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The Educational Supply ChainBuilding AwarenessCITB-ConstructionSkills is working in partnership with CICand CITB (NI) as the Sector Skills Council for constructionInnovation ■ Best Practice ■ Productivity

Constructing Excellence aims to achieve a step change inconstruction productivity by tackling the market failures inthe sector and selling the business case for continuousimprovement. Through focused programmes in Innovation,Best Practice Knowledge, Productivity and Engagement,Constructing Excellence has developed a strategy to deliverthe process, product and cultural changes that are neededto drive major productivity improvements in the sector.Our strategic objectives are:■ Improving performance through increased productivity and competitiveness.■ Improving industry image by taking action to create a step change in culture,in the development of people, enhanced engagement with the communityand customers.■ Engagement and Taking Action with individuals, businesses, organisationsand industry associations.We are organised into four complementary and integrated programmes covering:■ Innovation - Identifying and promoting tomorrow’s best practice■ Productivity - Improving the competitiveness of the UK construction industry■ Best Practice Knowledge - Creating continuous improvement through theexchange of best practice■ Engagement - Working with people, businesses and organisations to changethe culture of the industryAdditionally Constructing Excellence will continue to support a number of specificinitiatives to engage with key sector groups. These include the Housing Forum,The Local Government Task Force, the Infrastructure Task Force, CentralGovernment Clients and the Movement for Innovation.Photography courtesy of the CITB-ConstructionSkills/Contract Journal “Images of Construction”Photography Competition 2003CITB Construction SkillsCITB Construction Skills is the Sector Skills Council for Construction and aims todeliver sufficient skilled people for a world-class construction industry. It helpsthe industry to■ Identify training requirements.■ Promote progress towards a qualified workforce.■ Encourage suitable people to enter - and remain in - the construction industry.■ Encourage, advise, facilitate and help workforce development.■ Provide direct training where there is no satisfactory market alternative.■ Promote training by effective use of the funding it collects from industrythrough the statutory levy.■ Encourage Government, industry and other bodies to invest in the skills ofthe construction workforce.2 Constructing Excellence ■ Building Awareness

The workforce available to the construction industry is shrinkingand the demand for skills required for profitable constructionincreasing. The resulting shortage of properly skilled peoplethreatens the shareholder value of large construction companiesand the viability of smaller businesses. Those organisations whocan recruit and retain the right people will benefit from thepredicted economic stability and forecast increase in demand forconstruction in the UK.The key messages we seek to get across in this case study are:■ 1 The industry needs to take action to manage theshortfall in new people entering the sector.The construction industry will have a smaller pool oflabour to choose from in the future if it does notreverse the trends of the previous ten years.This publication demonstrates how a group of companies isimproving awareness of the career opportunities in the constructionindustry amongst young people with a view to improving the qualityand quantity of people joining the sector. Through this publicationthese companies share their experience of establishing aneducational supply chain. Should others in the sector replicate thisapproach, the construction industry will become the career choiceof many more of the brightest and best young people.■ 2The short-term solutions to workforce shortages areunsustainable. By increasing salaries one might attract therequired workforce but this leads to wage inflation, decreasedprofits and uncompetitive prices. The use of labour fromoverseas, another alternative, presents particular difficulties ofcommunication and continuity of staff; longer term it doesnot develop the UK construction workforce.This publication is part of a suite of in-depth case studies that explain anddevelop the detail of the Rethinking Construction Agenda. Each of the casestudies sets out a challenge facing the construction industry and, throughsharing knowledge, describes how a number of companies are addressingthat challenge. In this publication we consider the scope for better harnessingthe potential of the education system to deliver a sustainable flow ofyoung people into the industry.■ 3The UK education system is highly receptive to properlyconstructed programmes of support from companies.Many schools and colleges are willing to partner with industryto address labour problems provided that the programmeson offer are focused, sustained and add value to the studentsthat the education system supports.An exemplary approachCostain, Travis Perkins, Aggregate Industries, Fairfield Mabey, Bachy Soletanche,Hill McGlynn and Anders Elite are partners in construction; they design andbuild the major infrastructure projects for which Costain is well-known. Inpartnership with the Construction Industry Training Board (CITB) and theInstitution of Civil Engineers these companies are developing an educationalsupply chain that will generate new people and grow the recruitmentpool available to the industry.Their approach is focused on selected schools across the UK. For studentsof these schools, the partnership provides information on construction, careersguidance, work experience, sponsorship and ultimately careers; for teachers andlecturers within the establishments, the partnership provides direct contactwith industry and supporting materials for the curriculum. Together thisjoint support for both student and teacher creates a flow of information tobuild the awareness of the construction industry in young people. Workingas a team, the companies spread the load of the programme andensure the maximum return for each participant.■ 4■ 5Companies are the best champions for building theeducational supply chains. Critical to the success of workingwith schools is the commercial edge that companies bring.Their undiluted understanding of the drive for profit andgrowth brings a real life quality to the intervention that isattractive to both students and teachers.The workforce of the future is the collective responsibilityof all in the industry. The responsibility for generatingthe workforce of the future falls evenly across all companiesin the sector. The greater the number of companies investingin the future the lower the cost to individual businesses andthe greater the impact.If the UK is to achieve its targets of improved infrastructure thenthe construction industry of the future requires greater numbers ofnew entrants to sustain and deliver its growth potential. Integratingcommercial partnerships with educational providers in a controlledand focused way is one route to meeting this requirement.Innovation ■ Best Practice ■ Productivity 3

Recruiting young people: The need for change■ Stuart Doughty Chief Executive, Costain GroupCostain is serious about growth. We seek to double ourturnover by 2007 and will require 400 additional employees.This, in addition to the normal staff turnover, means that wehave to look to new recruitment methods and ways ofencouraging the best people to join Costain.Having enjoyed a challenging and rewarding career in theconstruction industry, I simply cannot accept that young peopleare naturally more attracted to the softer sciences. ThereWhether resourcing a new project, recruiting for growth, or justreplacing people who retire, construction employers are wellaware of the difficulties in finding staff at all levels. It is hardest inregions with high levels of building activity and in specialist areas.Government, CITB and industry publications reveal the magnitude of theproblem facing the industry.There is a shortfall in the number of people entering the industry.■ From 1997 to 2002, the construction industry attracted 167,000 newpeople. Taking into account natural wastage and growth in demand,CITB estimates 400,000 people will be needed in the next five years.■ The number of under-30s in the industry has fallen by more than athird in the last decade. 16 to 29 year olds in the industry have fallenfrom 610,000 (44% of the workforce) in 1990 to 460,000 (32%)in 2000.The shortfall of supply is creating recruitment difficulties.■ 80% of employers who responded to a CITB survey (autumn 2002)reported difficulty recruiting skilled staff.seems to be a general lack of awareness of what constructionis about and consequently young people are over-looking thebreadth of exciting career opportunities construction can offer.Not only is this of detriment to those young people, but it is aserious industry-wide issue.Costain is building awareness of construction by working inpartnership with schools and other educational organisations.I strongly encourage individuals both from within the companyand from members of our own supply chain to participate inthis scheme not only for the benefit of the industry but also fortheir own personal development.My own commitment is therefore both personal – I want othersto enjoy this industry – and professional – I recognise theimportance of good people to achieve our strategy.Financial incentives are not solving the industry’s recruitmentproblems but are causing wage inflation.■ Over the last two years, negotiated wage rates for craft and generaloperatives have risen by just under 15% compared with an averagegrowth for all employees of 9.6%.■ 37% of companies in the same CITB survey report that they aretrying to address recruitment problems by increasing wages.■ 48% of companies in the same CITB survey report that increasingwages is not attracting staff.Too few young people are joining the industry.CITB predicts that the industry will need 80,000 new people each year forthe next five years. In 2001, 53,000 became available: 47,000 studentsentered first time craft training in construction and 6,400 people achievedfurther and higher education qualifications in architecture, building, civilengineering and planning. Of these 53,000, CITB estimate that two thirds(around 35,000) will enter the construction workforce leaving a shortfall of45,000 people.4 Constructing Excellence ■ Building Awareness

The importance of various factors in respondents’ job choiceFinancial rewardsWorking conditionsOpportunity to progressFACTORVariety of workHours of workHealth and safety recordWell regarded professionOpportunity to work overseasEnvironmental impactWorking on high profile projects0%10%20%30%40%50%60%70%80%90%100%PERCENTAGE OF SAMPLE■ 1-Very Important ■ 2 ■ 3 ■ 4-Very UnimportantThe perception of young people is that the industry cannot meettheir aspirations.The need for actionThe restricted availability of young entrants to the sector is likely toconstrain growth, and hold back performance since skilled labour is aprerequisite for productivity. It is also likely to restrict improvements.In the long-term, limited labour should drive the uptake of labour savinginnovations such as IT, offsite manufacturing and mechanical handling.This will not happen effectively until management resolves the skills issuesof the sector.The advantages of engaging with the educational supply chain canbe seen at all levels.■ For the economy of the UK, greater pools of talent entering theconstruction sector will speed the delivery of new infrastructure projectsand the improvement of healthcare, transport and education.■ For the industry as a whole, better image and greater likelihoodthat talented young people will seek to spend their careers in theconstruction industry.■ For participating companies, the opportunity in the long-term to easerecruitment problems and, in the short-term, to create good will in thecommunity they serve.■ For participating employees, the opportunity to develop theirexperience, by expanding outside the normal sphere of operationsand engaging with non-construction people.Collectively this evidence explains the difficulty finding people whohave the ability and ambition to work in the construction sector.It underlines the need for change in the sector and suggests arequirement for companies to look harder at how and fromwhere they recruit.Innovation ■ Best Practice ■ Productivity 5

The Building Awareness ApproachHow Costain and its partners created an educational supply chainCostain, six commercial partners and ten schools have set out toincrease the flow of young people into the construction sector.Known as Building Awareness this initiative comprises a series ofactivities that engage students, schools and industry. The programmeaims to:■ 1. Reduce the cost of recruitment for theparticipating companies.■ 2. Increase the volume, quality and diversity of newpeople available to work for the participating firms.■ 3. Raise the awareness amongst young people of thecareer opportunities in the construction industry.■ 4. Increase the interest of young people in theconstruction professions.■ 5. Assist schools to deliver realistic and industry-focusedassignments within the curriculum.■ 6. Support those young people who want to join the profession.In its first two years the programme has achieved much by raisingawareness and supporting schools. Longer term, the companiesinvolved expect Building Awareness to create a far greater pool oftalent from which they can recruit new staff at all levels.The business caseThe business case for investing in this type of programme is that it will outperform traditional recruitment approaches within five years of being established.The programme elementsA student’s involvement in Building Awareness can begin as early as 11.Opportunities to engage with the programme increase through GCSE andA levels and onward to university sponsorship. On graduating, the studentmay join Costain or one of the other participating companies on a structuredtraining programme.The key elements of Building Awareness are summarised below:WorkA full or half day visit to a live project close toObservation the partnered school to demonstrate the realityof a career in construction and show the scale ofthe industry’s contribution to society.Curriculum Real life input into teaching with constructionEnrichment related examples. Building Awareness is workingwith four head teachers to see how theconstruction industry can feature in a range ofcourses ranging from media studies to maths.WorkThe opportunity for a student to undertake aExperience specific task with the company, or gain experienceof a range of construction related jobs usuallyworking closely with a full- time constructionprofessional.The positive experiences of the construction industry gained by those studentsinvolved in Building Awareness make it likely that their first choice ofemployer will be one of the participating companies. This ensures Costainand its partners (who have had at least two, and more often seven yearsto influence and assess these potential new recruits before they start work)have the choice of the best candidates.WorkShadowing6th FormScholarshipsThe opportunity for a student to spend time witha full-time construction professional.One-off awards for people showing an earlyinterest in the industry, usually after having takena work experience place.The annual input to the programme is £45,000, made up of £2,500 fromeach of the six partners and an estimated £30,000 of management timecontributed by Costain.Gap YearPlacementIn parallel with the “Year in Industry” programmeCostain offers students the opportunity to earn intheir gap year.The annual output from the programme for Costain alone is targeted at 24new starts. Using an agency or advertising to hire 24 new people wouldcost £54,000 (based on fees of 15% of the first year’s salary of £15,000).Even for Costain, who invest almost £30,000 per year, this represents asignificant saving.SponsoredDegreeStructuredTrainingStudents of partnered universities are given asubstantial bursary and offered paid vacationwork and placements during industrial years ofa sandwich course.A training programme to assist recent graduatesto achieve chartered status.6 Constructing Excellence ■ Building Awareness

Manage the programmeA programme of this size requires a dedicated team and resources.In addition to National Coordination, each region has a RegionalCoordinator who can call upon a number of Young Presenters to workwith a local school.National Coordination. Costain provides a project manager from centralHR to oversee the programme and seconds a recent graduate, for periodsof 3 – 6 months, to act as project coordinator. Dave Johnson, who fulfilledthis role for 6 months, commented: “The training we received throughCITB was excellent and it laid the foundation for our work with schools.Coordination of Building Awareness is a different (but rewarding) challengeto a straightforward construction role. It gave me the chance to undertakea management role in a different environment to our construction business.I now have a wider perspective of the industry and a strong network ofcontacts with which to pursue my career with Costain.”The Regional Coordinator, who is typically a senior manager within oneof the commercial partners, establishes the local contacts and manages therelationships with the schools. He or she ensures appropriate resourcesfor projects in their region.The Young Presenters, who are typically recent graduates, work with theschools to establish programmes and run events. This involves givingpresentations on the construction sector, running activities in schools andmentoring work experience placement students. Most attend the CITBYoung Presenters Programme (now known as Construction Ambassadors),a two-day training course covering presentation skills, communication,working with schools and the CITB resources. In addition to supportingBuilding Awareness all Young Presenters have a full time operational role.“Programmes like Building Awareness are essential forpersuading and preparing students for Higher Education.We look forward to an increased influx of good people ontoour courses as a result of the programme.”■ Alan Tyler Loughborough University“The Construction Industry has for too long been a secondchoice industry for bright students. We offer careers that willchallenge all young people and provide long-term prospectsthat compete with financial, manufacturing and servicesectors. We support Building Awareness in its efforts to getthis message across to young people.”■ Jon Pritchard Director of Membership,Institution of Civil Engineers“Improving the image of the Construction Industry andattracting quality recruits is a central aim of our organisation.We know through research that there is much to be done inthis area and getting it right will have a significant impacton future skills shortages. We are entirely supportive of thisemployer led campaign.”■ Peter Lobban Chief Executive, CITB.CommunicateCommunication is via printed literature, exhibition stands, presentationsand meetings.The website provides students withinformation on the construction industry for coursework and research; itprovides schools with information on the programme and details of workplacements; and it provides partners with a central point for information.EvaluateA Working Group, led by Costain and comprising all of the partners, monitorsperformance. In time, the evaluation will shift from activity to impact: each£1 invested in Building Awareness will be compared against what could beachieved by investing the same amount in other forms of recruitment.The results to dateThe Building Awareness programme is creating positive results.Measurement by Costain in the schools where Building Awarenessoperates suggest that 30% of students are considering a career inconstruction; if this were replicated nationally and a quarter ofthose interested actually joined the industry the annual intakecould increase by 50,000 per year and fulfil the annual shortfall of45,000 people predicted by CITB.The results in the year since the programme was launched are:Commitment from six companies and two industry bodies to theprogramme. The partners contribute cash, management time and workplacements. Building Awareness is now part of the Recruitment Strategywithin Costain.Expansion of the scheme. At a recent working group meeting, 20additional work placements were committed by the partners.8 Constructing Excellence ■ Building Awareness

Commitment from ten schools to the programme. Ten schools havelong-standing relationships with the Building Awareness partners.320 students in the first year have been involved in BuildingAwareness activities.16 work experiences were successfully completed in the first year.3 undergraduates received bursaries and work experience(sponsorship) from Costain in the first year of Building Awareness.Planned activity for the futureThe focus of the next phase of Building Awareness is both to consolidateand develop the programme. Ideas under consideration include:Continued support for the development of a GCSE in construction.“There is no doubt that as a result of this work, students,staff and parents have a more informed view of the role ofthe construction industry in the 21 st Century.”■ Mike Perry Head - St Peters C of E School, Exeter“We are committed to raising the status of engineering as acareer and this project is the way forward.”■ Dr Mike Walker Head - King Edward VIGrammer School, Chelmsford“This is a start. It will give staff the chance to go onplacements with Costain so they can make their teachingmore relevant.”■ Alex Biddle Head - St Crispins School, WokinghamFurther National Events. The “Who will Build Tomorrow?” event wastargeted equally at boys and girls. It will see participating students, teachersand industrialists attend an Awards Dinner and tour landmark constructionprojects in London.Entries in charity events. The team take part in events that support thewider community. Jeremy Galpin, Project Manager of Building Awareness,cites the importance of linking the construction industry with charities thatmake a substantial difference to the quality of life. “Amongst the charitieswe work with are Water Aid RedR and CRASH 1 . These agencies supportwork where the Construction Professional makes a real difference. Wewant to re-enforce to schools the contribution of the industry in bringingbasic sanitation and infrastructure to the developing world and shelter tothe homeless in the UK.”National Schools Challenge. Raleigh International (the youth developmentcharity) who have supported Costain’s Graduate Development programmefor the last four years, will develop a Building Awareness challenge for thepartnered schools – an example of how the programme supports thecurriculum with an industry-run activity.An increase in the grades in coursework based on work experienceprovided by Building Awareness. Twenty AS Level students received aninformation pack and visited the Costain project at junction 8 on the M62.They learned about the source of the aggregates, engineering techniques,environmental considerations and the impact and benefits to the community.The teacher said “The opportunity provided the students with the first-handinformation that is vital for these types of studies. The overall experienceenriched the course module immensely. The average results of studentswere between one and two grades above that expected for the group.”Increasing the interaction between the universities and partnerschools to strengthen the educational supply chain. Ideas includecoaching school students in applying for university, summer schools inconstruction and staff exchanges.The structured and focused approach has led to a high degree ofactivity from both partners and schools. The evidence suggests thatthe programme will, over time, build up the momentum required toaddress the skills shortages in the partners.An increase in the take-up of technology subjects in partnerschools. Following the support of Costain and their success in achievingspecialist status, Great Sankey High School in Warrington saw a threefoldincrease in the number of students enrolling for an engineering GCSE.1 WaterAid is an international NGO dedicated exclusively to the sustainable provisionof safe domestic water, sanitation and hygiene education; RedR relieves sufferingfrom disasters by providing competent and effective professionals when they areneeded; CRASH is a construction industry charity to support the homeless.Innovation ■ Best Practice ■ Productivity 9

The requirements for establishing a programmeA programme of this kind requires that the company meets a number of critical success factors, has the right attitude and has the right skills.Learning from Building Awareness– answering the difficult questionsThe three tough questions that companies should address before startingthis programme are:The right approachThis is a long-term programme that requires the on-going commitmentof the partners. Costain’s Director of HR, Stephen Hall, spells out theright approach.■ How can interaction with education providers and business strategybe linked?■ How can actions be focused to return greatest results at a reasonable cost?■ How can the whole supply chain be engaged in the activity?The success of Building Awareness provides the answers.■ 1. A link with corporate strategy. For each company it is strategicallyimportant to integrate careers work into the overall improvement oftheir business. Each partner company has secured Board level supportfor Building Awareness and the programme is a key part of theirrecruitment policies and growth strategies.■ 2. The commitment of all the partners. The leverage of a majorcontractor in a commercial partnership is essential to securing theinvolvement and investment of its suppliers in this scheme. Costainhas drawn on its position to engage some of the UK’s leadingsuppliers to the construction industry and so increased the impactof Building Awareness.■ 3. A focused approach. One supply chain can only realisticallyinfluence a small number of schools. Building Awareness is concentratingits efforts within the selected schools and limits work with other schoolsthat are outside the programme. Replication of the Building Awarenessmodel by other companies could ultimately substantially increase its impact.■ 4. A recognition that schools and universities are a supply chain.The appointment of regional managers to set up relationships with theirlocal “suppliers” is essential. It is insufficient to send brochures andhope they are read. The industrialists involved in Building Awareness allspend time with the education partners supporting them as part of thesupply chain.■ 5. The right resources and infrastructure. The recognition that aprogramme of this size does not run itself and requires a dedicatedresource is an important first step. Costain provides both central andregional resources that it feels are essential to running the programme.This combination of a full-time central resource and part-time regionalsupport means the programme is anchored in the business but has asingle point of contact.■ 6. An ongoing programme. To be sustainable, the programmemust have a future perspective so the team and partners can see acontinued commitment.As Group HR Director one of my major tasks is ensuring theoperating divisions have a flow of technically competent butaffordable people. Our growth requires that we find a numberof commercially adept middle and senior managers. This is anincreasingly difficult task; as the industry is busy and the flowof suitably qualified people reducing. In this situation it is easyfor larger companies to nudge up salaries and attract peoplefrom the existing labour pool but this cuts everyone’s profitmargins and starves smaller players (who are often in ourown supply chain) of good managers. Whilst tempting, it isnot a sustainable strategy for ‘UK Construction Plc’.Instead we are taking a long-term strategic view; Costain,along with our supply chain partners, needs to encouragemore of the most able people into the industry. We recognisethe need to promote the industry, improve its perception andabove all promote our careers as equivalent, broader and inmany ways better than those offered by legal, financial,media and service sectors.Building Awareness is an integral part of this strategy.We have brought together some of our own talented youngprofessionals, good communication technology and ourpartners to set up a campaign targeted at our futureworkforce. Through Building Awareness we will focus onbringing the best people to our sector in general andCostain and its supply chain in particular.Building Awareness is a high profile initiative which involvesthe Industry, Government institutions, educators and above allhas the total commitment of the management teams atCostain and their partner companies10 Constructing Excellence ■ Building Awareness

The core skills required for this programme are:The right attitudeHaving the right attitude is as essential as skills in establishing andmaintaining this type of programme. The Building Awareness Teaminclude the following as critical:■ Vision: the programme requires a strategic long-term view of recruitment.■ Patience: the results from the programme take time.■ Enthusiasm: for the programme.■ Commitment: to seeing things through and a dedication to thelong-term delivery of the programme.Developing teamsThe abilityto bringtogether ateam andsupport itin a taskwithoutdoing thework.CommunicationCollecting informationEvaluating opinionsWritten communicationPresenting ideasInvolvement and motivationCollating opinions and dealingwith objectionsKeeping the team informedAllocating tasksProviding feedback on performanceTeam assessmentSetting standardsCommunicating standardsEvaluating peopleIdentifying areas for improvementInfluencing othersDevelop and use contacts to createinformationPresent ideas to othersNegotiate settlementsCoach and develop potential■ Affinity: with young people: inspiring young people requires specialcommunication skills.■ Passion: for the industry that will inspire young people.The right skillsThe skills set of the team is largely related to those skills needed to manageand motivate people. In this context the skills are highly tested, as the peopleto be managed work for different companies, are dispersed around the UK,are in education or are students.Managing programmesDeliverprogrammesthat involvea range ofdifferentpeopleAgreeing programmesIdentifying what schools/partners requireNegotiating with schools/partnersAssessing the feasibility of theprogrammeFit the elements of the project to thebusiness goalsProgramme managementObtain accurate information on progressControl the use of project resourcesContribute to the project reviewReport progress accuratelyDecision makingCreate ideasProduce a variety of solutionsEvaluate a range of optionsJustify decisionsEvaluating performanceDevelop objectives and measuresCollect information on performanceEvaluate performanceIdentify areas for improvementsFacilitationThe ability tofocus theteam on theparticulartask andensure theymeet anobjective.Running meetingsSetting a clear agendaSetting a clear purposeEnsuring appropriate contributionRecording opinions and actionsRelating to young peopleActively building relationshipsShow respect for other’s viewsInvite others to participate in planningAdopt appropriate communication stylesTraining and DevelopmentIdentify development needs of the teamUnderstand the types of supportand guidance for individualsSetting group exercisesAnalysing the outcomes fromgroup exercisesInnovation ■ Best Practice ■ Productivity 11

■ The participantsThe companies involved are:■ ContactsThe case study company - CostainCostain GroupCostain HouseNicholsons WalkMaidenheadBerkshire SL6 1LNT 01628 842444www.costain.comThe programme managers - Constructing ExcellenceConstructing Excellence25 Buckingham Palace RoadLondon SW1 WOPPT 0207 837 5702F 0207 813 sector skills councilPublications in this series cover:■ Creating effective relationships with local schools.■ Total Safety Management.■ Strategic partnering within the housing sector.■ Strategic partnering within the local authority sector.■ Strategic alliances within the M&E sector.Each publication looks at an industry problem and thendescribes how a group of construction employers haveaddressed that problem.For further information on the skills required for ConstructingExcellence go to for anOn-line Skills Assessment.CITB Construction SkillsBircham NewtonKings LynnNorfolk PE31 6RHT 01485 by MRM SolutionsMRM Solutions LtdP O Box 104Chipping NortonOxon OX7 6GDT 01608 659878www.mrmsnet.comThis simple spreadsheet enables people to find out howthey measure up against the skills set required for the wholeConstructing Excellence Programme.Innovation ■ Best Practice ■ Productivity

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