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Industry insight


Introducing inclusivity at grass-roots level


Training courses that promote inclusivity are essential if the building services engineering sector is to meet demand for the low-carbon future. Mark Krull, managing director at LCL Awards, explains why the industry needs more varied viewpoints and how access to the skilled trades can be improved


A


ccording to the latest Offi ce for National Statistics (ONS) data, women make up just 1% of the skilled trade professionals working


in the UK construction sector – a fi gure which has barely changed over the last decade. There is no reason for this disparity other than social constructs. We are brought up to believe that girls become hairdressers and boys become plumbers. Of course, this is a very simplistic generalisation of a complex issue which encompasses not just gender stereotypes, but other under-represented groups too. In a sector that has suff ered from long-term skills shortages caused by a range of factors, including rapidly aging workforce, it is an issue that requires urgent attention.


Call to the tools


The building services engineering (BSE) sector requires more people across the board. We need a higher intake of trainee gas engineers and plumbers, allowing experienced engineers to upskill to fulfi l roles in low-carbon technologies and fuels, from heat pumps to hydrogen. But we also need to encourage variety. The


LCL Awards


heating industry is diversifying, and new approaches are being inspired by technological innovations. Trade roles are changing, with ‘engineering’ – innovating to solve problems and push the boundaries of common barriers, such as energy effi ciency – becoming a more prominent part of the job.


Building a resilient workforce – what steps can the industry take?


Inclusivity Charter


1. LCL Awards centres are committed to creating a welcoming, inclusive environment where both learners and centre staff feel safe, heard and supported. 2. We do not tolerate off ensive language, such as sexist or racist comments – from trainers or trainees. 3. We consider the needs of all learners, in order to enhance learning experiences and increase opportunity 4. We are actively exploring a range of training options, using creativity and innovation to improve engagement. 5. Our ambition is to help as many people as possible access the building services engineering sector; to improve lives, improve the sector and combat skills shortages. 6. We believe that inclusion creates an environment where everyone is valued, feels valued and are therefore able to achieve their highest potential.


Varied viewpoints and life experiences will accelerate innovation and progress our industry for the better. We believe that one of the best starting points is the training centre. More diversity in the classroom will result in more diversity in the workplace, which will also have an impact at grass roots level, encouraging more young women (and other under-represented groups) to choose trade and engineering roles. Flexible course delivery – In a post Covid age, we


are all far more used to communicating online. Many training courses and qualifi cations can be delivered online and/or in the evening and at weekends to suit the needs of parents and carers, as well as people fi tting training in around the day job. Engage young people – the number of young people entering the gas sector specifi cally is in decline, down over 4% in the last 16 years. Part of the challenge of engaging with young people – all young people – is ensuring that training centres and workplaces represent modern attitudes. Promote respectful behaviour – during our fi eld


research, we heard many accounts from female trainees who had experienced seemingly harmless ‘banter’ in the classroom – questions regarding their strength to lift a boiler, for example. Casual remarks like this contribute to a negative culture of intimidation and eff ect the progress of everyone, men included. The best environment for learning is one where everyone is equally valued.


Mark Krull, managing director at LCL Awards


Improve confl ict management – most of these incidents go unreported. If real change is to be achieved, training centres must ensure there is an open line of communication so that everyone feels safe to report inappropriate behaviour. Active listening, patience and impartiality at management level will ensure long-term solutions are implemented.


Inclusivity from the bottom up


Aside from being the right thing to do, attracting more people is ultimately good for business; women in particular are a largely untapped marketplace. Welcoming training environments will encourage more people from diff erent backgrounds and experiences to move into building services, from school leavers through to older career changers. There are also benefi ts for employees and trainers - workplaces where wellbeing is valued tend to have better staff retention and greater productivity. Inclusivity initiatives at a grass-roots level have the potential to inspire signifi cant cultural change across the wider industry and we look forward to seeing more of them in the future.


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