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Citations

Included citations 16

1 In collaboration with the construction industry, the government seeks to achieve radical changes in construction by 2025, which will
transform the construction industry and other sectors (United Kingdom Government, 2016).

2 The strategy look to improve the construction industry and make it renowned for a diverse and talented workforce, efficiency and,
technologically advanced industry with low carbon (HM Government, 2013).

3 On the other hand, the industry strengths include big supply chain, UK economy dominance, high-class designs, and low cost of entry
(HM Government, 2013).

4 Although there is potential, the industry growth has been stagnant since 2007 due to the falling demand of the assets in the industry,
such as private and commercial housing (HM Government, 2013).

5 Other areas that will unlock the development include housing, private rentals, and homeownership support (HM Government, 2013).

6 However, these strategic priorities will only be possible if there are sufficient skills and diverse human workforce (HM Government,
2013).

7 The reputation will make the UK renowned Construction 6 for innovative and world-class construction products hence increasing the
export trade opportunities (HM Government, 2013).

8 Through the health and safety initiative, the UK will be known for its excellent and safe working environment (HM Government, 2013).

9 The Digital, Built Britain document, Construction 10 describes the convergence between the digital economy and smart cities, which
will require a high-quality database (HM Government, 2015).

10 Through smart city ambitions as detailed in digital built Britain level 3, the construction stakeholders will use data to optimize the
transport options and manage business carbon usage (HM Government, 2015).

11 The document describes the rationale of Totex and Totcarbon as well as service data collection to help understand the behaviour of
assets on a mass scale (HM Government, 2015).

12 The client capability assertions revealed that the government's construction strategy 2016-20 document is in line with the
fundamental changes outlined in the construction 2025 strategy document (Infrastructure and Projects Authority, 2016).

13 The construction 2025 strategy is in agreement with the construction strategy 2016-20 (2016) report in the sense that there is a need
for early engagement of vital suppliers.

14 Construction 12 Additionally, the strategy 2016-20 theme of coordination and leadership set to enhance the collaboration and
coordination between the core construction clients of the government and bring forth the consistent approach construction
approaches (Infrastructure and Projects Authority, 2016).

15 Further, the industrial strategy documents the development of technological ideas through research innovation as well as the
commercialization of digital technologies (HM Government, 2018).

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16 This theme is well discussed in chapter one of the construction 2025 strategy where the government intends to simplify the
infrastructure landscape, and unlock other areas of development include housing, private rentals, and homeownership support (HM
Government, 2013).

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References

1 : HM Government, 2013. Building 2025: manufacturing strategy: collaboration between government and business. HM Government.
(2015). Stage 3 Construction Knowledge Analysis – Project Strategy. HM Government, 2018. Industrial Strategy: Deal of the building
sector. Infrastructure and Projects Authority, 2016. 2016–20 Construction Development Plan. United Kingdom [UK] Government, 2016.
The strategy of government building: 2016-2020.

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Construction 1

CONSTRUCTION REPORTS REVIEW AND EVALUATION

By (Name)

Course Name

Professor Name

University Name

City or Location of the University

Date

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Construction 2

Executive Summary

The construction sector provides the UK with a robust competitive advantage. The

capability of word-class architecture, engineering, and design is yet to be fully exploited in the

UK. The British construction industry is at the forefront of delivering modern-day construction

solutions. There is also a myriad of opportunities to be exploited to accelerate construction

growth to 70% by 2025.

The sector faces an urgent need for a skilled workforce capable of delivering change by

2025. As the global economy recovers from the recession, the construction industry must retain,

recruit, and develop a skilled workforce sufficient to meet the rising demand. There is a pressing

need to update the older people, as well as nurture and develop young skills to realize the vision

of digital construction.

The foundation of digital construction depends on Building Information Modelling

(BIM). BIM employs sophisticated technology to create 3D models of construction assets, and

hold massive data about their designs, and current operations. Combining the internet of things,

digital economy, and robust data analytics techniques, will enable the sector to effectively

construct at a lower cost and maintain and operate the constructions efficiently.

In the wake of the Covid 19 pandemic, the construction sector faces a significant

challenge to illustrate its development in health matters. Coved 19 pandemic provides greater

insight into the industry measures and progress in health matters. The mechanics of coping with

the epidemic will have a significant impact on the construction sector going into the future.

Hence, the government should develop and undertake specific regulations when such a pandemic

arises in the future.

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Construction 3

The government will seek to enhance certainty and clarity to allow sustainable, low

carbon, and green construction exports. To achieve this plan, the construction industry must

enhance client capability by providing quality solutions, as well as creating efficient waste

management methods. Also, the government must improve understanding of future work

opportunities to develop latitude of skilful recruitment, investment, and training that supports

construction vision.

Buildings are processes, not completed products. Obsolescence occurs due to physical

decline, technological advances, changes in the economic conditions, and user requirements. The

construction industry may need to start evaluating the factors affecting the demand of

construction assets. The ability to adapt will be a crucial element of success and profit in the

future of the construction industry. This paper reviews the construction 2025 strategy and

compares it with other published documents regarding construction sector developments.

Introduction

The construction 2025 strategy document was published in July 2013 and consists of four

chapters which detail the UK government ambitions. In collaboration with the construction

industry, the government seeks to achieve radical changes in construction by 2025, which will

transform the construction industry and other sectors (United Kingdom Government, 2016). The

strategy look to improve the construction industry and make it renowned for a diverse and

talented workforce, efficiency and, technologically advanced industry with low carbon (HM

Government, 2013). The strategy is discussed in detail in four chapters; the strategic context, the

strategic priorities, the drivers of change, and leadership.

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Construction 4

Construction 2025

The 2025 construction strategy is a well-written document with several themes and action

points that will be delivered by different industry bodies within the construction and technology

sectors. The first chapter of the 2025 construction strategy discusses the contextual aspects of the

construction sector and the government's strategic orientation regarding how the industry affects

the UK's economic growth. The chapter depicts the construction industry as the pillar of the UK

economy that will see the development of other sectors proliferate. Additionally, the contextual

aspects of the construction sector are covered in various sections. The chapter extensively

discusses the weaknesses and strengths of the industry. Among the main disadvantages of the

initiative include low supply chain vertical integration, rock-bottom innovation, and increasing

construction cost. On the other hand, the industry strengths include big supply chain, UK

economy dominance, high-class designs, and low cost of entry (HM Government, 2013).

Further, the first chapter outlines the construction industry scope. The industry is diverse,

with varied and broad markets. It consists of forestry, quarrying, and mining and provides

opportunities in the design, manufacturing, production, and maintenance of the constructed

assets. The chapter cites a 10% proportion of the UK population work in the industry. Although

there is potential, the industry growth has been stagnant since 2007 due to the falling demand of

the assets in the industry, such as private and commercial housing (HM Government, 2013).

The government offers support through strategic planning to revive the sector and

consequently unlock development. The UK government provides financial support and oversees

the construction of various infrastructural projects. According to the chapter, the economic

controllers will create a streamlined and coordinated approach to old and new infrastructure. The

UK government intends to simplify the infrastructure landscape, which will then attract

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Construction 5

investors. Other areas that will unlock the development include housing, private rentals, and

homeownership support (HM Government, 2013).

The second chapter discusses in detail the strategic priorities of the 2025 construction

strategy. The underlying theme of the plan is the excellent and quality life of UK citizens. Hence,

three main areas of concern include digital design and smart construction, sustainable low carbon

construction, as well as the development of improved global trade. However, these strategic

priorities will only be possible if there are sufficient skills and diverse human workforce (HM

Government, 2013).

The chapter also highlights how the UK economy will build a competitive advantage

through digital designs and smart construction initiatives. Digital and better systems are central

to the UK transition to the smart economy, making Britain digitally built. The innovative

technologies will enable the sector performance to be monitored and consequently lead to high

efficiency and economic growth. Another advantage of digitalized construction is that it will

require fewer production materials, therefore leading to a green economy. Also, the smart city's

plan will ensure the UK government capitalizes on the increasing global demand for digital

infrastructure and housing.

Additionally, the chapter details how the UK construction sector will transition from a

high carbon economy to a green economy. In collaboration with the government, the

construction sector set to tap resource efficiency and built environment to cut carbon to 50%.

Additionally, the carbon-free economy will present the UK economy with export market

opportunities through the new supply chain. The chapter describes the growing global

construction market at 4.5% annually. Therefore, the intention is to build an international

reputation for engineering, design, and architecture. The reputation will make the UK renowned

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Construction 6

for innovative and world-class construction products hence increasing the export trade

opportunities (HM Government, 2013).

Further, the scope of low carbon construction extends to cover and improve water

efficiency, biodiversity management, and noise management. The government will create

technology and market-based plans to generate growth and job opportunities. Additionally, the

green deal, which will protect the consumers through robust standards, will benefit UK citizens

regardless of their income levels. It will be crucial in ensuring energy-efficient UK (HM

Government, 2013).

The third chapter of the 2025 construction strategy discusses the drivers of change, which

is critical for the UK government to achieve its construction industry vision. The fundamental

changes will lead to a better image of the industry, improved workforce capability, future job

opportunities, better procurement, and client capability, a resilient and robust supply chain, as

well as enhanced innovations through research.

The UK government will commit itself to better the image of the construction sector

through various approaches. Among the approach is the engagement of the youth to improve

performance in the maintenance and repair market. Additionally, the government seeks to

improve safety and health by minimizing occupational health issues. Through the health and

safety initiative, the UK will be known for its excellent and safe working environment (HM

Government, 2013).

Further, the chapter discusses the strategies to improve work opportunities in the future.

In that regard, the possibilities include program planning and collaborative projects, skills and

resource planning, business strategies, and sectoral planning. The tunnelling capability analysis

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Construction 7

will increase the transparency of the pipeline procurement in the future and evaluate the

industry's skills and capabilities HM Government, 2013).

Additionally, the chapter describes the role that the clients and procurement will play to

transform the sector. The acquisition of the products and materials will have a significant effect

on the construction sector transformation. Also, the procurement process is wasteful and

bureaucratic; hence the government seeks to revolutionize the supply chain. In that regard, the

UK government commits to improve procurement efficiency and search for efficiency gains

options.

The chapter discusses the failure and opportunities of the construction industry to

improve its supply chains. The government provides support and ensures fair payment across all

the construction projects. Besides, the government commits to bring more efficiency in payment

and finance practices, as well as to create better conditions for the supply chain in the

construction industry to thrive. Additionally, the strategy will utilize the world-class research

base to bring forward green construction and smart designs and to maximally exploit Building

Information Modeling (BIM) HM Government, 2013).

The fourth chapter highlights the leadership of the strategy. According to the section, the

vision requires robust leadership from all the construction industry stakeholders. In that regard,

the sector council will oversee the planning and implementation of the construction 2025 plans.

The industry bodies will be held responsible for the ownership of actions.

Government Construction Strategy – May 2011

Several construction publications detail the plans for the ongoing construction strategies

in the UK. One of the reports is the government construction strategy (GCS) which was

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Construction 8

documented in the year 2011. It describes various objectives that the UK government set to

achieve, which are consistent with the construction 2025 strategy. Also, it reveals the pertinent

role of efficient construction to the economy of the UK. The key themes discussed in the GCS-

2011 document include the coordination and leadership which sought out to improve

engagement and coordination with industry clients to bring out consistent approaches to

construction procurement. Similarly, the construction 2025 action plan seeks to transform the

industry through the Construction Leadership Council (CLC).

In addition, the GCS (2011) outlines the methods to eliminate waste and unnecessary

duplication, which results in higher costs and delays in procurement. It documents the new

procurement methods, which is in line with the construction 2025 strategy of improving supply

chain efficiency. Additionally, the GCS (2011) description of the forward program and data

theme aim to provide the departments with a total pipeline to explore, and identify opportunities

for collaboration, is consistent with the construction 2025 strategy to refine and develop a

pipeline for future work opportunities.

The GCS (2011) highlights the plan of the government to coordinate and develop

standards of supply chain members to work through BIM collaboratively. The measures will

improve the spread and utilization of technology in construction designs. The theme of ensuring

supply chain use BIM is consistent with ideas in the construction 2025 strategy. In particular, it is

in line with the plan of digital built Britain, as well as construction conditions for the supply

chain.

An economic analysis of the sector – July 2013

Additionally, a report detailing the economic analysis of the construction sector was

published in July 2013. The report asserts that the construction sector is one of the most

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Construction 9

significant contributors to the UK economy. It details the number of businesses and jobs created

by the industry, despite the declining trend of sector development since the 2008 financial crisis.

In that, regard the document content is consistent with the strategic context of construction 2025.

Chapter 1 of the construction 2025 strategy posits that the UK government seeks to strategically

enhance the construction sector to realize further opportunities for economic growth.

Also, the economic analysis document reviews the changing global economy. It discusses

the dramatic changes in the demand for construction products. The key features of the worldwide

economy identified include the manufacturing value chain which different countries can focus

on. Additionally, there are demographic changes in terms of ageing population and loss of skills

as well as population increase. The document also describes the increasing demand for green

construction and the opportunities for export markets. In comparison, the document analysis

report is in line with the construction 2025 strategy which seeks to explore export opportunities

through innovative and green constructions.

Moreover, the economic analysis document details the accelerators of long-term

development. It discusses the shortage of skills in the construction market, which leads to the

challenge of improving construction workforce skills. The document details the difficulties in

access to finance, citing demand and supply factors regarding financial resources. In that regard,

the report is consistent with the construction 2025 plan of rebuilding the industry image and

enhancing the efficiency of the supply chain by addressing the financial challenges.

Digital Built Britain – Level 3 Building Information Modelling Strategic Plan

Another document published detailing the UK construction industry plan is the Digital

Built Britain-Level 3, building information modelling strategic plan. The paper discusses in

detail the themes of digital Britain, smart cities, and BIM. The Digital, Built Britain document,

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Construction 10

describes the convergence between the digital economy and smart cities, which will require a

high-quality database (HM Government, 2015). In that regard, it aligns with the construction

2025 plan to create a competitive advantage in digital designs and smart structures. The

construction 2025 vision of smart economy sets to improve the sector performance to be

monitored, and consequently lead to high efficiency and economic growth.

Through smart city ambitions as detailed in digital built Britain level 3, the construction

stakeholders will use data to optimize the transport options and manage business carbon usage

(HM Government, 2015). The document describes the rationale of Totex and Totcarbon as well

as service data collection to help understand the behaviour of assets on a mass scale (HM

Government, 2015). In comparison, to construction 2025 strategy, the document reflects the

approach of DBB level 3 through the development of the technology-based plans to create jobs,

ensure growth opportunities as well as eliminate carbon from the built environment.

Further, digital built Britain level 3 extensively outlines the contracting model. It

describes the reassessment of the contracting model and provides the change from traditional

contracting by the use of semantic trading and integrated performance contracts. In comparison,

the construction 2025 plans to enhance procurement efficiency and search for more efficiency

gains.

Also, the DBB document highlights the opportunities to collaborate with the universities

to enhance research and innovation. It outlines the ambitions to strengthen the research and

development, as well as improvement of the knowledge base in fields of future and smart cities.

The strategy of improving R&D is in tandem with the construction 2025 plan to grow the

industry skill set and knowledge base. According to the construction 2025 strategy document, the

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Construction 11

UK government will collaborate with universities to enhance research and eliminate barriers to

innovation.

Government Construction Strategy

The UK government collaborating with the construction industry published another

report in 2016. The government construction strategy (GCS) 2016-20 outlines the strategic

priorities, such as the client capability, data and digital capacity, skills, and supply chain, as well

as whole-life approaches.

According to the document, the UK government has made gradual improvements in

strengthening the clients’ capabilities. The theme of client capability, as revealed by the

government construction strategy report, sought to define the client capability as well as organize

client capability workstream. The client capability assertions revealed that the government's

construction strategy 2016-20 document is in line with the fundamental changes outlined in the

construction 2025 strategy document (Infrastructure and Projects Authority, 2016).

According to the government construction strategy 2016-20, the responsibility to drive

strategic changes permeates through the supply chain. The construction 2025 strategy is in

agreement with the construction strategy 2016-20 (2016) report in the sense that there is a need

for early engagement of vital suppliers. Moreover, the inclusion of Government Soft Landings

(GSL) to the governance structure to solve and align the clients’ interests will consolidate the

fragmented customer base and align well with the construction 2025 strategic vision. Besides,

Construction 2025 aims to create efficiency in procurement and explore other efficiency gains

within the procurement process.

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Construction 12

Additionally, the strategy 2016-20 theme of coordination and leadership set to enhance

the collaboration and coordination between the core construction clients of the government and

bring forth the consistent approach construction approaches (Infrastructure and Projects

Authority, 2016). To achieve that, the UK government set quarterly meetings of Government

Construction Board (GCB) to oversee the implementation of construction strategy 2016-20.

Similarly, the construction 2025 strategy describes the theme of leadership in detail and

advocates for strong leadership across the entire stakeholders of government and construction

industry.

Industrial Strategy – Construction Sector Deal

Finally, the last document is the Industrial Strategy Construction Sector Deal. The

document plans align well with the construction 2025 strategy vision. It describes the

improvement areas of the data revolution, and Artificial Intelligence (AI) which will place the

UK at the forefront of digital construction. The data economy and AI plans are in agreement with

the construction 2025 strategy and plan of digital designs and smart constructions. Further, the

industrial strategy documents the development of technological ideas through research

innovation as well as the commercialization of digital technologies (HM Government, 2018).

This is similar to the construction 2025 approach to improve research, and innovations by

collaborating with research communities and academics to generate more ideas and innovations.

Further, the industrial strategy document places enormous importance on the people. The

report outlines the vision of the government to create jobs for its people, and develop their skills

to fit the new outlook of the industry. In that regard, the document is in line with construction

2025, which outlines the ambition of improved workforce skills, and job opportunities in the

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Construction 13

construction industry. Precisely, the report detailed the plan to grow the construction workforce

through refining the pipeline of future job opportunities.

Further, the industrial strategy document describes the government plan to enhance the

infrastructure and housing, and drive the demand of construction assets up. This theme is well

discussed in chapter one of the construction 2025 strategy where the government intends to

simplify the infrastructure landscape, and unlock other areas of development include housing,

private rentals, and homeownership support (HM Government, 2013).

Additionally, the industry strategy document outlines the government intentions to

enhance the supply chain. The supply chain is critical in ensuring it can support the construction

industry. In that sense, the plan of strengthening supply chain is consistent with the 2025

construction plan of developing better supply chains conditions for the construction industry.

Conclusion

In conclusion, construction 2025 is central to the UK economic growth and development.

The vision will tap the increasing global demand for houses and infrastructure to create

opportunities for growth. The document is consistent in terms of plans and themes with other

construction documents published. This shows that there is no room for complacency in

construction sector development. The industry will contribute significantly to the quality of life

in Britain. It will create various value chains; hence it will be a massive contributor to the UK

economy.

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References:

HM Government, 2013. Building 2025: manufacturing strategy: collaboration between

government and business.

HM Government. (2015). Stage 3 Construction Knowledge Analysis – Project Strategy.

HM Government, 2018. Industrial Strategy: Deal of the building sector.

Infrastructure and Projects Authority, 2016. 2016–20 Construction Development Plan.

United Kingdom [UK] Government, 2016. The strategy of government building: 2016-2020.

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