An APM webinar sponsored by the Scotland Branch on 28 September 2021. Presenter: Andy Brown As a result of significant turbulence in the industry since 2015, the engineering construction industry has recognised the need to collaborate for project efficiency. This webinar was held on 28 September 2021. Working with industry partners, the ECITB has developed a guidance toolkit that supports the development of a collaborative project environment.  The presentation will provide an overview of the Project Collaboration Toolkit, associated case studies that have demonstrated the value of collaboration and ongoing work to develop a collaborative working agreement that supports these behaviours. Links: https://youtu.be/ZMHevsjCpys https://www.apm.org.uk/news/promoting-collaborative-behaviours-in-the-engineering-construction-industry-webinar/

1. Andy Brown - Director, Operations ECITB 28th September 2021
andy.brown@ecitb.org.uk
Association for Project Management
Collaborating for efficiency
Collaboration - engineering construction industry

2. ECITB.org.uk
A couple of quick on-line definitions:
• the action of working with someone to produce something
But you need to be careful not make any assumptions:
• traitorous cooperation with an enemy
Let’s settle on the Institute for Collaborative Working:
• Collaborative Working is defined as: 'People working jointly on an
activity or project to achieve a common goal. Especially where this
involves co-operation between several teams, departments and/or
different organisations to achieve an agreed objective.'
Collaboration – some definitions
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3. ECITB.org.uk
Introduction to the ECITB and the ECITB Strategy
How the industry collaborates
Collaborating for efficiency - 2014
• The driver for change
The case for Collaboration (audience participation!!)
• Benefits
• How to set up a collaborative environment
The Project Collaboration Toolkit
• Structure
• Case Studies
Scope

4. ECITB.org.uk
• The ECITB was established in 1991 through primary
and secondary legislation.
• Our mission is to lead the engineering construction
industry in training and developing a highly-skilled
workforce. We do this by operating a skills
investment fund to support training and improve
productivity.
• Employer-led, we attract, develop and qualify the
industry’s workforce in a wide range of craft,
technical, professional and managerial disciplines.
• Last year we invested circa £26 million in training
and skills programmes on behalf of the industry,
including for apprentices, graduates and adult
workers.
Engineering Construction Industry
Training Board
4
How we are funded
• ECITB is funded by a consensual levy.
Employers vote every three years on
proposed levy rates.
• In 2019, 75% of levy-paying employers
(accounting for 87% of levy) backed our
proposals. This included an increase in
the levy rate.
• Following the vote and approval by
ministers, levy rates are enacted into law
by statutory instrument.

5. ECITB.org.uk 5
316 90,000
The industry is the bedrock of UK critical national infrastructure

6. INDUSTRY 4.0
As shown during
the pandemic,
digitalisation is
revolutionising the
world of work, leading
to growing demand for
digital skills and a shift
towards blended and
remote learning and
assessment
DEMOGRAPHIC
CHANGE
14% of the ECI
workforce are
expected to retire by
2026. These
workers will need tobe
replaced with the next
generation of young,
diverse talent
COMPETENT
WORKFORCE
Ensuring the workforce is
safe, productive and has
transferable skills is critical
to the success of the ECI
and the wider economy
PREPARINGFOR
NET ZERO
Achieving net zero
emissions by 2050
(2045 in Scotland)
will impact all ECI
sectors and create
significantbusiness
opportunities,
requiring a skilled
workforce
COMPETITIONFOR
SKILLS
£600bn of
infrastructureprojects
are set to be delivered
over the next decade.
Alongside EU Exit this
could exacerbate
competition for skills
www.ecitb.org.uk
Drivers of Change

7. ECITB.org.uk
• Reviewed autumn 2020 due to Covid-19 & the downturn
• May 2020 – launched £14m crisis response package focused on three areas:
• Each area will continue to be of priority beyond the immediate pandemic, hence need to be
reflected in the strategy
Strategy 2020 – 2022
7
• Train to Retain
Retention of essential
skills
• Scholarships
• Compressed ITEC programme
Stem the decline in new
entrants
• Remote training and assessment
• Net Zero
Accelerating transition

8. ECITB.org.uk 8
Foundations
• Industry-leading
standards, qualifications
and quality assurance
• Strong evidence base
• An industry wide levy
• Collaborative approach
• Diversity and inclusion
Preparing for
the future
• Anticipating future skills
requirements
• Evolving with Industry 4.0
• Influencing Government
policy
• Developing the workforce
for net zero
Meeting the
current skills need
• Tackling current skills
gaps and shortages
• Supporting new entrants
• Competence assurance
• Improving access to
quality training, including
digital and blended
learning
The 3 pillars of the strategy

9. ECITB.org.uk
How the ECITB works
• Levy aligns employers
• Re-distributive fund for common needs
• New Entrants
• Retention of skills
• Competent workers
Collaboration at work
• Connected Competence
• Energy Transition Technology Leadership Programme
• Hinkley Point C
• ECITB Project Management Steering Group
ECITB – A collaborative model

10. ECITB.org.uk
ECITB PMSG Membership
10
Operators Supply Chain Other Organisations

11. ECITB.org.uk
Competence Collaboration Leadership
Alasdair Smith Andrew Buchan Alasdair Smith
Eric Annand Andy Brown Eamon Sheehan
Mitch Crichton Emily Taylor Emily Taylor
Peter Benton James Duff Eric Annand
Carol Sinclair Mitch Crichton Jennifer Kerr
Nikki MacPherson William Lindsay Aaron Kinney
Simon Dick
Steven Thomson
Working Groups
11
Group Lead
Non ECITB PMSG Member

12. ECITB.org.uk
Conference Diversity & Inclusion Project Controls
Alasdair Smith Alasdair Smith Alasdair Smith
Emily Taylor Andrew Buchan Alex Robertson
Eric Annand Emily Taylor Daniel McAteer
Peter Benton James Duff Eric Annand
Rachel Sweeney Jennifer Kerr James Sitter
Maris Lawrence Maris Lawrence
Peter Benton Mark Fotheringham
Peter Benton
Catherine Lambert
Tony Marks
Duncan Abernethy
Working Groups
12
Group Lead
Non ECITB PMSG Member

13. ECITB.org.uk
FEL Decision Making OS 2.0 Big Data
Alex Robertson Eamon Sheehan Alex Robertson
Andrew Buchan James Duff Andrew Buchan
James Duff William Lindsay Daniel McAteer
James Sitter James Duff
Peter Benton Peter Benton
William Lindsay
Special Interest Groups
13
Group Lead
Non ECITB PMSG Member

14. ECITB.org.uk
Starting Point – Change in circumstances in the Oil & Gas sector (UKCS)
• Collaborate to remain competitive – Sir Ian Wood Report (Maximising Economic Recovery - MER) 2014
• Increased control and competition at a business and project level do not guarantee competitiveness.
• Positive examples of collaborative behaviour leading to project success.
• Report focus mainly on the need for more business / business and operator / operator collaboration.
• Dramatic oil price reduction in Q4 2014 (from circa $110 / BBL) drove urgent oil & gas sector action.
• New Industry Regulator formed in 2015 – Oil & Gas Authority (OGA)
• MER Report recommended.
• With powers to mandate industry collaboration.
Why Collaborate?

15. ECITB.org.uk
• There are many potential benefits to adopting a collaborative strategy
in the delivery of most complex engineering construction projects.
• Within your own sector what do you think are the potential benefits
of collaboration that you can identify, based on your project
experience?
• Use the Slido and provide as many 1 or 2 word answers as you can.
We’ll take a couple of minutes.
Question 1 – The Case for Collaboration
15

16. ECITB.org.uk
Objectives Areas Commonly Created / Addressed
for Collaborative Projects:
HSSEQ
Business Case
• Commercial / Cost
• Schedule
People / Collaboration
PM Efficiency
• Functional Specification
• Streamlining Work Processes
• Waste Reduction
Stakeholder / Partner Satisfaction
Communication & Information Management
Management of Risk & Uncertainty
Project Collaboration – “Working Together Toward
the Achievement of Common Project Goals”
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Alignment to Common Project
Objectives
People & Behaviour Process Efficiency
Enabling
Potential Benefit
Areas
Innovation
Continual
Improvement
Data Decentralisation / Sharing

17. ECITB.org.uk
It was all very well for MER to challenge industry to improve collaboration but how….?
• ECITB Project Management Conference – Nov 2015
• Collaboration for Efficiency and Cost Reduction
• Collaboration Workshop feedback
• How do we really improve collaboration at project level??
• Many of the PM conference delegates were looking for help with how to achieve project collaboration.
• 2016 Initial launch of the ECITB Project Collaboration Toolkit
• A go to guide developed by industry for piloting
How to Collaborate?

18. ECITB.org.uk
• One of the key challenges in collaborating is setting the environment
that leads to the desired behaviours.
• Within your sector, what are the key actions required to establish a
collaborative environment that you can identify, based on your
project experience.
• Use the Slido and provide as many 1 or 2 word answers as you can.
We’ll take a couple of minutes.
Question 2 – Establishing a Collaborative
Environment
18

19. ECITB.org.uk
Ex 2. Project Collaboration – Establishing a
Collaborative Environment
19
Stakeholder
Mgt
Conference
Undertake an
assessment of enabling
climate (BS – 11000)
Foundations for trust
Contracting Principles
Partner Selection Process
Collaboration Plan and
Behavioural Charter
Appoint a
Collaboration
Champion
Leadership is key

20. Project Collaboration Toolkit
In 2020 the ECITB launched Ed 2 of the ‘PCT’
Project Collaboration Toolkit
It’s designed to provide an easy to use ‘go to’ guide
to support project collaboration
from inception through to close-out.

21. What we know…….
You can’t mandate collaboration……
Communication, coordination and cooperation together may NOT, on their own, deliver collaboration.
Collaboration is a state of being which produces a culture of
‘one team, one vision, one project’.
It is founded on trust, honesty and openness and includes a
‘no blame’ approach to work and learning.
It’s an organic process dependent on TRUST

22. You can’t mandate collaboration……
Communication, coordination and cooperation together may NOT, on their own, deliver
collaboration.
Collaboration is a state of being which produces a culture of
‘one team, one vision, one project’.
It is founded on trust, honesty and openness and includes a
‘no blame’ approach to work and learning.
It’s an organic process dependent on TRUST
What we know…….
Value
Creation
Level of Commitment/TRUST
Communication
Coordination
Cooperation
Collaboration

23. What we’ve learned…….
The opportunities for direct comparisons are rare but:
We now know it’s possible to achieve up to a
70% cost saving on a like for like project
We see no reason why substantial savings can’t be achieved on other projects through
collaborative working.

24. Andy Brown - Director, Operations ECITB 28th September 2021
andy.brown@ecitb.org.uk
Thanks for listening & taking part
Collaborating for efficiency

25. connectedcompetence.co.uk
Connected Competence 2021 Strategy
28 September
2021
Slide
25
Vision Connected Competence is recognised and adopted across the Engineering Construction Industry as the
required base-level of technical competence assurance, enabling skills transfer across sectors and
supporting the Energy Transition.
Mission The standardisation of base level technical competence assurance to increase the transfer of skills and
transparency of competence within the Oil & Gas Industry.
Objectives Increase Safety
• Ongoing competence
assurance
• Level playing field for all
• Reduce non-conformance
Common Competence
• Aligned to NOS / Industry
standards
• Standard achieved across the
teams
• Knowledge and Skills
Reduce Cost
• Remove duplication & waste
• Recruitment / mobilisation /
Transfer
• Quality Assurance /
Productivity

26. connectedcompetence.co.uk
Connected Competence Governance
28 September
2021
Slide
26
CC Council
Provide Industry leadership and influence to support efficiency gains through cross sector
collaboration in recognising the standardisation and assurance of technical competence, allowing
the Engineering Construction workforce to move seamlessly within the Industry and mobilise across
the Energy sectors. Chaired by Shaun Poll, Worley
CC Employer
Delivery Group
The Delivery Group is accountable to the Connected Competence Oil & Gas Council and functions as
the Project Execution team responsible for delivering the Connected Competence project within the
Oil & Gas sector. Chaired by Keith Scott, Petrofac
Delivery Areas
1. Product Enhancement • 7 Workstreams: Test Review, Role Profiles, Mapping Taxonomies,
eProctoring, Website, Digital Badges and Onsite Digital Pilot
2. Model & Structure • Approach to testing, Onboarding process and Code of Practice
• Transient worker support
3. Communication & Wider
Industry Adoption
• Communications Plan and Stakeholder Engagement
• Mandated approach for base technical competence
4. Duplication & Waste • Value / Benefit analysis
• Realisation of benefits

27. ECITB.org.uk
• A series of postgraduate level modules developed by Universities including Strathclyde & Robert Gordon
University with content leadership by an industry steering group over 10+ employers in association with
ECITB.
• Based on employer input, Strathclyde’s industry perspective and academic knowledge, we have now
finalised the curriculum for the first 4 core modules:
1. Global Energy Markets, Energy Transition Barriers and Readiness
2. Renewable Energy Technologies
3. Energy policy, sustainability and circular economy
4. Energy systems integration
• The first module started yesterday with 30 delegates.
Energy Transition & Leadership
27

28. ECITB.org.uk
• The first two modules have been chosen as it is felt that they will give delegates a strong foundation for
working in energy transition in the engineering construction industry:
• Global Energy Markets, Energy Transition Barriers and Readiness
• Renewable Energy Technologies
o Understanding the business landscape
o Tools for developing net zero strategies in their own organisation
o A broad understanding of policy and how that impacts their business
o Enough understanding of the technologies employed in the energy transition to engage in discussion and make
decisions for their business
o Strong use of case studies to back up teaching
Initial Module Offering