In our new series of personal pieces, BSRIA chief executive Julia Evans lays out the building services group’s 2025 strategy – and seeks your input
“Our strategy may be new and our ways of reaching our goals changing as the context changes, but our mission remains the same – to Make Buildings Better.
And this is why we are sharing the new strategy with industry, because we know that by working with industry we can achieve so much more.
BSRIA is a member-based organisation that works across the whole supply chain and in all sectors to make buildings better for their occupants, for the industry and for the planet.
It is an independent provider of technical and market consultancy services and a generator of new knowledge for the built environment.
Our vision is to be a leader for information, knowledge and improvement for the built environment, with values of innovation, authority, independence and collaboration.
As input to this strategy, we at BSRIA developed three likely scenarios, against which all possible business ideas can be tested:
- Going it alone – in which the UK pulls out of the EU. There is less regulation and people are more independently minded. Generation of our own power becomes a priority.
- Smart technologies improving the quality of life – society and companies change with technology and there is much more flexibility, such as working from home. The management of buildings is advanced. BIM level 3 is commonplace.
- Big decisions in which driven by worries about fuel security, and increasing natural disasters, the UK moves to a more regulated world, with a middle-of-the road government.
The scenarios are each described in detail on the BSRIA website at www.bsria.co.uk/goto/strategy2025.
We aim to increase membership outside building services to help build a more integrated industry.
Networks, where representatives from all parts of the supply chain meet, will contribute to the overall development of BSRIA, publications and research.
We will develop further in areas where it has significant expertise, such as BIM, Soft Landings and evaluating building performance, ventilation and indoor air quality, lifecycle costing and analysis, housing and bespoke testing – and will actively seek people with technical skills and commercial acumen to drive these areas forward.
Airtightness and related testing services are growing fast, and we will strive still more to meet the demanding requirements of housebuilders. Responsiveness is key. Customer service will be a watchword of this strategy.
The skills shortage is a barrier to success in all parts of the industry.
BSRIA will promote the development of apprentices and graduates who would later become BSRIA’s alumni/ambassadors through BSRIA-endorsed courses. It will liaise with universities, colleges and schools to provide work experience and vacation jobs and offer visiting lecturers.
BSRIA will continue to work with the major organisations in the construction sector, and to use partnerships to boost membership and extend its knowledge and will remain a non-profit distributing, member-based business.
BSRIA will cultivate a drive to change, to innovate and to move forward. It has every opportunity to do just that and this strategy is the start of that process.
We are keen to hear the views of the industry on our strategy, so if you would like to discuss further, please contact me (firstname.lastname@example.org) or any BSRIA staff member.