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Bounce Back is one of the leading organisations supporting prison leavers into the construction industry, working with NOVUS, delivering construction skills training in 4 London prisons (HMPs Brixton, Wandsworth, Pentonville, and Isis) to help new entrants with 6 months left of their sentence to prepare for work. Through partnerships with local authorities, adult education providers, and training centres, they will source individuals looking to transition into construction from other sectors. Their employer network will support mid-career changers and women re-entering the workforce, ensuring they receive tailored mentoring and in-work support.

In collaboration with the National Association of Shopfitters (NAS), the Institute of Carpenters (IOC) are committed to fostering strong links with construction employers to ensure the successful retention of new entrants in the industry. Their approach includes proactive engagement with a UK-wide network of colleges, member employers, and strategic partners, providing a comprehensive support system for new starters.This strategic partnership enables a broader reach and provides additional opportunities for new starters within the construction sector.To address the individual barriers that new starters face in the construction industry, they have designed a robust support system that is tailored to meet the unique needs of each individual. Their approach will be iterative and they anticipate adaptation and changes to be reviewed and implemented in collaboration with CITB. Their objective is to ensure that every new starter receives personalised guidance, assessment, and support throughout their journey into sustained employment. The IOC and NAS will leverage its relationships with recruitment agencies within its network to identify and pursue additional employment opportunities for new entrants. This collaboration helps match new starters with suitable job openings in the construction industry.

The funding will allow STC to build on initial work completed whilst learners are on their construction programmes. STC currently provide the support required to secure employment (CV writing, job search, signing up to agencies, arranging interviews, employer talks etc) but their time with learners is limited. The impact of this support will allow STC ‘follow’ the learners through the first year of their employment to help navigate their challenges.

STC work with a number of employers including Places for London, Breyer, Balfour Beatty, Insight, Aston Group and Kinovo. STC work with several Recruitment Agencies and employers directly who are continually placing their own candidates into work. STC will liaise with them to offer support to new entrants.

STC have serveral partnerships with local councils/boroughs Essex, Basildon, Thurrock, Havering, Redbridge, Newham, Waltham Forest), 12 London and 6 Essex JCP offices and over 20 local referrers including Maximus, Ixion, People Plus, Probation Services and specialists like Shaw Trust to support engagement of specific disadvantaged groups.

STC will deliver a Matrix Standard IAG and develop a holistic Individual Employment Support Plan (ESP) and Employer Action Plan setting out scheduled activities to support job entry and sustainment for new entrants. STC will engage with the individual to understand their goals, where they want to be in 2 years’ time and how to get there. Employer support will be delivered in line with agreed action plan and include line manager mentoring and management training where identified, buddy schemes, work shadowing.

STC will engage employers on a similar forum and broadcast list that focusses on employment CPD and networking, opening support for those looking to employ, or with newly qualified workers.

STC Learner Hub: Individuals will access wrap around support alongside core mentor and employer activities.

To ensure that the construction industry has sufficient workforce to deliver the pipeline of work, employers need to:
• Recruit more people with particular focus on those from more diverse backgrounds and / or demographics; and
• Improve retention across the industry. There is an opportunity to increase numbers entering the industry by bringing in people from different demographics and / or diverse backgrounds. In relation to improving retention, there is a wider challenge that needs to be addressed around inclusivity as the existing workforce are of the view that industry is not reflective of the diverse society and being inclusive helps to retain the existing talent within the existing workforce and in the wider industry.

The availability of fully trained apprentices is becoming a significant issue for the construction industry in London. Shooters Hill Sixth Form College (The College) in partnership with FMB propose a new curriculum and work ready delivery model designed to meet the needs of SMEs and prepare young people for the construction industry of today and the future through incentive and investment.

This project will work with 20 students and sustain that number as individuals gain employment through the network of employers. The 20 students will be between the ages of 16 and 19, they can be new entrants to The College or progressing from The College’s core programmes and consist of the following characteristics:

• 20% female
• 10% with an educational and health care plan
• 40% from an ethnic minority group

Productivity has been recognised as a strategic priority for CITB.  Research has shown that:

• Error costs the UK construction industry between £10 and £25 billion per annum.  
• Industry-wide culture change is needed to improve construction productivity.  
• Historically, industry investment in non-technical skills is markedly low  

Employers require guidance, support and incentivisation to successfully address the identified skills gaps amongst supervisors and managers at all levels. 

This Contract is intended to increase training capacity in relation to the delivery of GIRI productivity training, designed to help organisations, projects teams and individuals to avoid error.  

Vinci Plc will embed GIRI training methodology to the appropriate staff and supply chain staff on the following 5 projects:

1. Taylor Woodrow South West
2. Bletchley Rail Depot
3. Meridian Water Business
4. National Grid
5. Taylor Woodrow North

Productivity has been recognised as a strategic priority for CITB.  Research has shown that: 

• Error costs the UK construction industry between £10 and £25 billion per annum.  
• Industry-wide culture change is needed to improve construction productivity.  
• Historically, industry investment in non-technical skills is markedly low  

Employers require guidance, support and incentivisation to successfully address the identified skills gaps amongst supervisors and managers at all levels. 

This Contract is intended to increase training capacity in relation to the delivery of GIRI productivity training, designed to help organisations, projects teams and individuals to avoid error.  

BAM Nuttall Ltd will embed GIRI training methodology to the appropriate staff and supply chain staff on the following 6 projects:

1. Trans Pennine route upgrade – Hillhouse sidings
2. Victoria North (Manchester)
3. Cross Tay link Road
4. Guildford STW
5. Devonport Royal Dockyard
6. Environment Agency Collaborative Framework (Hub A)

The recently published Construction Skills Network 2023 – 2027 data shows a continuing demand for bricklayers in the Homebuilding Sector. It is estimated that the industry needs 4,000 additional bricklayers per annum.

Since 2019, CITB has invested in the delivery of bricklaying skills. CITB have funded the development of 16 short courses in specific areas of brick work (e.g. Installing Fire Barriers & Breaks, Brick Slip Systems and Sills, Copings, Cappings and Junctions) and delivered brickwork standards training to 15 colleges. As of February 2023, this upskilling programme had supported over 1500 learning interventions in further education (“FE”) programmes and to over 400 experienced bricklayers .

Productivity has been recognised as a strategic priority for CITB.  Research has shown that: 

• Error costs the UK construction industry between £10 and £25 billion per annum.  
• Industry-wide culture change is needed to improve construction productivity.  
• Historically, industry investment in non-technical skills is markedly low  

Employers require guidance, support and incentivisation to successfully address the identified skills gaps amongst supervisors and managers at all levels. 

This Contract is intended to increase training capacity in relation to the delivery of GIRI productivity training, designed to help organisations, projects teams and individuals to avoid error.  

VolkerStevin Infrastructure Limited will embed GIRI training methodology to the appropriate staff and supply chain staff on the following 8 projects:

1. Clyde Commercial Framework (CCF)
2. Sunderland Wear Bridge
3. Kendal Flood Risk Management Scheme (FRMS)
4. Macclesfield Wastewater Treatment Works (WwTW)
5. Southsea Coastal Protection Scheme (CPS)
6. Littleborough phase 1B
7. LEHES
8. Preston & South Ribble FRMS Phases 1&2

Productivity has been recognised as a strategic priority for CITB.  Research has shown that: 

• Error costs the UK construction industry between £10 and £25 billion per annum.  
• Industry-wide culture change is needed to improve construction productivity.  
• Historically, industry investment in non-technical skills is markedly low  

Employers require guidance, support and incentivisation to successfully address the identified skills gaps amongst supervisors and managers at all levels. 

This Contract is intended to increase training capacity in relation to the delivery of GIRI productivity training, designed to help organisations, projects teams and individuals to avoid error.  

Kier Infrastructure and Overseas Ltd will embed GIRI training methodology to the appropriate staff and supply chain staff on the following 8 projects:

1. Hinckley Point C
2. AWE (Atomic Weapons Establishment)
3. Regional Civils – Mansfield Suds (Sustainable Drainage Systems)
4. Wastewater Asset Assurance Program – Thames Water
5. UK Power Networks
6. EA Collaborative Delivery Framework
7. South West Water Framework Meica
8. Anglian Water Framework