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Construction challenge

10.09.2019 3 By Kajijar

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Construction Challenge - Maschinentechnik. COD. 1; 2; 3. 8+ Jahre Galileo Tecnologic. Mit diesem Technologic-Set lernen Kinder die technischen und. Ein erstaunliches wissenschaftliches Set, um die Grundlagen der Mechanik und Technik zu entdecken und mit zwei Polizeiwagen Vollgas zu geben. Clementoni Galileo Construction Challenge-Arktische Fahrzeuge-​Experimentier-Set für Kinder ab 8 Jahren bei amigascene.se | Günstiger Preis. Clementoni - Construction Challenge, Maschinentechnik bei amigascene.se | Günstiger Preis | Kostenloser Versand ab 29€ für ausgewählte Artikel. Die CONSTRUCTION Challenge APP wurde von Clementoni entwickelt, um das Zusammenbauen deiner Modelle noch einfacher und unterhaltsamer zu.

construction challenge

Clementoni - Construction Challenge, Maschinentechnik bei amigascene.se | Günstiger Preis | Kostenloser Versand ab 29€ für ausgewählte Artikel. Bereits ab 5,79 € ✓ Große Shopvielfalt ✓ Testberichte & Meinungen ✓ | Jetzt Clementoni Construction Challenge günstig kaufen bei amigascene.se Hier sind Sie richtig: Jetzt bei myToys Galileo Construction Challenge - Polizeifahrzeuge günstig online kaufen! Lernspielzeug Clementoni Galileo Construction Challenge -für 5 versch. Baufahrzeug-Modelle. Preis ab 25,99 Euro (). Jetzt meist versandkostenfrei. Hier sind Sie richtig: Jetzt bei myToys Galileo Construction Challenge - Polizeifahrzeuge günstig online kaufen! Bereits ab 5,79 € ✓ Große Shopvielfalt ✓ Testberichte & Meinungen ✓ | Jetzt Clementoni Construction Challenge günstig kaufen bei amigascene.se

Construction Challenge - Produktbeschreibung

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Click here to take part of the slides from the conference. Click here to watch the highlight […]. The project is a collaboration between industry and academia, with research being carried […].

With the best technologies and practices available today, it is technically possible to halve CO2 emissions from road construction, as well as reduce them by more than three quarters by and achieve close to net zero emissions by It is becoming easier to track the carbon footprint of building materials through a range of new initiatives.

Research funded by the Construction Climate Challenge, an initiative hosted by Volvo […]. In terms of supply chain engagement, linking carbon to cost allows for a quick assessment of commercial benefits linked to low carbon interventions leading to a quick and easy engagement with suppliers.

The examples in the white paper were developed by […]. The Construction Climate Challenge. Read more. CCC News. If it is to meet its future recruitment needs, the sector will need a more diverse workforce.

The adoption of new digital and manufacturing technologies will create new roles that will position the sector to attract a more diverse workforce.

The sector will work to increase diversity of the sector, with regard to gender, ethnicity and disability, and to actively promote construction careers across society.

Higher standards of health and safety will make the industry more attractive, help retain staff, and create a productive and sustainable sector.

The UK construction sector has improved its performance significantly in relation to health and safety in the past decade, but there is scope to go further.

The final report of the Independent Review of Building Regulations and Fire Safety also calls on the sector to take greater ownership of work to invest in the competence of key professionals who are involved in delivering safe buildings and to create a culture geared towards continuous improvement, better performing products and greater innovation.

Key areas for improvement are standardising work-related health and safety training for employees, supporting longer term physical and mental health, and improving working environments.

Our investment decisions need to be more geographically balanced and include more local input. The Industrial Strategy highlights the need to ensure our approach to infrastructure not only provides the basics for the economy, but also actively supports our long-term national interests.

Cost-benefit analysis will remain central to decision making, complemented by our approach to strategic programme design, referenced previously, which will make use of broad-based and dynamic assessment techniques that reflect the full potential for infrastructure to support local economies.

Modern and efficient infrastructure drives economic growth. It is also committed to a long term programme of infrastructure investment, as set out in the National Infrastructure and Construction Pipeline The scale and sustained nature of this investment can drive the transformation of the business model of the construction sector, building on previous initiatives such as the Infrastructure Cost Review, which delivered efficiency savings in infrastructure delivery 51 , and the government Construction Strategy — with its commitment to using Level 2 Building Information Modelling BIM to deliver publicly funded projects, which has been mandated since These initiatives have supported the wider construction sector to build its capability in Design for Manufacture and Assembly DfMA , driving the adoption of digital and manufacturing technologies.

In the Autumn Budget , the government announced that it would take the next step, with 5 government departments 53 introducing a presumption in favour of offsite construction from The government is also committed to working with the sector to change the way in which infrastructure is planned, procured and delivered.

The Transforming Infrastructure Performance TIP strategy 54 sets an ambitious plan for achieving significant improvements in the delivery and performance of infrastructure through four areas of focus:.

Progress in these areas will require a strong, collaborative relationship between the sector and the government.

The Sector Deal has an important role to play in building capability within the sector to deliver this vision. The strategy is the result of collaboration between the Department for Transport, Crossrail, Highways England, High Speed Two Ltd, Network Rail and Transport for London — which collectively represent one of the biggest client groups of the construction sector.

The TIES sets out seven challenges which Department for Transport partner bodies will tackle to deliver efficiency improvements across transport and better value for taxpayers.

These challenges align with the key priorities set out in the Sector Deal — in particular:. The Construction Leadership Council CLC will therefore also work closely with the organisations involved in the TIES to deliver better performing and better value transport infrastructure in the years to come.

To improve the lifetime performance of buildings through better procurement and a more sustainable construction business model, and to establish the UK as a global leader by increasing exports of UK products and services.

The current business model of the construction sector is not sustainable. Construction customers and businesses across the supply chain are focused on the costs and risks of individual projects, and do not collaborate effectively.

This results in built assets that deliver poor value, supply chain inefficiencies and unfair payment practices that have a disproportionate impact on small firms in the sector.

Transforming the business model will be difficult. It requires construction clients, their advisers and businesses at all levels in the supply chain to adapt.

The Sector Deal will take action in 3 areas to support this. Firstly, it will improve and standardise approaches to the design and procurement of construction projects to deliver better whole life value and project performance.

Secondly, the deal will develop a new, fairer and more sustainable approach to contractual and payment practices.

Thirdly, it will benchmark the performance of assets so that clients and the supply chain have access to more data in order to deliver better performing assets.

These actions will start the process of changing the business model of the construction sector to one that is focused on delivering better outcomes, based on stronger and more sustainable supply chain relationships and fair contractual and payment practices.

A stronger and more sustainable business model will enable the UK to exploit its strengths in the expanding global construction market, and increase exports of construction products and services.

The construction industry is committed to achieving this modernisation. The Infrastructure Clients Group and Institution of Civil Engineers have launched the Project 13 programme 56 , which seeks to shift the business model of the sector from project based transactional relationships, to one based on creating sustainable enterprises, with greater investment in innovation and skills that are more productive and deliver better value to construction clients and users.

This will lead to a more collaborative approach to the commissioning, design and delivery of construction projects and shared responsibility for management of the risks associated with these.

This transition will lead to longer term relationships between investors, construction clients, contractors, firms in the construction and products supply chain and professional advisors with commercial reward based on the value they contribute to the outcomes of construction projects.

The blueprint for this approach has been launched recently However, there is no single accepted standard procurement methodology for delivering whole life performance; as advisers use a range of different methodologies.

Similarly, construction clients and professional advisers rarely consider whole life performance. A standard methodology, used across the sector, would drive the construction supply chain to focus on the performance of assets across their whole life, and invest in the capability and skills needed to deliver this.

If this standard methodology is to be adopted by clients and the construction sector, then it will need to be supported by a single body of knowledge, a shared digital asset that is accessible to all and enables the rapid sharing of expertise and best practice.

The vast majority of the life cycle cost of built assets is incurred in the operational phase including the energy that the asset consumes , with only a minority attributable to the design and construction phase.

Despite this, there is no standard approach to benchmarking the performance of assets during design, construction and operation. A comprehensive, standardised approach would enable the comparison of assets to identify inefficiencies.

It would also provide information that would feed into the ongoing development of better building designs, components and materials that will reduce the running costs of built assets across their lifecycle.

Contractual and payment practices in the construction sector often disadvantage small firms in the supply chain. These practices can unfairly transfer legal risk, or economic risk in relation to cash flow.

They act as a barrier to the development of more strategic and collaborative relationships across the supply chain, and inhibit investment in productivity enhancing technologies and skills.

Changing this business model is essential to maximising the potential of digital and manufacturing technologies to deliver improved productivity.

The government is committed to improving payment practices within the UK, including within the construction sector. The Duty to Report on Payment Practices and Performance 58 will increase transparency in relation to payment performance within the construction sector, through imposing a duty to report on large firms.

This will include reporting on their standard and maximum payment terms, and the average time taken to pay invoices received, including the percentage of payments made in under 30 days, 30 to 60 days and over 60 days, and the percentage of payments not paid within the agreed payment period.

It will require these firms to publicly report on their performance every 6 months, and will give small firms far more information about larger firms they are considering doing business with.

This data will be used by Build UK to benchmark the payment performance of its members, and to drive cultural change within the industry on this issue.

The government will also support the Construction Leadership Council CLC to bring together the industry to seek to develop an agreed set of proposals to improve contractual and payment practices and performance within the sector.

These will take account of the lessons learned from the insolvency of Carillion, and also the outcomes of the 2 construction specific consultations on retention payments and the amendments made to the Housing Grants, Construction and Regeneration Act Traditionally, the construction sector has operated a cash flow business model, with external finance used to supplement this by providing short term bridging finance to overcome cash flow problems.

This has primarily been obtained as short-term loans overdraft facilities, or through using mechanisms such as invoice financing, rather than through longer term, investment-focused sources of funding.

Through facilitating greater collaboration between developers, lenders and construction teams, it aims to make the process more efficient, reducing risk and improving profitability.

The British Business Bank BBB has also been building on their existing portfolio of programmes with expansions such as a new asset finance variant of the Enterprise Finance Guarantee 59 programme, and the provision of ENABLE guarantees designed specifically to increase the amount of lending that banks are able to provide to SME Housebuilders, both of which will increase the nature of support available to small and medium sized businesses in the construction sector.

Modernising the sector will require significant additional investment, and the construction sector will need to attract this from a wider range of external investors and use new forms of funding.

To do this, the sector will work with the government and the financial services sector to identify what sources of funding are available, and how these can be used.

It will take account of the outcomes of the Patient Capital Review; existing programmes managed by the BBB , and in particular, seek opportunities to link investors to the Transforming Construction programme and the technologies that emerge from this.

The UK is a successful exporter of construction products, construction contracting and associated professional services.

The rapidly-growing international infrastructure market presents an opportunity for growth.

This growth will create new opportunities in countries around the world, but particularly in fast-growing markets in Latin America, Asia and the Middle East.

Much of this growth will be concentrated in urban areas. It will increase demand for new methods of construction that are able to create quickly new built assets with minimal disruption; and better performing smart assets that can be integrated into urban networks.

The UK is already a leader in developing and exporting new construction standards. Globally, over 2. Investing in digital and manufacturing technologies will allow suppliers and professional services firms to build on their competitive advantage in BIM and compete successfully in the global market.

As the UK prepares to leave the EU, such investment will be crucial to ensuring not only a more competitive industry on the international stage but also in support of the UK market as well.

To maximise the potential for success, the Sector Deal will identify priority markets and projects, coordinate the development and marketing of the services the UK can provide, and build consortia that can tender successfully and deliver the complete project solutions customers demand.

To use the adoption of digital and the move to offsite manufacturing to strengthen local supply chains across the UK.

The wider construction sector, including construction contracting, construction product manufacturing and associated professional services employs around 3.

It is one of the few sectors that operates throughout the UK, with contractors, product manufacturers and professional services firms found in all regions of England, Scotland, Wales and Northern Ireland.

The construction supply chain is domestic and often localised, across contracting, products and professional services. One of the consequences of this is that a high proportion of spend is retained within the region where construction work is undertaken.

This means that improvements to the performance and profitability of the construction supply chain can be expected to directly benefit the local economies in which these businesses operate.

There is a high concentration of employment in both micro 1 to 9 employees and small 10 to 49 employees businesses.

There are around 33, architectural services businesses employing 1 to 9 employees, with only firms employing more than staff There is significant mineral extraction, product production and recycling in all parts of England, Wales, Scotland and Northern Ireland, in over 2, active quarries or mineral product production sites As a consequence, investment in construction has the potential to benefit the whole of the UK.

The sector can deliver increased benefits to the UK through strengthening the construction supply chain. The Construction Sector Deal will support the development of digital technologies that can underpin better integrated supply chains, through improved project management processes and logistics.

It will also support the development of new construction products and construction applications for materials that are suitable for use in building components that are manufactured offsite.

The investment in infrastructure as outlined for this Sector Deal simultaneously offers several major benefits in support of local supply chains and communities across the UK; first, as a major pipeline of market opportunities for local firms; second, as a catalyst for much-needed changes in processes and technologies to drive greater productivity and performance in this sector; and third, as an enabler of local economic activity across all regions not only for the construction industry but for society as a whole.

Housing is vital to the economic success of our cities and regions and the earning power of individuals.

The government wants to support places with ambitious and innovative plans to build additional homes where they are needed.

This will help support the sector to develop the products and technologies that will enable it to fulfil the market demand that will be created by the recent commitment by the Department for Transport, the Department for Health and Social Care, the Department for Education, the Ministry of Justice and the Ministry of Defence to move to a presumption of offsite by This represents a potential pipeline for modern methods of construction which will provide a significant market incentive for investment in the adoption of these techniques.

This will also drive investment and the creation of new jobs across England, Wales, Scotland and Northern Ireland. Additionally, a number of sub-groups will be convened that, working closely with industry stakeholders, will oversee the delivery of the key commitments of the deal.

Membership of these sub-groups will be extended to trade associations and professional bodies, as well as other partner organisations, to ensure they are representative of the sector as a whole and able to co-ordinate activities across it.

The Construction Leadership Council CLC will also work with the government and other key partners involved in delivering the Sector Deal to develop and publish a delivery plan for implementing the Sector Deal.

The delivery plan will cover the key objectives, milestones towards achieving these and the timetable for implementation.

The delivery plan will be updated regularly, and will inform the development of an annual report on the progress in implementing the Sector Deal.

To ensure that the industry, construction clients and other stakeholders are informed of the progress made in implementing the Sector Deal, and the outcomes that have been achieved, the Construction Leadership Council will publish an annual report on the progress made.

This will report on progress in relation to the specific commitments made in the Sector Deal, and also the progress made towards the delivery of the wider Construction objectives of saving time and cost, reducing carbon emissions and increasing exports.

It will also report on the impact that the Sector Deal is having across the UK. The international definition of construction in the Standard Industrial Classification SIC codes used to define sectors is 41, 42 and 43, covers construction of buildings, civil engineering and specialised construction activities.

However, this definition excludes construction related services such as quantity surveying, civil and structural engineering, architecture and product manufacturing such as cement, bricks, glass, as well as plumbing and heating equipment and electrical fittings.

Table 9. The Information Management Landscape IML is a structured approach to managing data of the required quality trusted decisions relating to Built Assets throughout their lifecycles, including all aspects of construction.

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Construction Challenge Video

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The centre will look at energy generation, storage and release technologies and ways to commercialise and increase adoption of this infrastructure.

The next step is to develop economies of scale and robust supply capability to achieve widespread uptake across the private and public sectors.

There will be numerous calls for research and development projects that encourage cross-sector collaboration.

These will include grants to support academic groups in undertaking creative user research and development, as well as business-led projects that streamline processes, create cost efficiencies and improve productivity, quality and performance.

Find out more about funding. The network will also manage the allocation of small-scale funding. Apply for small-scale funding. See the latest announcements from the challenge.

A project supported by the Industrial Strategy Challenge Fund is trialling piling techniques that could cut carbon emissions and bring new benefits to buildings.

New Construction Innovation Hub will improve the way construction is planned and carried out, ultimately increasing construction capacity and efficiency.

Modern and efficient infrastructure drives economic growth. It is also committed to a long term programme of infrastructure investment, as set out in the National Infrastructure and Construction Pipeline The scale and sustained nature of this investment can drive the transformation of the business model of the construction sector, building on previous initiatives such as the Infrastructure Cost Review, which delivered efficiency savings in infrastructure delivery 51 , and the government Construction Strategy — with its commitment to using Level 2 Building Information Modelling BIM to deliver publicly funded projects, which has been mandated since These initiatives have supported the wider construction sector to build its capability in Design for Manufacture and Assembly DfMA , driving the adoption of digital and manufacturing technologies.

In the Autumn Budget , the government announced that it would take the next step, with 5 government departments 53 introducing a presumption in favour of offsite construction from The government is also committed to working with the sector to change the way in which infrastructure is planned, procured and delivered.

The Transforming Infrastructure Performance TIP strategy 54 sets an ambitious plan for achieving significant improvements in the delivery and performance of infrastructure through four areas of focus:.

Progress in these areas will require a strong, collaborative relationship between the sector and the government.

The Sector Deal has an important role to play in building capability within the sector to deliver this vision.

The strategy is the result of collaboration between the Department for Transport, Crossrail, Highways England, High Speed Two Ltd, Network Rail and Transport for London — which collectively represent one of the biggest client groups of the construction sector.

The TIES sets out seven challenges which Department for Transport partner bodies will tackle to deliver efficiency improvements across transport and better value for taxpayers.

These challenges align with the key priorities set out in the Sector Deal — in particular:. The Construction Leadership Council CLC will therefore also work closely with the organisations involved in the TIES to deliver better performing and better value transport infrastructure in the years to come.

To improve the lifetime performance of buildings through better procurement and a more sustainable construction business model, and to establish the UK as a global leader by increasing exports of UK products and services.

The current business model of the construction sector is not sustainable. Construction customers and businesses across the supply chain are focused on the costs and risks of individual projects, and do not collaborate effectively.

This results in built assets that deliver poor value, supply chain inefficiencies and unfair payment practices that have a disproportionate impact on small firms in the sector.

Transforming the business model will be difficult. It requires construction clients, their advisers and businesses at all levels in the supply chain to adapt.

The Sector Deal will take action in 3 areas to support this. Firstly, it will improve and standardise approaches to the design and procurement of construction projects to deliver better whole life value and project performance.

Secondly, the deal will develop a new, fairer and more sustainable approach to contractual and payment practices.

Thirdly, it will benchmark the performance of assets so that clients and the supply chain have access to more data in order to deliver better performing assets.

These actions will start the process of changing the business model of the construction sector to one that is focused on delivering better outcomes, based on stronger and more sustainable supply chain relationships and fair contractual and payment practices.

A stronger and more sustainable business model will enable the UK to exploit its strengths in the expanding global construction market, and increase exports of construction products and services.

The construction industry is committed to achieving this modernisation. The Infrastructure Clients Group and Institution of Civil Engineers have launched the Project 13 programme 56 , which seeks to shift the business model of the sector from project based transactional relationships, to one based on creating sustainable enterprises, with greater investment in innovation and skills that are more productive and deliver better value to construction clients and users.

This will lead to a more collaborative approach to the commissioning, design and delivery of construction projects and shared responsibility for management of the risks associated with these.

This transition will lead to longer term relationships between investors, construction clients, contractors, firms in the construction and products supply chain and professional advisors with commercial reward based on the value they contribute to the outcomes of construction projects.

The blueprint for this approach has been launched recently However, there is no single accepted standard procurement methodology for delivering whole life performance; as advisers use a range of different methodologies.

Similarly, construction clients and professional advisers rarely consider whole life performance. A standard methodology, used across the sector, would drive the construction supply chain to focus on the performance of assets across their whole life, and invest in the capability and skills needed to deliver this.

If this standard methodology is to be adopted by clients and the construction sector, then it will need to be supported by a single body of knowledge, a shared digital asset that is accessible to all and enables the rapid sharing of expertise and best practice.

The vast majority of the life cycle cost of built assets is incurred in the operational phase including the energy that the asset consumes , with only a minority attributable to the design and construction phase.

Despite this, there is no standard approach to benchmarking the performance of assets during design, construction and operation.

A comprehensive, standardised approach would enable the comparison of assets to identify inefficiencies. It would also provide information that would feed into the ongoing development of better building designs, components and materials that will reduce the running costs of built assets across their lifecycle.

Contractual and payment practices in the construction sector often disadvantage small firms in the supply chain.

These practices can unfairly transfer legal risk, or economic risk in relation to cash flow. They act as a barrier to the development of more strategic and collaborative relationships across the supply chain, and inhibit investment in productivity enhancing technologies and skills.

Changing this business model is essential to maximising the potential of digital and manufacturing technologies to deliver improved productivity.

The government is committed to improving payment practices within the UK, including within the construction sector.

The Duty to Report on Payment Practices and Performance 58 will increase transparency in relation to payment performance within the construction sector, through imposing a duty to report on large firms.

This will include reporting on their standard and maximum payment terms, and the average time taken to pay invoices received, including the percentage of payments made in under 30 days, 30 to 60 days and over 60 days, and the percentage of payments not paid within the agreed payment period.

It will require these firms to publicly report on their performance every 6 months, and will give small firms far more information about larger firms they are considering doing business with.

This data will be used by Build UK to benchmark the payment performance of its members, and to drive cultural change within the industry on this issue.

The government will also support the Construction Leadership Council CLC to bring together the industry to seek to develop an agreed set of proposals to improve contractual and payment practices and performance within the sector.

These will take account of the lessons learned from the insolvency of Carillion, and also the outcomes of the 2 construction specific consultations on retention payments and the amendments made to the Housing Grants, Construction and Regeneration Act Traditionally, the construction sector has operated a cash flow business model, with external finance used to supplement this by providing short term bridging finance to overcome cash flow problems.

This has primarily been obtained as short-term loans overdraft facilities, or through using mechanisms such as invoice financing, rather than through longer term, investment-focused sources of funding.

Through facilitating greater collaboration between developers, lenders and construction teams, it aims to make the process more efficient, reducing risk and improving profitability.

The British Business Bank BBB has also been building on their existing portfolio of programmes with expansions such as a new asset finance variant of the Enterprise Finance Guarantee 59 programme, and the provision of ENABLE guarantees designed specifically to increase the amount of lending that banks are able to provide to SME Housebuilders, both of which will increase the nature of support available to small and medium sized businesses in the construction sector.

Modernising the sector will require significant additional investment, and the construction sector will need to attract this from a wider range of external investors and use new forms of funding.

To do this, the sector will work with the government and the financial services sector to identify what sources of funding are available, and how these can be used.

It will take account of the outcomes of the Patient Capital Review; existing programmes managed by the BBB , and in particular, seek opportunities to link investors to the Transforming Construction programme and the technologies that emerge from this.

The UK is a successful exporter of construction products, construction contracting and associated professional services. The rapidly-growing international infrastructure market presents an opportunity for growth.

This growth will create new opportunities in countries around the world, but particularly in fast-growing markets in Latin America, Asia and the Middle East.

Much of this growth will be concentrated in urban areas. It will increase demand for new methods of construction that are able to create quickly new built assets with minimal disruption; and better performing smart assets that can be integrated into urban networks.

The UK is already a leader in developing and exporting new construction standards. Globally, over 2. Investing in digital and manufacturing technologies will allow suppliers and professional services firms to build on their competitive advantage in BIM and compete successfully in the global market.

As the UK prepares to leave the EU, such investment will be crucial to ensuring not only a more competitive industry on the international stage but also in support of the UK market as well.

To maximise the potential for success, the Sector Deal will identify priority markets and projects, coordinate the development and marketing of the services the UK can provide, and build consortia that can tender successfully and deliver the complete project solutions customers demand.

To use the adoption of digital and the move to offsite manufacturing to strengthen local supply chains across the UK. The wider construction sector, including construction contracting, construction product manufacturing and associated professional services employs around 3.

It is one of the few sectors that operates throughout the UK, with contractors, product manufacturers and professional services firms found in all regions of England, Scotland, Wales and Northern Ireland.

The construction supply chain is domestic and often localised, across contracting, products and professional services. One of the consequences of this is that a high proportion of spend is retained within the region where construction work is undertaken.

This means that improvements to the performance and profitability of the construction supply chain can be expected to directly benefit the local economies in which these businesses operate.

There is a high concentration of employment in both micro 1 to 9 employees and small 10 to 49 employees businesses.

There are around 33, architectural services businesses employing 1 to 9 employees, with only firms employing more than staff There is significant mineral extraction, product production and recycling in all parts of England, Wales, Scotland and Northern Ireland, in over 2, active quarries or mineral product production sites As a consequence, investment in construction has the potential to benefit the whole of the UK.

The sector can deliver increased benefits to the UK through strengthening the construction supply chain. Read more. CCC News. CCC News Research.

Brussels November 19, A series about construction and sustainability. Stay Ahead. Industry News Innovation.