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Why collaboration is crucial

Government, academia and industry must work together in identifying a long-term skills strategy.

The United Kingdom’s skills gap, particularly in science, technology, engineering and mathematics (STEM) subjects, is at its most pronounced in the transport and infrastructure spheres. The lack of skilled graduates and apprentices has a knock-on effect for the wider UK economy; and if we don’t produce the talent necessary to support transport and infrastructure – connectivity is after all crucial to every industry – how can we expect the UK to function efficiently or be competitive on the global stage?

The UK’s decision to leave the European Union draws this issue into sharper focus. There is a renewed urgency to achieve self-sustainability. If the UK’s major industries are to compete, then they must be able to rely on talent grown at home.

There is a lingering stigma surrounding STEM-centric industries which needs to be overcome. Too often, for example, transport and engineering careers are let down by inaccurate coverage by the press. Careers in the transport and engineering sectors should be presented as inspiring and engaging – a chance to have an active input in what makes the world go round.

One of the subsets of the UK’s skills gap is the stand-off between graduate and apprenticeship routes of employment. Successive governments have made the mistake of trying to present a distinction between the two, misguidedly prioritising the university degree option. Any auspices about social mobility, though, however well-intentioned, have been undermined by two salient points. The first is the tuition fee quagmire – the soaring cost of university can prove prohibitive for students put off by the prospect of long-term debt – and the second is that university learning is not necessarily the best environment for everyone.

There should be different options to suit different types of people. Concordantly, at Colas Rail we have noted that balance is one of our core company principles, and our graduate and apprenticeship schemes run in tandem instead of against each other. We have three different “trailblazer” apprenticeships (apprenticeships delivered to high, innovative, government-approved standards), a strong technical graduate programme and an award-winning Future Leaders graduate scheme; all of which offer clear, fast-tracked career pathways from entry-level to management.

As important as recruitment, of course, is retention. That 25 per cent of our current management team are from the Futures Leaders programme, we feel, is a sign of our strategic succession plan, across our business.

Colas Rail is an open-minded company and we have worked hard to move away from arbitrary screening techniques as a way of diversifying candidates who apply to our schemes. With the exception of our specifically engineering-related roles, there is no requirement to have studied a particular subject at a particular university, and certainly no heavy weighting on whether or not someone has got a 2.1. Instead, ability testing is at the forefront of our recruitment process. We have a behavioural framework that assesses future potential and use video interviews to add an extra layer of depth to covering letters and CVs.

Background, whether financial or in terms of race or gender, is no barrier to entry at Colas Rail. This is evidenced by a 49 per cent of female intake in our graduate programmes of 2017. We also make a point of paying any expenses required by a candidate to attend an interview or assessment day. Imagine missing out on the best candidate for a job because they couldn’t get to their interview.

At Colas Rail, we are keen to ensure that our entry-level positions are not pigeon-holed as such. “Our graduate and apprenticeship schemes,” as operations director Will Bryant explains, “are not annexed on to the company’s operations, but actually start with a significant level of responsibility from the onset. While the approach to throw young people into the deep end might carry some sink or swim risk with it, we are also confident in the company’s culture to serve as a catalyst for interpersonal development. We are proud to observe, then, an environment in which no one sinks.”

Bryant adds: “In our S&C Alliance, with both our conventional and high-speed enabling works, we have enhanced our overhead line capability with an emphasis on sustainability through bringing in apprentice linesman as well as building an overall OLE construction team to deliver complex OLE works. We are constantly looking to the future, bringing best practice from our international operations. As an example, sending our Future Leaders to Morocco to develop high-speed capability and delivering the additional knowledge straight back to the UK.”

Colas Rail’s proactive approach, though, is not enough on its own. Our techniques and training methods will be more effective if they are supported by better quality applicants and a better rate of uptake in STEM qualifications. Colas Rail suggests, therefore, that the UK’s overarching skills strategy should be three-fold: it must build, collaborate and develop the relationships between government, academia and industry.

With these three pillars in mind, Colas Rail has joined the Department for Education’s Skills Summit and is one of the key players in its Year of Engineering campaign. We also support the DfT’s Strategic Transport Apprentice Taskforce and the London Apprentice Ambassador Network. We are collaborating with key educational establishments such as the National College for High Speed Rail and provided their overhead line equipment for training at their Doncaster and Birmingham campuses. We have active relationships with University Technical Colleges (UTCs) across the country, particularly the Sir Simon Milton UTC in Westminster, where we are a member of its Stakeholder Engagement Group. UTCs rely on business engagement for their survival, their students require structured projects and work experience, and Colas Rail is committed to integrating practical training in education.

For the UK’s rail industry to endure and thrive, we must work hard to modernise and diversify routes to employment, all the while dispelling myths that STEM careers are just about hard hats and muddy boots. At Colas Rail, we have found that those coming to join our schemes at entry-level are best engaged and inspired by being shown the potential rewards that they could achieve themselves. Concordantly, we have senior members of staff and ex-participants of the schemes present at every assessment day to share insights.

It appears that the government is moving in the right direction with its rollout of new educational establishments like the UTCs, NCHSR, the new T-levels and the introduction of the apprenticeship levy. Encouraging crossover between industry and academia, allowing the former to inform the latter of changing market trends and needs, can be the spur for solutions sooner in the pipeline. The key thing is for businesses to be involved in developing their future workforces. Building better educational frameworks, improving collaboration between stakeholders and developing talent should ultimately form the basis of the UK’s long-term industrial strategy.

Gemma Simmonds is head of career and development at Colas Rail.

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“It's the original social network”: Bear Grylls explains why the Scouts now have a waiting list of 55,000

Far from dying out, scouting is now more popular than at any time in its history.

Simon Carter, head of media relations for the Scout Association, is waiting at the entrance of the Kings Hall Community Centre, resplendent in his beige scout uniform, complete with neckerchief and woggle. Looking down at the itinerary for the evening, it’s a relief to see that “knots” is firmly scheduled for 7.45pm.

We are visiting a group in Willesden. The children gathered in this centre are between the ages of 8-10 years old, making them “cubs”. A volunteer shouts “pack, pack, pack” signalling the meeting has begun, and everyone scurries into their groups of six, forming four – sort of – orderly lines. As well as tying knots, the cubs learn how to prepare food hygienically and dial 999 for an ambulance.

One of the children, Malaki, likes the Scouts because you get to do “loads of fun activities” and get badges. He is a “seconder”, meaning he helps to look after his group or “six”, he explains proudly. Malaki’s mother, Lorraine, says that it is “getting him out of his shell.” She is one of two adult volunteers shepherding the group this evening. She takes a keen interest in her son’s extra-curricular activities, and, finding herself waiting around at the sessions anyway, decided she might as well get involved; 45 per cent of all volunteers are parents of scouts. The other volunteer, Jeele, is a young football coach, who starting volunteering to “give something back to the community”.

The Willesden Green district currently has 68 children on waiting lists waiting to join. Across the country there are 55,000 children on waiting lists hoping to join the Scouts. In the 90s the movement was haemorrhaging 30,000 members a year. What turned it around?

The Boy Scout Association was founded in 1907 by Baden Powell. In 1967 the Advance Party Report was enacted, leading to changes such as the removal of “Boy” so it became the “Scout Association”. In 1991, the organisation became fully co-educational, mixing boys and girls at every level. However, between the mid-80s and late 90s a period of stagnation set in, until a re-brand in the early 00s. They changed “pretty much everything”, says Matt Hyde, chief executive of the Scout Association, and himself a cub scout leader. This included a new uniform and a revamped programme, offering 200 exciting activities signalling a return to outdoor and adventurous pursuits, with a new range of badges to match.

In 2014 the Association appointed a youth commissioner to sit with the management team, and the organisation has been increasingly “putting young people in the lead,” says Hyde. “25 per cent of our trustees are under 25.” Community outreach, a fixture of early scouting, is back on the agenda. The Association launched the “A Million Hands” campaign, which aims to involve half a million young people in local social issues, one of which is dementia. Since the campaign’s launch the Association has trained 16,000 “dementia friends”.

All these changes have seen the movement come back into fashion, and it has been growing year-on-year for the past 12 years. There are 457,000 young people in the Association, supported by 154,000 adult volunteers.

The celebrity adventurer and former scout Bear Grylls became chief scout in 2012. The addition of Grylls to the team “helped to make it a bit cooler, a bit more interesting, a bit more accessible,” says Hyde. A more enthusiastic ambassador would be hard to find – Grylls describes being asked to take the position as “one of the greatest honours of my life”. His belief in scouting is almost evangelical. “Take away your phone, your devices, your comfort blanket and support network, and what are you really left with? Your character and skills.”

Hyde agrees. “[It’s the] ability to develop the so-called softer skills, the skills that you need to get on in terms of relationships, team working, and leadership,” he argues. “What we do is ‘learning by doing’, which appeals to lots of young people for whom perhaps the current education system is not necessarily working.” A recent survey found that scouts are 17 per cent more likely to have leadership skills and 11 per cent more likely to be better problem solvers. “I think it’s the world’s best leadership development programme, I really do,” says Hyde proudly.

Did the movement help Grylls get where he is today? “As a nine year old cub scout I felt welcomed and valued for who I was. Knowing I had the support and encouragement of those around me gave me the confidence to go for things and not to be afraid to fail.”

Despite the fact that, as Grylls points out, “scouts today are just as likely to be coding as canoeing”, it is intriguing that seemingly old-fashioned activities like camping and orienteering appeal so strongly to the digital generation. “In an age of Xboxes and YouTube there is still something incredibly powerful about kids learning how to tie a knot and make a catapult,” reflects Hyde. “There’s something almost counter-cultural, given where we are now, that still resonates with young people.”

Grylls thinks that it is because of how “increasingly insular” the world has become that children find scouting so enjoyable, and it appeals to parents as well. “There’s some essential magic in the basic Scout formula which works just as well today as it did in 1907. I think parents want their children to develop real skills, real friendships and have real experiences. In a sense we are the original social network.”

A major focus in recent years has been inclusivity. Girls now make up 27 per cent of scouts, a percentage that continues to rise. The lead volunteer is a gay man, and the chair of trustees is a gay woman. Volunteers work with the organisation Mermaids to develop “an inclusive culture for transgender young people who are involved in scouting”.

Although one of the fastest-growing areas of the movement is among young Muslims, as of 2014 atheists are also allowed to become scouts. Striking right at the cultural heart of the organisation, a new “promise” – the pledge taken upon joining – was developed that doesn’t require a child to swear to a god. 

The Association has also worked hard to be more inclusive in terms of delivery, aiming to capture groups of children from different backgrounds. “There’s the traditional model where you go to the scout hut at seven o’clock on a Tuesday night,” explains Hyde, “ [but] if you’ve got young people with complicated lives or disrupted lives, by offering scouting in school or after school we’re reaching more young people.” He gives the example of Sheffield, where scouts meet immediately after school, and have since gained members from the local Roma community. “I do not believe we would have reached those kids if we’d asked them to come back at seven o’clock.”

An aim of the “2018 Vision”, launched back in 2013, was to establish packs in 200 of the most deprived areas in the country. Since making that pledge, they’ve added 648 new units in areas of deprivation. “We smashed it,” grins Hyde. The Scouts are in 90 of the poorest 100 wards in the UK.

But can scouting actually help children living in deprivation? Grylls thinks so. “When you take scouts to climb a mountain or walk through a gorge, it can be a defining moment for a young person who has rarely left their estate. Suddenly a whole new world opens up.” Hyde thinks activity-based learning is hugely important for children from poorer backgrounds: “if you’re serious about social mobility, then what you do outside the classroom and the lecture is critical to your life chances.”

Indeed, sending a child to the Scouts is relatively inexpensive: it costs around £35 a term. “A whole year of Scouting typically costs less than six piano lessons,” points out Grylls. In certain cases payment is flexible; “if cost is a barrier to the parents,” says Hyde, “then those fees can be waivered or there are other bursaries that can be applied as well. The group will make arrangements.”

The UK Scout Association is one of the only associations in Europe not to receive state funding and the organisation has requested more support; earlier in the year they asked for a £50m grant over 3-4 years, particularly to support their work in deprived areas. Opening a new pack in a poor area is a one-off cost of £550.

A surprising stat from the survey illustrates the impact on deprived areas: scouts were 15 per cent less likely to suffer from mood disorders or anxiety by the age of 50, a percentage that increases for scouts from lower socio-economic groups.

“There is no better way for the government to make an effective response in terms of early intervention,” argues Hyde. “£50m would help us to attack the waiting list pretty heavily and enable us to open in areas of deprivation ... to invest in equipment, uniforms that can be recycled, meeting places, and all the core costs.”

Back in Willesden – one of the targeted areas of deprivation – the children are gathering in their “sixes” to end the session. Unfortunately one boy has lost his neckerchief. Head of media relations Simon Carter nods knowingly: “That’s why I tie mine in a friendship knot.” Despite the Association’s period of transformation, this evening’s pack meeting feels timeless, littered with scouting lingo and traditions that have endured since 1907.

Practices must be obeyed; a particularly forthright girl marches around the hall showing parents the correct order the badges should be arranged in. One mother takes a picture on her phone, presumably in the hope she’ll get it right next week. The children will go home, having had loads of fun and now fully prepared to call 999 in an emergency. “If you get stuck in a lift, or washed up on a desert island,” Grylls jokes, “just make sure it’s with a scout!”

Augusta Riddy is a Special Projects Writer at the New Statesman.