• Setting out an ambitious pipeline of almost £650bn investment in the National Infrastructure and Construction Pipeline
• Supporting the effective delivery of investment by setting out a vision in Transforming Infrastructure Performance: Roadmap to 2030
• Putting societal outcomes, digital technology and innovation at the heart of the government’s approach to infrastructure investment and delivery
• Setting out the annual average workforce requirement to deliver the planned investment and retraining and up-skilling the existing workforce
• Investing in green infrastructure, green skills and carbon-friendly solutions to reach net-zero by 2050

• Demonstrating foundational tools and techniques for productivity improvement
• Flexible delivery approaches utilizing digital and practical hands-on workshops
• Working across different task forces and specialist interest groups that align the key priorities of the industry and sustainability
• Building improvement skill sets and capabilities, at all levels from client through to the supply chain

• Producing an illustrative scenario based on assumptions about how the UK economy will recover from 2022 to 2026
• Key skills challenges
• Achieving modernisation and improving productivity to support wider economic recovery
• Reshaping the construction skills pipeline so that it is better equipped to meet construction employers’ future skills need

• The invisibility of construction trades in past recipes for industry improvement
• The consequences for productivity and other performance measures of the UK’s ‘low-road’ skills and employment model
• Actions that the trades themselves can and should take to put things right
• Actions for main contractors and clients
• Actions for Government and industry leadership bodies

• Defining productivity in qualitative as well as quantitative terms
• The importance of good quality comprehensive vocational education and training for construction productivity
• The lack of a work-based training infrastructure and exclusive nature of the industry in Britain
• Obtaining a highly qualified, gender neutral, climate literate workforce through direct employment and transformation of the VET system
• Improving construction productivity through valuing labour and stakeholder alliances

• Less than 12% of the UK construction workforce are women, with less than 1% in trade roles
• Although the construction industry faces an uncertain future in the wake of the Covid-19 pandemic and Brexit, the CITB scenarios show a recovery in UK construction output and a forecast growth of 4.4%, requiring an additional 217,000 workers by 2025
• In order to build resilient businesses for the future, companies need to widen the talent pool and bring new skills and diversity into their businesses. By encouraging a wider range of people into the industry – and welcoming them when they get here – the industry will benefit from better solutions, more collaborative teams, and stronger businesses
• A diverse workforce is an innovative workforce. Men and women will inevitably have different experiences and backgrounds, which shape their approach to business. Challenging each other and collaborating with people who think differently promotes creativity and the innovative ideas that push organisations forward
  
• Gender diverse companies are more likely to experience greater profitability, with Mckinsey reporting in 2020 that most gender-diverse companies are 25% more likely to experience above-average profitability
• Women Into Construction have developed innovative solutions and are working actively with construction companies to increase the numbers of women working in construction

• Overview of productivity growth in the construction industry between 1997 and 2019
• Shifting trends of consumption by the construction industry to produce output
• The changing characteristics of those who work in construction
• The changing characteristics of the capital assets used in construction

*programme subject to change