobs; is a wild assumption based on a sample of 2,900 occupations.

Another point to remember is that 60% of the jobs in industry today did not exist in 1940. I could be wrong, but I think we should apply the same rule in this situation. The truth is nobody will know what the world is going to look like based on AI. Many predictions in the 1950’s about what life would be like today were way off the chart.

For one to understand AI’s capabilities the term needs to be broken down further. There are two types of AI...

1. Artificial Narrow Intelligence (ANI)

The easiest way to define this is to picture a digital robot with a very narrow focus. Let’s take Netflix as an example, Netflix recommends content to you based on what you’ve watched and liked in the past. That’s a narrow focus on your habits and forming a recommendation based on the likelihood that you will be interested in watching something similar.

2. Artificial General Intelligence (AGI)

This is the AI that many people think is already in place today. It’s not. Artificial General Intelligence is the replication of original thought. This means the ability of a computer to imagine. The likes of ChatGPT, Siri, Alexa etc. are actually ANI. They are machines that have been fed a large volume of data and have become very good at predicting the most likely answer based on the question it’s asked.

These machines can get it very wrong, if you spend long enough convincing them that dinosaurs are roaming the earth as we speak and the sky is purple, it won’t be able to independently say that you are wrong. A human will need to tell them.

So, at this juncture if you are looking at the true capability of AI it can only mimic basic things based on the information it’s fed by humans. That’s it

60% OF JOBS TODAY DID NOT EXIST IN 1940, IT’S IMPOSSIBLE TO KNOW WHAT JOBS WILL BE AVAILABLE IN 30 YEARS.

Is There a Good Reason to be Fearful of AI?

This is a very tricky question to answer. I have used some very good models that can clone voices with almost 100% accuracy. The same with aging faces. These two areas alone are a cyber fraudster’s dream. They can use these two engines to trick parents into giving money to who they assume to be their child. This type of crime has always been around but has changed its form as time has gone by.

There is good and bad with everything. We have seen a growth in cybercrime but that type of crime is leveraging the internet. If we look at good vs. bad when it comes to the internet, I think we will find that it has done more good than bad.

If we look at certain governments globally and how they have used AI, there has been alleged misuse and exploitation of AI and there is evidence of such when you look at the social scoring system and forced facial recognition to access public services. However, that being said; the EU has done great work with GDPR and is now drafting legislation to deal with AI. This legislation will regulate how AI is created.

A few key points are outlined below:

• Social Scoring and instant/real-time biometric identification systems used by corporations and governments will be against the law.

• AI must be safe, transparent and environmentally friendly.

• High risk AI (possible threats to safety and criminal exploitation) will require to be assessed before being released to the market.

• All AI models need to be un-biased and protect people’s privacy (bad news for Google, Meta, Snapchat, and TikTok).

AI and Your Business, Where do you Start?

One word, data. Businesses need to understand what information they are collecting and using to get the job done. A business needs to understand how to leverage this information to make better decisions, better products and make their employees jobs easier.

A great way to start is to group the data sets into each department. Apply a purpose to the collection of that information and how it is going to be user. From there, plotting the jobs to be done per person interacting with data will give you a clear steer.

A very simple way to address this (everyone is busy) is to bring someone experienced in digital transformation to help you determine what way your business is digitally functioning and how can it be prepared for some level of automation. Below is a URL that I suggest you visit, it contains a comprehensive list of out of the box AI tools for a variety of uses. These tools can have limitations, sometimes it can be more cost effective to hire a developer to build your own AI that can be built on for additional functions in the future.

Grow your Network

The new horizon for networking

THE REWARDS FROM A CAREFULLY BUILT, WELL MANAGED NETWORK CAN BE SIGNIFICANT; NETWORK REFERRALS ARE THE BEST TYPE OF LEADS!

The past few years have seen significant increases in the costs of online marketing. The major digital platforms have upped their advertising rates whilst at the same time, many of the free tools and services that were once delivering quality leads, are now not yielding the same results as they were pre-pandemic. Many businesses have therefore placed more emphasis on networking, attending events, finding as many opportunities as possible to be face to face with people in the business world. With the increase in the number of networking groups and events it is more important than ever to be building your network in the organisations with the best culture.

Net Hub is a longstanding BITA member and with the help of the BITA team and the member network we’ve built a very strong network of referral partners, suppliers and investors. It is networks like BITA that can make a real difference to a business but it’s also important to understanding the way in which an effective and profitable network is built.

The rewards from a carefully built, well managed network can be significant;

qualified referrals from your network are the best type of leads, particularly in business-to-business markets. Converting on average 65% of the time, many other channels struggle to deliver the same results and often this is because the “introduction from another human being” establishes trust very quickly, thus shortening the sales process and making the sales conversion much easier.

Building a strong reliable network takes a bit of time and along the way we can often lose valuable contacts, forget to reward the people that have done well for us and scratch our heads exclaiming

“how do I manage all this properly?” We all know networking ‘works’ otherwise we wouldn’t attend events and join groups, but the admin required to keep up to date with everything can be extremely onerous.

Over the past few years Net Hub has been working with some of the best networking groups in the UK to develop a free, easy to use app that takes away all the admin of managing and tracking your network and your networking activities. BITA has played a very big role in helping to scope the structure of the app to deliver maximum impact for BITA members in both the UK and Ireland.

The Net Hub app enhances your BITA membership in a number of ways:

• Interactive member directory to connect with other BITA members quickly and easily

• Lead passing and tracking across the BITA network

• Seamless event searching and booking

• Discussion groups by region and by industry

• Instant notifications for upcoming events & important news

You can download Net Hub from both app stores or wait for your invitation to arrive in your inbox. The Net Hub team are also on hand to answer any questions or queries you might have about the platform, email the team at info@mynethub.com

Company revival and recovery

What’s the role of the company director?

Running a business is never smooth sailing, as clearly witnessed during the coronavirus pandemic which forced the introduction of unprecedented national trading restrictions that detrimentally affected company profits, obliterated income streams, and wiped-out customer footfall.

As a business owner it’s natural to experience teething problems, such as cash flow shortfalls and supply chain delays; however, you should use this as a precursor to building a more resilient, cash-rich business.

It’s the legal duty of the company director to keep the business in robust financial shape, which entails keeping a sharp eye out for potential disruption that could threaten the viability of your business.

What are the warning signs of a failing business?

• Cash flow problems

• Creditor pressure

• Winding-up petition

• Overdraft limit reached

• Loan application rejected

• Poor credit history

• Late payment to suppliers

If your business is experiencing a cycle of financial distress, seek immediate advice from an insolvency expert to avoid accusations of wrongful trading.

What is wrongful trading?

If you continue trading knowing that your business is insolvent and cannot be rescued, you could be found guilty of wrongful trading. If wrongful trading occurs, you could be held personally liable for the debts of the company. If you believe that your business is insolvent, seek immediate professional advice to minimise risk to company stakeholders and yourself.

You must be prudent when operating a company in financial distress, as this could worsen the financial position of creditors and lead to the demise of your business. While the challenges facing businesses are undoubtedly daunting, there are steps you can take to put your business in the best position possible to weather the storm.

1. Take stock of the situation –

A cash flow summary will establish how much money is leaving and entering the business. Being brutally honest about the short-term outlook for the company could mean admitting the business may be in difficulty – while this is a tough thing to do, it is actually the best starting point for turning the situation around.

2. Talk to creditors –

Even those companies who have not been impacted will be well aware of the struggles others are facing, and would much rather know the businesses position rather than having requests for payment ignored. Keeping a line of dialogue open with creditors can be useful in helping to smooth negotiations in future.

3. Talk to debtors –

It is necessary to keep a close eye on money coming in. If you have customers who owe your money, you need to ensure your collection processes are as robust as they can be. You should remain in contact with debtors and chase for payment where appropriate.

4. Streamline the company –

Undergoing a streamlining process can help to cut waste and boost your cash flow. Taking a strategic look at a company’s operations will highlight any underperforming areas which may be having a detrimental effect on the business.

5. Keep staff updated –

As much as directors may want to hide the company’s problems from their employees, it is highly likely that staff will be aware that the business is facing challenges. Ensure that paying wages is prioritised and keep staff updated if any changes occur.

6. Assess any outstanding finance –

You should look at the level of current loan repayments and make a note of when fixed loan repayments come to an end. A consolidation of loans may be appropriate, or shopping around for cheaper finance options.

In conclusion, don’t ignore problems. When it comes to company distress the sooner action is taken, the more options will be available to provide help. There is a range of business rescue and recovery options which can be used to turn a company’s fortunes around. This may include a process of financial and operational restructuring, entering into negotiations with creditors, or getting some breathing space if legal action is on the horizon. A licensed insolvency practitioner will be able to assess your current position, and work alongside you to put a plan in place to resolve the problems of the company.

Our experts are on hand and committed to providing sound and actionable advice to business owners on all corporate and personal insolvency matters. For immediate help and advice, contact us on our free confidential directors advice line on 0800 056 2284

Building Blitz

In November 2023, our President Paul Whitnell travelled to South Africa with Philomena Leonard to work with Mellon Educate and a team of 322 international volunteers. Supported by CJ Stander, they helped build 20 classrooms, two kitchens, two playgrounds, two toilet blocks and four covered shelters in two township schools near Cape Town.

Mellon Educate is an incredible charity, founded by Irish Entrepreneur Niall Mellon. He founded the Niall Mellon Township Trust in 2002, which became Mellon Educate in 2013, with the goal of building and refurbishing schools in South Africa, while providing educational support.

In 2018, the charity launched The Mellon Educate Literacy Programme, which is now the main educational focus of the charity, and provides the training, skills and opportunities for unemployed young people to gain work as literacy tutors, to improve attainment rates in

Helping communities in South Africa access education and hope for the future

their own township communities. The reason for the focus on literacy is that an international report in 2016 highlighted that 78% of 9-10 year olds cannot read for meaning.

Every year, Mellon Educate organises a one week ‘Building Blitz’ trip to South Africa, comprising of volunteers from across the globe, with an aim of increasing access to quality educational infrastructure for the children living in the townships of the Western Cape.

Since its inception the charity has housed over 250,000 people and within the last 10 years the charity has built or renovated 36 schools, benefitting over 52,000 children. As we all know, education is the key to so many improvements in life – from job opportunities, increased wages, home life – everything is impacted.

By helping improve the lives of young people at the start of their journeys, Mellon Educate is helping to set the framework for more productive and enjoyable lives.

Paul and Phil attended the Mellon Educate ‘Building Blitz’ in November 2023, and were lastingly impacted by the conditions and poverty in the area, but incredibly warmed by the welcoming community.

“Education is the pathway, and by raising awareness of this cause, I hope to encourage trades and trades people into the country to help kickstart infrastructure projects, and get things built that need building!” Says Paul.

“By showing people there’s a real need and market for trades over here, we’d be improving quality of life for the residents DRAMATICALLY.”

WE ARE DELIGHTED TO HAVE FORGED SUCH A STRONG AND EXCITING PARTNERSHIP WITH MELLON EDUCATE, AND VERY MUCH LOOK FORWARD TO A VERY FRUITFUL RELATIONSHIP GOING FORWARD.

– Paul Whitnell

Paul got involved with the blitz through Noel Elliott from Elliott Construction, as Noel could see that more help was needed attracting trades people to help assist on the ground. With the strong construction contingent that makes up BITA membership, we are perfectly placed to communicate with our members about the value they could bring to the building project; helping provide access to education to terribly disadvantaged people, as well as making new friends and upskilling.

In just a short week of the blitz, the group built two schools, with play areas and shelters, to help service a township in South Africa. We at BITA are now encouraging BITA members to get involved, seven days from you will help to change hundreds of children’s lives, what a gift to give!

The next Building Blitz takes place 2024 on the 16th23rd November, and all are welcome to join. We want to encourage all our members, and especially those with a background in construction, to commit to joining them today. To enquire about the trip, what it entails and to register your interest (or confirm your attendance!), just email philomena@bita.ie, or scan the QR code to be taken directly to the BITA website where you can register. We will then reach out to see if you want to sign up to attend yourself, alone or with a team, or if you are interested in donating to support someone else’s trip!

A greener future for construction skills

Skills shortages continue to be a hot topic for the construction industry.

The Construction Industry Training Body (CITB) states that recruitment will continue to be the industry’s biggest challenge over the next four years. They believe this is due to a high level of vacancies and low unemployment.

Reducing recruitment shortages and meeting net zero targets

The CITB’s research says the construction industry needs 266,000 workers to meet labour needs over the next five years. They state that this workforce also needs to upskill to deliver the work necessary to meet net-zero targets. The Climate Change Committee’s latest report to

Government says that decarbonising the UK’s 28 million homes is a priority in meeting these targets because a fifth of the UK’s carbon emissions come from housing.

Government support for the green industrial revolution

The Construction Leadership Council (CLC) has outlined a Skills Plan to help construction firms tackle skills shortages within the industry. The CLC’s plan aims to help meet employers’ demand for skilled workers, training and retaining people, ensuring competency, and expanding the career appeal of construction and built environment while also training experienced workers to train others.

The Construction Leadership Council has developed a range of projects for 2023-24, including:

• The launch of a new competence approach to ensure there is an accepted, accredited definition of competence for all construction and built environment occupations.

• Expansion of the new entrant apprenticeships and a new mentoring standard to increase the number of apprenticeships.

• The launch of Phase 1 of the Career Pathway Hub, an online portal aimed at defining high-value career pathways for net zero, digitalisation, smart construction and repair maintenance and improvement.

• A pilot scheme to give schoolchildren a chance to learn about a career in construction

For more information or to read the Skills Plan in full, please visit the CLC website.

For further information regarding construction insurance, contact Kerry London on 020 7623 4957 Email bita@kerrylondon.co.uk or visit our website https://www.kerrylondon.co.uk/industries/construction/

TUnlock the power of storytelling

O’Leary

and MD of Represent, delves into how Irish businesses can drive growth with storytelling

he island of Ireland is well-known as a nation of storytellers. For centuries, stories have been interwoven through Irish conversations. From folklore to anecdotes, tall tales and literary masterpieces, Irish people are known as ¬¬masters of narrative and as such are maestros at connecting with people at an emotional level through their telling.

While the tradition of storytelling has more often resided in entertainment, I believe Irish business leaders should lean into this heritage of storytelling and seek ways to make it a superpower in doing business.

In a world where organisations vie to stand out and consumers crave authenticity, I believe that Irish businesses have an advantage. Our naturally sociable personalities and ability to relate to others are powerful marketing tools and can be used to achieve influence.

In an increasingly faceless business landscape, Irish entrepreneurs have the ability to offer a more personal touch, to humanise their brand, all the while making them memorable.

What’s the story?

Where to start? Unlocking this well of creativity and inspiration starts with looking inward. And as ‘life coachy’ as

this sounds, you have to understand the essence of your own narrative. Throughout my career I’ve had to get across my origin story, this includes sharing tales of my failures and my successes to strike a chord with others.

As a Cork native, growing businesses in Scotland and more recently in Ireland, I’ve had to talk about my background as a dairy farmer’s daughter, my struggles both as a female founder and working mother, as well as my triumphs in these areas. It’s these personal narratives that are the building blocks of an authentic brand identity.

Your stories make you relatable to others. They build bridges to the people you want to do business with and the audiences with whom you wish to connect. They allow us to forge relationships built on trust, shared values and offer a reassurance or even a sense of belonging.

As an Irish business, you need to find ways to weave these narratives into your marketing strategies. And while our ancestors did this in the village squares, today we’re doing this in the digital realm. This means getting your story across in online blogs and articles as well as through your biography and LinkedIn profile.

Whether you’re looking to be more convivial in the boardroom or secure a new client, I truly believe that storytelling will give you the edge. But before you go into that pitch meeting, ask yourself how can I tell better stories to captivate my audience? Rehearse your elevator pitch and start with your ‘why’. There’s nothing that

makes business leaders connect more deeply than by discussing what motivates them to get up in the morning.

The tales we tell...

Telling other people’s stories is another powerful marketing tactic. Looking within your organisation, what team stories can be shared to reveal what makes your business different and brilliant? ‘Meet the Team’ blogs give real insights into the people at your company and its this type of transparency that builds trust.

Beyond your organisation, sharing success stories from happy customers who have benefited from your products or services gives you the social proof that you can solve specific problems. Much like the folk tales of old, these personal stories connect with your audiences and reflect their own experience and needs.

And don’t forget to talk about what you’re doing in the community around you. If you have a story about how you’re supporting charities, communicate this with your audience as it can help to showcase your values and your commitment to social causes.

Lastly, share the story of how your products and services have come to be and showcase the innovation, dedication and attention to detail that went into it. This can make your product more compelling.

By incorporating storytelling into your marketing strategy you’ll find new ways to engage your target audiences, achieve standout and build lasting relationships and connections. Us ‘Celts ‘have an ability to make a tale out of anything, so let’s embrace the age-old tradition and open with a story.

Judith

, founder

JUDITH

Developing the Surrey Chapter

New Chapter Chair Maria Lawless introduces the new Surrey Board Members

The landscape of business networking is ever evolving, and in the heart of Surrey, a refreshed chapter emerges, poised to revolutionise connections and collaborations within the local business community. The birth of the Surrey chapter in 2023 was not just a milestone; it was a testament to our commitment to nurture relationships, foster growth, and amplify opportunities within our vibrant region.

For the New Year we have a newly assembled board: a collective force geared to steer this chapter toward excellence. Comprising individuals with diverse backgrounds, expertise, and industry insights, this board epitomises the rich tapestry of Surrey’s business ecosystem. Their vision is simple yet profound: to cultivate a collaborative environment where ideas flourish, partnerships thrive, and successes are shared.

It aims to provide an inclusive platform where professionals can connect meaningfully, share knowledge, and forge alliances that transcend industries.

Taking the helm of this group is an honour, and I am passionate about contributing to its growth and success. As an Irish individual, I deeply understand the significance of fostering strong relationships between the UK and Ireland. In addition to this, I am eager to represent our business at Signature Associates. We are a management consultancy that

support businesses in the areas of Finance and People. Partner with us to unlock the full potential of your organisation, where human capital and financial prowess converge to propel your business forward.

Introducing the Board

Diana Binks is our Vice Chair, Presenter, Moderator, and proud Ambassador for the London Retired Police Dogs Trust. Best known for being a motorsport pit lane reporter, clocking up 100 interviews during a 22-hour live stint on air at the infamous Le Man’s 24-hour race. From her experience and wisdom of working in F1, Diana’s multitude of transferable skills has meant that she can, and has, worked in many sectors of the media industry and her experience has by no means been limited to motorsport.

Our next board member, Kirsty Birch, Founder of Work It Well. Workplace Wellbeing, Mental Health & Performance Business Consultant, Qualified Mental Health First Aid Trainer/Assessor & Motivational speaker with that added bit of sparkle. At Work It Well their purpose is to make a difference. They strive to be a pillar of support for their clients and their people by offering a different, straight-talking approach to wellbeing & mental health in the workplace. Get rid of the stigma and replace with inclusion & support.

Nick Inge, CEO of a specialist speak up business, iTrust. He has developed truly inclusive, ground-breaking software which they supply to organisations that empowers their staff to not only report wrongdoing but to use it for so much more! iTrust also provide specialist speak up consultancy, training and technical expertise. An Ex-Sergeant he had developed an interest in plain clothes policing and a specialism in recruiting and handling informants. Initially this was working with informants who provided information about local crime but not long after specialised in serious crime

Breakfast in Surrey, September 2023

and counter-terrorism policing. This involved working alongside the Security Services as well as the National Crime Agency, managing informants that were pivotal to high-profile operations tackling terrorism, domestic extremism, serious crime and corruption.

Sally Brady, Business Planning Specialist from Elevey Ltd. Rooted in a deep sense of and passion and purpose, Elevey empowers businesses by providing them with the knowledge and confidence required to navigate the path of sustainable and profitable growth. Sally worked as a successful Accountant and Senior Manager in the Corporate Sector for over 30 years, she understands and has experienced life when profit margins and people are squeezed and the pressure is overwhelming.

Gabriel Makinwa, Founder and CEO of Gigbridge, a SaaS solution for construction contractors to source, manage and pay subcontractors. In 2023 they kicked off the 5-month business accelerator program at the Morgan Stanley office in London. GigBridge were selected from 7,900 businesses globally to join the Inclusive ventures program.

Andy Ulhaq, CEO of Business Solutions. With over 17 years of experience in the telecom industry, he has a proven track record of strategic leadership, operational excellence, financial management, and market expansion and growth. His mission is to connect individuals and businesses with the world and help them achieve their goals through reliable, cost-effective, and personalized telecom services. He is always eager to connect with like-minded professionals who share my passion for telecom innovation and transformation.

Stephen Finnegan, Managing Director, Conquering Business. Conquering Business help professional service firms, property

Breakfast in Surrey, November 2023

and construction consultancies and specialist contractors to bring in new business. Last year, they have helped their clients to generate £28 million+ in new business revenue. They work with Professional Services, Construction Consultancies, Facilities Services, Contractors & MEP Firms to generate new business, build brand awareness and increase company revenue.

Steps for the Future

Firstly, the chapter will facilitate regular events and gatherings, creating opportunities for professionals to interact, exchange ideas, and explore potential collaborations. These occasions will not only serve as networking avenues but also as fertile ground for innovative thinking and the birth of solid partnerships.

Secondly, a cornerstone of the chapter’s ethos lies in its commitment to professional development. Leadership development and skill enhancement are key focal points to nurture the next generation of business leaders in Surrey.

Lastly, the chapter endeavours to extend its impact beyond the business sphere. Emphasising corporate social responsibility, it aims to engage with the

TAKING THE HELM OF THIS GROUP IS AN HONOUR, AND I AM PASSIONATE ABOUT CONTRIBUTING TO ITS GROWTH AND SUCCESS. AS AN IRISH INDIVIDUAL, I DEEPLY UNDERSTAND THE SIGNIFICANCE OF FOSTERING STRONG RELATIONSHIPS BETWEEN THE UK AND IRELAND.

local community through initiatives and projects that contribute positively to societal well-being.

Whether you’re a seasoned professional or an emerging talent, your presence in Surrey will enrich our community and contribute to shaping an environment where success knows no bounds.

As we raise the curtains on this chapter for 2024, we eagerly anticipate the collective efforts, innovative ideas, and transformative collaborations that will define its success.

Maria Lawless, Signature Associates Chair BITA Surrey

Surrey Board Members represent these amazing businesses

Fixing the skills shortage crisis?

IIt’s like riding a bike

Adam Christopher is a co-founder and director of Active Training Team (ATT). ATT deliver awardwinning immersive safety leadership programmes for international clients across industries including construction, energy and rail

n echoes of then Employment Secretary Norman Tebbit four decades ago recalling his father pedalling around the country ‘until he found work’, current Work and Pensions Secretary, Mel Stride, recently suggested delivering takeaways could be a great job for hard-up over-50s.

While the fiscal policy might look familiar – put interest rates up, drive inflation down and get on your bike – the stark difference is that in 1981 unemployment stood at three million and continued around that level for six years. Today, employers are struggling to recruit. According to the Recruitment & Employment Confederation, labour and skills shortages could cost the UK economy £39bn a year from 2024. Where have the workers gone?

Several factors have contrived to reduce labour supply in the UK. A consequence of Brexit is the lack of EU applicants with sectors such as hospitality keenly affected. The fourth industrial revolution is demanding new skills to drive digital transitions, as is the sustainability agenda and the ambition to meet Net Zero.

In the aftermath of the Covid-19 pandemic lots of people have become economically inactive either through poor health or early retirement. Over 3.4 million of them are aged between 50 and 65 and potential bicycle-riding deliverers.

The picture is similar across Europe leading the European Commission to declare 2023 to be the European Year of Skills. In Ireland, a survey by ManpowerGroup found that four out of five Irish companies are struggling to fill vacancies in what’s been described as its worst talent shortage for 17 years.

We know that unfilled vacancies increase the workload for other staff and impact negatively on staff morale and wellbeing. We see the impact on productivity in transport and logistics, energy and utilities and on the quality of delivery in health care.

Clearly there is a role for action by the government, but policy design needs to adopt a cross-departmental approach. The government’s target to upgrade 19 million homes to improve living standards and reduce environmental impact is laudable, but with forecasts suggesting 50,000 retrofit coordinators will be needed by 2030 and just 3,000 currently working, it looks wholly unachievable.

Defra needs to be linked with the Department for Education putting the knowledge and skills needed for green jobs on the national curriculum and embedded in careers education. There should be a thread running from schools, through to further education and training, to employment and life-long learning, providing opportunities and support for people to upskill and deploy transferable skills in different sectors and professions.

My daughter attended the London Screen Academy (LSA) sixth form college which was founded by the owners of Working Title Films, Tim Bevan and Eric Felner, and Harry Potter producer, David Hayman. The UK rightly has a global reputation for the quality of its creative

THE FOURTH INDUSTRIAL REVOLUTION DEMANDS NEW SKILLS TO DRIVE DIGITAL TRANSITIONS.

industries. But with arts subjects excluded from the EBac suite of subjects in schools, our film, media and arts sectors are struggling to attract the next generation of creatives.

When I attended the open day, Bevan, Felner and Hayman explained that the order book for all UK film studios was full until 2035 and they felt a responsibility to help nurture the skilled labour needed to sustain their industry. They established LSA to nurture young talent from as wide a demographic as possible, working in partnership with studios and employers in the creative industries to create employment and training opportunities.

I think there’s a take-away for all employers here. We need to think of skills in terms of investment, not cost, not just in our own businesses, but in the industries and sectors we operate in. We can reach out to a wider talent pool by eliminating unconscious bias in our recruitment processes, providing flexible working hours and arrangements which can open up roles for people with caring responsibilities, offer staff volunteering days and ensuring the workplace is as psychologically safe as it is physically safe.

Get an apprentice! Toby PeytonJones, former HR Director of Siemens UK & Northern Europe and currently a Siemens Ambassador and non-executive board member at the Department of Education, once told me that the ROI on your apprentice, is your apprentice. This is an opportunity to nurture someone with the skillset that you – and your industry –is going to need. Which may, or may not, include being able to ride a bike.