Thomas Vandecasteele is managing director of contractor and property developer Legendre UK
The construction industry across Europe is undergoing a dynamic period of change, driven by the need to address economic shifts, rising material and labour costs, and project delays. In the UK, the pressure is mounting, with a projected need for 225,000 additional construction workers by 2027 to meet the Labour government’s ambitious 1.5 million new-homes target by the end of its five-year term. The National Federation of Builders (NFB) has claimed that the goal is unreachable, unless the construction skills shortage is addressed.
“In France, site managers typically cover all aspects of the job, from health and safety to logistics, finance and procurement”
European countries are responding to the ongoing challenges by adopting their own practices and strategies, which could offer insight into how to attract and retain talent to fuel the UK’s construction industry.
In countries like France, Germany and the Netherlands, careers in construction are highly respected and often viewed on a par with consultancy roles in the built environment, making it easier to attract talent and younger generations. Furthermore, many construction workers are permanent staff, especially at the worker and management levels, with only about 20 per cent of the workforce being self-employed. This fosters a culture of loyalty, as many individuals spend 10 to 20 years building their careers within the same company. Contractors are more inclined to invest in their employees through training and opportunities for career progression.
In the UK, we see higher levels of self-employment than in Europe, which can lead to less stability and a reduced emphasis on long-term employee development. In the third quarter of 2024, for instance, there were around 745,000 self-employed construction workers, making our industry the biggest sector for self-employment in the UK.
Promoting the industry’s opportunities and raising awareness of the diverse roles and entry routes is crucial to attract talent. The UK government’s recent announcement of a £140m investment in training hubs and a focus on apprenticeships is significant, as high-quality tailored apprenticeships are key to better preparing students for construction careers, expanding the recruitment pool and ensuring businesses have access to well-trained professionals.
In-house upskilling
France and wider Europe place great importance on professional development and apprenticeships, giving young people practical skills alongside the required technical knowledge. In France, specific trades are taught within apprentice training centres, known as CFAs, which provide theory and technical training that is directly applied to a career in the industry. These centres blend classroom instruction with hands-on experience, making students adaptable to real-world challenges. A shift in the UK to focus on in-house training could allow students to benefit from the practical exposure and mentorship that experienced industry professionals offer.
With the construction industry’s tech revolution in full swing, upskilling the workforce and attracting fresh talent is vital and mutually reinforcing, fostering a dynamic and productive industry. The emergence of roles in BIM and onsite construction exemplifies the sector’s transformation. However, without a concerted focus on continuous education and skill development, the industry risks falling behind.
To boost interest in construction careers in the UK, the European model offers a hopeful perspective. The typical holistic model of integrated contractor businesses ensures strong margins and greater efficiency; specifically, in France, the contractor model benefits from less fragmentation between various disciplines. Site managers there typically cover all aspects of the job, from health and safety to logistics, finance and procurement. This makes the role more project-management based and a more attractive career choice due to the diverse skills required.
To truly transform the UK construction industry and maintain its competitive edge, we must continue to shift perceptions, highlighting its modernisation, embracing recent technologies, and fostering a culture of continuous learning. Collaboration between developers and contractors is imperative. By working together strategically and adopting models that fairly distribute risks and rewards, we can collectively build a resilient and thriving construction sector that meets future demands.
A joint commitment to sustainability, innovation and advocacy for better regulatory frameworks would set new industry standards and drive positive change. Such a collaborative effort would not only benefit the UK, but also the construction industry across Europe, making it an attractive and respected career choice that reflects its vital contributions.
