Drawing on nearly three decades of experience, including senior roles at Balfour Beatty, he argues that immediate and decisive action is needed to prevent a decline similar to that of the British Steel industry.

“Survival is not obligatory”, Tait warns, highlighting the danger of complacency. “We cannot sit back and expect somebody else to come along and stop this from happening.”

The statistics paint a stark picture. According to Tait, employment in construction has plummeted by approximately 10% since pre-COVID levels. This significant drop has been partially “masked” by a suppressed economy following Brexit and other shocks. However, with the government planning major housing and infrastructure projects, the critical question is: who will build them?

The problem is compounded by a demographic issue, with the rate of experienced workers leaving the industry far exceeding the rate of new entrants. “Logic dictates then that the decline… is only going to increase”, says Tait, predicting that this will inevitably drive up costs and delay projects vital for solving social issues like the housing crisis.

A key hurdle is the industry’s struggle to appeal to younger generations, particularly Gen Z, whose work expectations have shifted dramatically. The traditional image of construction as physically demanding and dirty, combined with long hours and travel, clashes with the desire for flexible and hybrid working.

While acknowledging that a construction site isn’t a home office, Tait suggests pragmatic solutions. “One of the innovative things that construction can look at could be… staggered start and finish times,” he proposes. This could offer employees more flexibility while potentially improving project efficiency by extending the working day’s coverage.

Beyond attracting new talent, retaining it is crucial. Tait identifies a major failing in the industry: a lack of transparency around career progression and remuneration. He argues that while companies may have structured training programmes, they are often “coy” about the long-term financial prospects, fearing they will be “on the hook” if business conditions change.

This opacity, he believes, pushes talented individuals to leave for a “short-term gain” because they can’t see a clear future within their current company. Citing his experience at Balfour Beatty, he notes how highly trained employees would become “very marketable” and leave because the path ahead became unclear. The solution, he insists, is to be open about the entire career journey. “If you are clearer and more transparent about what their opportunity was longer term… I think people would be more likely to stay.”

Despite the challenges, Tait points to positive initiatives. He champions the ‘5% Club’, an initiative started by Balfour Beatty that encourages companies to commit to having 5% of their workforce in “earn and learn” positions like apprenticeships and graduate schemes.

He also sees potential in proposed government reforms, such as the more flexible “Growth in Skills Levy” to replace the current apprenticeship levy, and a relaxation of rules for foreign nationals to work in the UK, which could help reverse the negative impact of Brexit on the workforce.

Ultimately, Tait’s message for the summit is one of extreme urgency. The industry must act now to secure its own future, or risk becoming a nation that simply assembles prefabricated buildings made elsewhere, its own skills and capabilities lost for good.

Tickets for the Scottish Construction Summit, delivered by Scottish Construction Now, are available here.