黑洞社区

One of the consequences of the shock collapse of contractor Carillion at the start of the year has been the harsh light shone on the leaders of what was the second-biggest firm in the sector. MPs branded the directors 鈥� previously among the most respected in the industry 鈥� as 鈥渄elusional鈥� and 鈥渃olossal failures鈥�. 

Beyond the company itself, these events raise questions about the quality of senior executives across the industry. They have also reinforced the description by Mark Farmer in his 2016 government-commissioned report, Modernise or Die, of the construction industry as financially precarious and confrontational. So far, Farmer鈥檚 recommendation of boosting modern methods of construction is more talked about than enacted, while little progress has been made on the wider aim of improving productivity, sustainability and exports outlined in the government and industry鈥檚 Construction 2025 strategy. 

So, do the sector鈥檚 contractors, consultants and housebuilders have chief executives of the quality required to run successful, stable businesses and drive forward the improvements needed for construction to thrive in the future?

鈥淭he big question, though, is how we鈥檙e led as an industry. Do you want to change the industry or have the industry change you?鈥�

Ann Bentley, Rider Levett Bucknall

An uneven picture

When it comes to leadership, the picture is not uniform. While many consultancies are limited partnerships, often with collegiate or rotating management structures, most housebuilders and contractors have more traditional set-ups, with a chair and chief executive structure. There is a feeling that, having learned the lessons of the credit crunch, the surviving housebuilders are now well run. Current leaders include a smattering of legendary entrepreneurs such as Tony Pidgley at Berkeley and Steve Morgan at Redrow, alongside a newer breed of professional PLC chief executives such as David Thomas at Barratt. Kevin Cammack, an analyst at financial adviser Cenkos, says: 鈥淏y and large you鈥檝e still got people who鈥檝e lived through the 2009-10 recession and are suitably chastened by those days. Most people would regard [the housebuilding sector] as very well run.鈥�

On the other hand, the perception is that contractors are not as blessed 鈥� given that they have racked up three major listed company failures over the past 10 years (Connaught, Rok and Carillion). A 2008 report by the Chartered Institute of 黑洞社区 found a 鈥渟tark lack of leadership鈥� in the industry, with many senior industry managers surveyed not able to name a single influential construction leader, and little sense that things have moved on since then. One listed contractor chief executive says: 鈥淚鈥檇 say the calibre is lower and the wages are particularly high in comparison to other industry sectors.鈥� 

James Wates, chairman of Wates group and a former chair of Build UK and the Construction Industry Training Board, says: 鈥淭here are some fantastic people in the industry, but the challenge starts earlier 鈥� in school, when you鈥檙e trying to attract talent. Unfortunately, construction is at the back of the class.鈥� 

鈥淵ou don鈥檛 see that many people really trying to innovate and push the industry on鈥�

Iain Parker, Alinea

Beyond the business This perception doesn鈥檛 tell the whole story. Cenkos鈥� Cammack says the complexity and low capitalisation of big contractors, as well as the cut-throat competition, make them incredibly difficult businesses to run. 鈥淵ou make mistakes and it can be brutally painful,鈥� he says. 鈥淚t鈥檚 not quite fair to say all the best chief executives are in housebuilders 鈥� I think most contractors could comfortably run a housebuilder, but I鈥檓 not so sure whether it鈥檇 work the other way round. There are examples of good leadership.鈥� 

But even if some construction chief executives are managing well in tough circumstances, can they offer leadership in a broader sense? Ann Bentley, global board director of consultant Rider Levett Bucknall, explains: 鈥淭here are some phenomenally able people in construction that would be a credit to any industry 鈥� just to survive in construction, companies have to be well-led. The big question, though, is how we鈥檙e led as an industry. Do you want to change the industry or have the industry change you?鈥�

Certainly, there are relatively few contractors who are known for going out on a limb for the purpose of wider industry change. 鈥淵ou don鈥檛 see that many people really trying to innovate and push the industry on,鈥� says Iain Parker, partner at consultant Alinea.

But again here, the industry鈥檚 structure makes it difficult. 鈥淭he industry is so fragmented, so no one can take a leadership role on behalf of the sector 鈥� no one has the scale,鈥� Wates says. This job is even tougher at publicly listed firms, where the greater scrutiny makes it tough for any chief executive to justify spending time on things that don鈥檛 obviously benefit the share price. 鈥淚t鈥檚 difficult for CEOs of PLCs to put their head above the parapet to shape the industry. Shareholders start asking questions,鈥� Wates adds.

Consequently, says Cammack, 鈥渢he real innovators seem to be largely in the unquoted [privately owned] sector, where they鈥檝e not got the same pressures to perform on a weekly basis鈥�. Laing O鈥橰ourke鈥檚 Ray O鈥橰ourke is an obvious example 鈥� albeit in a company with mixed financial results in recent years. Wates mentions others: Neil Martin at Lendlease Construction and Andy Steele at Osborne.

Given these multiple challenges, who is providing great leadership in housebuilding, construction, consulting and contracting? 黑洞社区 has gathered six top contenders.

Consultants 

Who: Ann Bentley, global board director
Company: Rider Levett Bucknall
Profitability: The firm doubled its UK pre-tax profit in the last year to 拢880,000 on fee income of 拢50.1m. Globally it turns over 拢225m and made 拢31m in profit last year. 
Pre-tax margin: 13.8%
Share price: Private company.
Fat cat-ometer: The firm鈥檚 highest-paid director takes home 拢178,000, though this doesn鈥檛 include dividend payments.
Strengths: Since being appointed the rotating global chair role at Rider Levett Bucknall in 2015, Bentley has cemented her reputation in the sector by leading one of the UK鈥檚 most successful consultants. She stands out, however, for her contribution to the public debate on how to reform the construction industry, with Bentley taking a key role on the Construction Leadership Council looking at procurement reform.
Could do better? The financial performance of the UK business, which Bentley is most closely involved with, has been eclipsed by others in the group, which report much greater profitability.  

Key clients leading the way

Key to industry reform is the attitude of major construction clients to their procurement. Sir John Armitt, chair of the National Infrastructure Commission, says: 鈥淚n terms of rising to the industry鈥檚 challenges, the primary leadership has to come from the client side. They create the demand and opportunities and set the rules by the nature and way they create them.鈥� So which clients are leading the way?

Anglian Water

The water company鈥檚 alliance operations director Nick Dale has been at the forefront of efforts to improve infrastructure procurement across the industry through his leadership of the Infrastructure Clients Group and its Project 13 initiative. But he has also walked the walk at Anglian Water by procuring 15-year framework deals with suppliers to encourage investment and improvement.

Argent

Argent, with its flagship scheme in London鈥檚 King鈥檚 Cross and others in Manchester and Birmingham, has long had a reputation for good placemaking. But it has also gained plaudits for the way that it interacts with its supply chain, keeping its commitment to long-term partners 鈥� Bam, Carillion and Kier 鈥� throughout the long recession when other clients sought bargain basement prices through single-stage tendering.

GPE 

Great Portland Estates has been one of the biggest developers in London in the last decade, with schemes such as Rathbone Place and 240 Blackfriars. However, it is the commitment to BIM 鈥� which it makes compulsory on all projects 鈥� and partnership working that make GPE different from many other blue-chip clients.

Highways England

The quango in charge of the strategic road network has had its critics over the years but has been a big winner from recent government spending decisions, and has a chief executive, in Jim O鈥橲ullivan, who is committed to reforming the way it procures 鈥� including by direct engagement with tier-two contractors. RLB鈥檚 Ann Bentley says: 鈥淗ighways England is bringing in really different ways of working.鈥�

Lipton Rogers

Currently building out its first scheme 鈥�  the ambitious 22 Bishopsgate 鈥� this is a firm whose pedigree, combining development and construction legends Sir Stuart Lipton and Peter Rogers, is already coming across, according to its suppliers. Iain Parker at consultant Alinea, which is working on the project, says: 鈥淧eter Rogers has the passion and energy to continue to challenge consultants and the industry in a way that鈥檚 an inspiration to the younger generation.鈥�