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Promoting Collaborative Behaviours in the Engineering Construction Industry webinar
The document outlines the importance of collaboration in the engineering construction industry, emphasizing its role in achieving efficiency and addressing skills gaps. The ECITB's strategies include investing in training and developing a skilled workforce, while also focusing on transitioning towards net zero emissions. It discusses the establishment of a collaborative environment and the tools and frameworks needed to facilitate project collaboration in the context of industry challenges and changes.
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Promoting Collaborative Behaviours in the Engineering Construction Industry webinar
- 1. Andy Brown -Director, Operations ECITB 28th September 2021 andy.brown@ecitb.org.uk Association for Project Management Collaborating for efficiency Collaboration - engineering construction industry
- 2. ECITB.org.uk A couple ofquick on-line definitions: • the action of working with someone to produce something But you need to be careful not make any assumptions: • traitorous cooperation with an enemy Let’s settle on the Institute for Collaborative Working: • Collaborative Working is defined as: 'People working jointly on an activity or project to achieve a common goal. Especially where this involves co-operation between several teams, departments and/or different organisations to achieve an agreed objective.' Collaboration – some definitions 2
- 3. ECITB.org.uk Introduction to theECITB and the ECITB Strategy How the industry collaborates Collaborating for efficiency - 2014 • The driver for change The case for Collaboration (audience participation!!) • Benefits • How to set up a collaborative environment The Project Collaboration Toolkit • Structure • Case Studies Scope
- 4. ECITB.org.uk • The ECITBwas established in 1991 through primary and secondary legislation. • Our mission is to lead the engineering construction industry in training and developing a highly-skilled workforce. We do this by operating a skills investment fund to support training and improve productivity. • Employer-led, we attract, develop and qualify the industry’s workforce in a wide range of craft, technical, professional and managerial disciplines. • Last year we invested circa £26 million in training and skills programmes on behalf of the industry, including for apprentices, graduates and adult workers. Engineering Construction Industry Training Board 4 How we are funded • ECITB is funded by a consensual levy. Employers vote every three years on proposed levy rates. • In 2019, 75% of levy-paying employers (accounting for 87% of levy) backed our proposals. This included an increase in the levy rate. • Following the vote and approval by ministers, levy rates are enacted into law by statutory instrument.
- 5. ECITB.org.uk 5 316 90,000 Theindustry is the bedrock of UK critical national infrastructure
- 6. INDUSTRY 4.0 As shownduring the pandemic, digitalisation is revolutionising the world of work, leading to growing demand for digital skills and a shift towards blended and remote learning and assessment DEMOGRAPHIC CHANGE 14% of the ECI workforce are expected to retire by 2026. These workers will need tobe replaced with the next generation of young, diverse talent COMPETENT WORKFORCE Ensuring the workforce is safe, productive and has transferable skills is critical to the success of the ECI and the wider economy PREPARINGFOR NET ZERO Achieving net zero emissions by 2050 (2045 in Scotland) will impact all ECI sectors and create significantbusiness opportunities, requiring a skilled workforce COMPETITIONFOR SKILLS £600bn of infrastructureprojects are set to be delivered over the next decade. Alongside EU Exit this could exacerbate competition for skills www.ecitb.org.uk Drivers of Change
- 7. ECITB.org.uk • Reviewed autumn2020 due to Covid-19 & the downturn • May 2020 – launched £14m crisis response package focused on three areas: • Each area will continue to be of priority beyond the immediate pandemic, hence need to be reflected in the strategy Strategy 2020 – 2022 7 • Train to Retain Retention of essential skills • Scholarships • Compressed ITEC programme Stem the decline in new entrants • Remote training and assessment • Net Zero Accelerating transition
- 8. ECITB.org.uk 8 Foundations • Industry-leading standards,qualifications and quality assurance • Strong evidence base • An industry wide levy • Collaborative approach • Diversity and inclusion Preparing for the future • Anticipating future skills requirements • Evolving with Industry 4.0 • Influencing Government policy • Developing the workforce for net zero Meeting the current skills need • Tackling current skills gaps and shortages • Supporting new entrants • Competence assurance • Improving access to quality training, including digital and blended learning The 3 pillars of the strategy
- 9. ECITB.org.uk How the ECITBworks • Levy aligns employers • Re-distributive fund for common needs • New Entrants • Retention of skills • Competent workers Collaboration at work • Connected Competence • Energy Transition Technology Leadership Programme • Hinkley Point C • ECITB Project Management Steering Group ECITB – A collaborative model
- 10. ECITB.org.uk ECITB PMSG Membership 10 OperatorsSupply Chain Other Organisations
- 11. ECITB.org.uk Competence Collaboration Leadership AlasdairSmith Andrew Buchan Alasdair Smith Eric Annand Andy Brown Eamon Sheehan Mitch Crichton Emily Taylor Emily Taylor Peter Benton James Duff Eric Annand Carol Sinclair Mitch Crichton Jennifer Kerr Nikki MacPherson William Lindsay Aaron Kinney Simon Dick Steven Thomson Working Groups 11 Group Lead Non ECITB PMSG Member
- 12. ECITB.org.uk Conference Diversity &Inclusion Project Controls Alasdair Smith Alasdair Smith Alasdair Smith Emily Taylor Andrew Buchan Alex Robertson Eric Annand Emily Taylor Daniel McAteer Peter Benton James Duff Eric Annand Rachel Sweeney Jennifer Kerr James Sitter Maris Lawrence Maris Lawrence Peter Benton Mark Fotheringham Peter Benton Catherine Lambert Tony Marks Duncan Abernethy Working Groups 12 Group Lead Non ECITB PMSG Member
- 13. ECITB.org.uk FEL Decision MakingOS 2.0 Big Data Alex Robertson Eamon Sheehan Alex Robertson Andrew Buchan James Duff Andrew Buchan James Duff William Lindsay Daniel McAteer James Sitter James Duff Peter Benton Peter Benton William Lindsay Special Interest Groups 13 Group Lead Non ECITB PMSG Member
- 14. ECITB.org.uk Starting Point –Change in circumstances in the Oil & Gas sector (UKCS) • Collaborate to remain competitive – Sir Ian Wood Report (Maximising Economic Recovery - MER) 2014 • Increased control and competition at a business and project level do not guarantee competitiveness. • Positive examples of collaborative behaviour leading to project success. • Report focus mainly on the need for more business / business and operator / operator collaboration. • Dramatic oil price reduction in Q4 2014 (from circa $110 / BBL) drove urgent oil & gas sector action. • New Industry Regulator formed in 2015 – Oil & Gas Authority (OGA) • MER Report recommended. • With powers to mandate industry collaboration. Why Collaborate?
- 15. ECITB.org.uk • There aremany potential benefits to adopting a collaborative strategy in the delivery of most complex engineering construction projects. • Within your own sector what do you think are the potential benefits of collaboration that you can identify, based on your project experience? • Use the Slido and provide as many 1 or 2 word answers as you can. We’ll take a couple of minutes. Question 1 – The Case for Collaboration 15
- 16. ECITB.org.uk Objectives Areas CommonlyCreated / Addressed for Collaborative Projects: HSSEQ Business Case • Commercial / Cost • Schedule People / Collaboration PM Efficiency • Functional Specification • Streamlining Work Processes • Waste Reduction Stakeholder / Partner Satisfaction Communication & Information Management Management of Risk & Uncertainty Project Collaboration – “Working Together Toward the Achievement of Common Project Goals” 16 Alignment to Common Project Objectives People & Behaviour Process Efficiency Enabling Potential Benefit Areas Innovation Continual Improvement Data Decentralisation / Sharing
- 17. ECITB.org.uk It was allvery well for MER to challenge industry to improve collaboration but how….? • ECITB Project Management Conference – Nov 2015 • Collaboration for Efficiency and Cost Reduction • Collaboration Workshop feedback • How do we really improve collaboration at project level?? • Many of the PM conference delegates were looking for help with how to achieve project collaboration. • 2016 Initial launch of the ECITB Project Collaboration Toolkit • A go to guide developed by industry for piloting How to Collaborate?
- 18. ECITB.org.uk • One ofthe key challenges in collaborating is setting the environment that leads to the desired behaviours. • Within your sector, what are the key actions required to establish a collaborative environment that you can identify, based on your project experience. • Use the Slido and provide as many 1 or 2 word answers as you can. We’ll take a couple of minutes. Question 2 – Establishing a Collaborative Environment 18
- 19. ECITB.org.uk Ex 2. ProjectCollaboration – Establishing a Collaborative Environment 19 Stakeholder Mgt Conference Undertake an assessment of enabling climate (BS – 11000) Foundations for trust Contracting Principles Partner Selection Process Collaboration Plan and Behavioural Charter Appoint a Collaboration Champion Leadership is key
- 20. Project Collaboration Toolkit In2020 the ECITB launched Ed 2 of the ‘PCT’ Project Collaboration Toolkit It’s designed to provide an easy to use ‘go to’ guide to support project collaboration from inception through to close-out.
- 21. What we know……. Youcan’t mandate collaboration…… Communication, coordination and cooperation together may NOT, on their own, deliver collaboration. Collaboration is a state of being which produces a culture of ‘one team, one vision, one project’. It is founded on trust, honesty and openness and includes a ‘no blame’ approach to work and learning. It’s an organic process dependent on TRUST
- 22. You can’t mandatecollaboration…… Communication, coordination and cooperation together may NOT, on their own, deliver collaboration. Collaboration is a state of being which produces a culture of ‘one team, one vision, one project’. It is founded on trust, honesty and openness and includes a ‘no blame’ approach to work and learning. It’s an organic process dependent on TRUST What we know……. Value Creation Level of Commitment/TRUST Communication Coordination Cooperation Collaboration
- 23. What we’ve learned……. Theopportunities for direct comparisons are rare but: We now know it’s possible to achieve up to a 70% cost saving on a like for like project We see no reason why substantial savings can’t be achieved on other projects through collaborative working.
- 24. Andy Brown -Director, Operations ECITB 28th September 2021 andy.brown@ecitb.org.uk Thanks for listening & taking part Collaborating for efficiency
- 25. connectedcompetence.co.uk Connected Competence 2021Strategy 28 September 2021 Slide 25 Vision Connected Competence is recognised and adopted across the Engineering Construction Industry as the required base-level of technical competence assurance, enabling skills transfer across sectors and supporting the Energy Transition. Mission The standardisation of base level technical competence assurance to increase the transfer of skills and transparency of competence within the Oil & Gas Industry. Objectives Increase Safety • Ongoing competence assurance • Level playing field for all • Reduce non-conformance Common Competence • Aligned to NOS / Industry standards • Standard achieved across the teams • Knowledge and Skills Reduce Cost • Remove duplication & waste • Recruitment / mobilisation / Transfer • Quality Assurance / Productivity
- 26. connectedcompetence.co.uk Connected Competence Governance 28September 2021 Slide 26 CC Council Provide Industry leadership and influence to support efficiency gains through cross sector collaboration in recognising the standardisation and assurance of technical competence, allowing the Engineering Construction workforce to move seamlessly within the Industry and mobilise across the Energy sectors. Chaired by Shaun Poll, Worley CC Employer Delivery Group The Delivery Group is accountable to the Connected Competence Oil & Gas Council and functions as the Project Execution team responsible for delivering the Connected Competence project within the Oil & Gas sector. Chaired by Keith Scott, Petrofac Delivery Areas 1. Product Enhancement • 7 Workstreams: Test Review, Role Profiles, Mapping Taxonomies, eProctoring, Website, Digital Badges and Onsite Digital Pilot 2. Model & Structure • Approach to testing, Onboarding process and Code of Practice • Transient worker support 3. Communication & Wider Industry Adoption • Communications Plan and Stakeholder Engagement • Mandated approach for base technical competence 4. Duplication & Waste • Value / Benefit analysis • Realisation of benefits
- 27. ECITB.org.uk • A seriesof postgraduate level modules developed by Universities including Strathclyde & Robert Gordon University with content leadership by an industry steering group over 10+ employers in association with ECITB. • Based on employer input, Strathclyde’s industry perspective and academic knowledge, we have now finalised the curriculum for the first 4 core modules: 1. Global Energy Markets, Energy Transition Barriers and Readiness 2. Renewable Energy Technologies 3. Energy policy, sustainability and circular economy 4. Energy systems integration • The first module started yesterday with 30 delegates. Energy Transition & Leadership 27
- 28. ECITB.org.uk • The firsttwo modules have been chosen as it is felt that they will give delegates a strong foundation for working in energy transition in the engineering construction industry: • Global Energy Markets, Energy Transition Barriers and Readiness • Renewable Energy Technologies o Understanding the business landscape o Tools for developing net zero strategies in their own organisation o A broad understanding of policy and how that impacts their business o Enough understanding of the technologies employed in the energy transition to engage in discussion and make decisions for their business o Strong use of case studies to back up teaching Initial Module Offering