Annual Report and Review of Achievements 2010/11

THE NEED FOR CHANGE

In his introduction to last year’s Annual Report, my presidential predecessor Graham Manly stressed that, if they are to succeed, prosper and progress, trade associations – in common with individual companies, industry sectors and even Governments – must be able to rely upon a well-defined, fit-for-purpose infrastructure in which they can operate efficiently and to maximum effect.

It has been with this fact very much in mind that, during the past year, my fellow officers and I – supported by other senior members and the executive staff – have undertaken an in-depth review of Association strategy and activity across a broad spectrum of issues.

This has included a reappraisal of the activities and initiatives being taken forward on behalf of the membership, as well as the wide-ranging portfolio of services and benefits it currently provides to its members.

In recognition of the many changes currently taking place across the building engineering services and construction sectors – and in the wider national and international arena – we resolved to take a really close look at whether, and the extent to which, our current Strategic Plan (which covers the years 2011 to 2013) might require some adjustment and development.

Drivers for change

Some of the current drivers for change are circumstantial – for example, the prevailing economic conditions in the country, the failure of the discussions with the Electrical Contractors’ Association (ECA) on the joint development of a single organisation to represent building engineering services, and ECA’s withdrawal from collaboration on the production of a unified m&e working rule agreement.

Some derive from legislation – the pressing need, for instance, to provide our members with a clear route to membership of a microgeneration certification scheme.

Some have their origins far out in the global arena – such as the quest for sustainability in the built environment and the achievement of national and international carbon reduction targets.

And some derive from opportunities and threats that exist in the marketplace in which B&ES members operate – the ever-increasing demand for renewable technologies and the problems caused by an ageing workforce being prominent cases in point.

Whatever the driver, however, there is now greater rationale – and greater appetite – for change than has ever been the case in the past.

Responding to change

The Association’s Strategic Plan 2010/13 – which formed the basis of our strategic review – was endorsed by the B&ES Council at its December 2009 meeting, and published in January 2010 under the title, Responding to Change.

This crucial document commits the B&ES to:

•  maintaining its position as the premier trade association and employers’
• organisation for the sector;
• improving the commercial environment in which its members operate;
• equipping its members to operate
• effectively and profitably;
• promoting competence and enhancing professional standards across building engineering services.

And it goes on to stress that, in order to deliver on these commitments, the Association’s efforts would focus on four key areas of action:

• commercial recovery and risk management;
•  employment relations and lifelong learning;
• environment, sustainability and energy use;
• standards, competence and qualification.

I am delighted to be able to confirm that – as recorded elsewhere in this Annual Report – the agenda has been advanced in all of these key areas during the past year, through the achievement of some extremely solid and substantive
successes.

Agenda for change

While acknowledging the continuing centrality of these key action areas to the Association’s overall aims and objectives, the recent strategic review identified
a number of issues which circumstances, both internal and external, had caused to move further up the list of priorities.

In particular, the exercise highlighted the need to:

• meet the increasing demand, especially among our larger members, for an integrated solution to the management of employment relations;
• fulfill the ever-developing service requirements of the companies in membership of the Joint Major Contractors’ Group;
• develop, extend and enhance the Association’s independent member inspection and assessment regime in order to maximise its “deemed to satisfy” potential in relation to a broad range of other contractor pre-qualification and accreditation schemes;
• broaden the scope of Association membership to embrace all of the sub-sectors that are accommodated under the term “building engineering services” – everything, in other words, that helps to “make buildings come alive”;
• increase the influence of B&ES through the formation of positive strategic alliances with other industry and professional organisations;
• reappraise the Association’s overall accommodation arrangements, to ensure that they fully meet its current and future requirements.

You may rest assured that all of these issues will be taken forward – along with those contained in the Responding to Change document – and that, as an HVCA member, you will be kept fully abreast of developments.

There is one imperative, however, which has remained constant throughout our deliberations – and which must always remain our guiding objective.

We will ensure that the premier position the HVCA and its members have occupied for well over a century is maintained and enhanced in the years and decades to come.

On that, you have my solemn word.


Martin Burton HVCA President 2010/11

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