Social performance

19 - Ambition: to offer added value to clients, employees, business partners and the community


Management summary

BAM aims for zero accidents. While the IF BAM (Incident Frequency) target was not achieved in 2018, despite a declining trend, the Group is continuously making progress. In the history of BAM, 2018 was the first year with zero fatalities, as well as a year where IF BAM has never been lower. The Group is working hard on fostering a genuine and strong safety leadership culture within senior management. Nevertheless, to achieve this ambition the Group’s strategic objectives are to create the right environment for knowledge-sharing and learning, enhancing leadership, culture and behavioural performance throughout the organisation, create a uniform safety reporting, build relationships and create interaction with all stakeholders.

Where we can improve: BAM believes that all accidents are preventable. People tend to make errors, but erroneous actions should not result in injuries. This is one reason why safety should be emphasised in the planning of any human – working or living – environment. One of the leading ideas is to learn from those accidents that have occurred and to take corrective actions to prevent similar accidents occurring again. Learning from accidents and near-miss situations but also from best practices and positive developments helps people to react to similar situations in the future. Accident investigations is a crucial learning tool. Workplaces with positive pro-safety attitudes carry out similar investigation to near-miss cases as they do for actual accidents. Mental health, stress and well-being are a growing concern for BAM as well. BAM will increase the focus on health related matters in the construction sector in the coming years.

20 - Health and Safety - Health risks at work.

Social value for BAM 

BAM’s activities have an impact on local communities, occupants and other users of buildings and infrastructure and society as a whole. BAM aims to create sustainable environments that enhance people’s lives. This chapter describes how all social subjects are interrelated and how BAM actively collaborates with all stakeholders to create long-term (social) value. Without any doubt health and safety is the most important element of our social performance: we want every employee to return home safe every day. This requires excellent performance from all employees and supply chain partners on thousands of construction sites every day. The construction supply chain is increasingly complex and fragmented and needs active collaboration to manage responsible supply chain management, human rights and ethical business conduct. The Group increases intellectual capital and human capital by investing in its employees and in the development of the supply chain. BAM recognises the importance of groupwide development and implementation of its talent strategy, based on BAM’s organisational development and strategic objectives. The positive legacy to society is increasingly important and is reflected in the programme for enhancing lives: making a real and positive difference to the lives of people with whom BAM comes into contact through its work. 

21 - Safety - A safety activity (SA) can be a safety behaviour audit (SBA) or a safety exchange (SE)

Health and safety

Creating the right environment for knowledge-sharing and scalable learning in BAM’s complete supply chain is most important to reach the Group’s safety targets (See chapter 2.3 Stakeholder engagement and material themes). This is done by: 

  • Strengthening the operating companies to develop leadership and behaviour by carrying out safety behaviour audits (SBAs); 
    Every operating company will have at least one Safety Behaviour Audit (SBA). The number of safety-related activities per operating company is based on turnover (one per €350 million, rounded up) and performance. The worse the result on the lagging indicator (incident frequency: IF), the more control is needed and the more SBAs will be planned. The better score on the leading indicator (SBA), the less control is needed, but the more commitment to share excellent performance is expected. Across the Group, 15 SBAs took place in 2018. 

  • Recognition of performance by carrying out and follow-up on the safety exchanges (SEs); 
    The Safety Exchange or Safety Review is like a Peer Review and will have focus on a debate for challenging and learning (theme’s from the maturity model). It is a dialogue between two Operating Companies and they have to find out together what’s going to work best. This will result in a customised knowledge exchange. Across the Group, 7 SEs took place in 2018. 

  • Strengthening BAM’s (safety) culture supported by uniform safety communication processes, modern methods and channels; 
    On Tuesday 26 June 2018 , BAM launched one uniform, global safety campaign for all of BAM under the slogan ‘Your Safety is My Safety’. 

  • Improving the safety performance: IF BAM < 3.5 in 2020. IF BAM (Incident Frequency) is determined by the total number of industrial accidents leading to absence from work per million hours worked on construction sites (all BAM site employees on own work and joint ventures on risk). In 2018 IF BAM decreased to 4.2 (2017: 4.6), which is above the 2018 target of 4.0. 

This safety approach is established to continuously improve BAM’s safety performance and to meet strategic targets. 

Rewarding excellence
Safety behaviour audits (SBAs) will make excellence count and reward (safety) innovations. By disclosing the results through the safety portal, safety excellence becomes visible to other operating companies with an emphasis on continuous improvement within organisations and throughout the Group.  

Safety Behaviour Audit (SBA) scores focus on three areas: safety climate, management system and site conditions. In 2018, overall SBA performance stabilised on 72 per cent. Figure 21 shows the audit process in detail.  

Excellent performance in leading and lagging indicators (IF) by group companies will result in less control by Royal BAM Group’s safety behaviour audits, but should increase commitment to share excellence performance by organising a safety exchange. A safety exchange, or safety review, is like a peer review and focuses on a debate for challenge and learning, which are themes from the safety maturity model. It is a dialogue between two operating companies that want to kwow what works best. This will result in a tailor-made knowledge exchange. 

Good practices: sharing and learning across the Group  

BAM Nuttall supports Time 2 Talk Day, which was held on 1 February 2018. This is a day when everyone is encouraged to have a conversation about mental health. BAM Nuttall wants everyone who works there to feel they can be open about their mental health and ask for support if they need it. BAM Nuttall also has Mental Health & Wellbeing Champions and an Employee Assistance Programme (EAP) which is available 24 hours a day, seven days a week, 365 days a year. The EAP gives advice and support by telephone and one to one sessions with a trained counsellor.

BAM Infra Nederland organises a ‘Silver and Gold hard hat Competition’ every year to award colleagues with good initiatives for improving our safety standards.

BAM International completes a global, safety related survey every year. Most organisations limit themselves to objective assessments, while BAM International realises that subjective indicators can provide valuable information that, when used effectively, can continuously improve the company. The key element of the survey (and its results) is to provide an insight into company perceptions and subsequently to target areas they can improve.

Safety and digitalisation: SAFER is BAM International’s digital system to streamline everything related to health and safety.

Many of BAM’s sites in Ireland award a ‘Crew of the Month’ prize to say ‘thank you for working safely’.

22 - Good practices - Themes for knowledge-sharing with leading companies

One global safety campaign for all of BAM

In June 2018 , BAM launched one uniform, global safety campaign for all of BAM under the slogan Your Safety is My Safety.

The goal of the campaign is to demonstrate that safety is not only a shared responsibility of all BAM employees themselves, but also of BAM’s supply chain partners, such as subcontractors, suppliers and clients. In total, some 100,000 people. BAM wants all employees to return home safely at the end of the day. This means zero accidents and that can only be achieved through a joint approach. That’s why BAM encourages everyone to address one another when you see an unsafe situation, report incidents so that we can learn from them and to actively help in preventing dangerous situations. 

Worldwide BAM Safety Day 
Building on the successfully launched uniform global safety campaign, the theme for the ninth Worldwide BAM Safety Day was: Your Safety is My Safety. BAM needs to raise safety awareness, eliminate fatalities and reduce accidents. Only by taking individual responsibility and working closely together, will we be able to achieve this. Your Safety is My Safety captures these elements as it reflects BAM’s collective responsibility. Creating a culture where we feel free to speak up when we see an unsafe situation and actively help to prevent dangerous situations, starts with an open dialogue around safety. And that’s exactly what took place during this year’s Safety Day: honest conversations between co-workers. To add a personal touch and visualise what Your Safety is My Safety means in BAM’s daily practice, BAM organised a so-called Safie campaign. Staff was encouraged to upload a photo or short video of e.g. co-workers who stand for great safety performance, good examples of a safe situation on site/at the office, enroute to work or at home, or of lessons learned. The entries will help further enliven and enrich BAM’s safety story. 

23 - Group incident frequency (IF BAM)
(x €1 million, unless otherwise stated) 



Serious accidents
BAM is highly committed to prevent all incidents. BAM feels responsible for all people who are involved in or are influenced by the activities of the Group. This includes BAM’s employees, clients, engineers, partners, suppliers, subcontractors and members of the public. Despite the fact that zero fatalities occurred on BAM sites in 2018, the number of serious accidents (BAM employees, hired, subcontractors’ employees, or other) stabilised at 121 in 2018 (2017: 119). An accident is classified as serious when an employee is admitted to hospital for more than 24 hours or results in electrocution (with enter and exit mark on the body), amputation or a fracture.  

24 - Incident frequency (IF BAM) by country
(x €1 million, unless otherwise stated)


Setting minimum health management requirements
More insidious than the fatal and serious industrial accidents is the number of employees with a health damage or a long-term illness that has been caused or worsened at work. Many of these diseases manifest themselves only years after exposure and many are ultimately deadly. BAM believes that all injuries, deaths and illnesses can and must be prevented. BAM is in the process of setting minimum health management requirements. Within ENCORD, Europe’s forum for industry-led research, development and innovation in the construction industry, the Group has put research and development in the field of quartz dust and asbestos inhalation, diabetes and skin cancer on the agenda.

Organisational development and employee engagement

Building the present, creating the future from a human resources perspective requires harmonised and modern ways of working, standardised and automated processes across all operating companies, leveraging self-service and a platform that provides (predictive) people analytics and reporting. With this strategy HR will support the business with timely attracting the best people in the market, whilst ensuring a competent and engaged work force that will be Building the present, creating the future. 

- BAM People
The strategy that leads us to One BAM is reflected in the implementation of BAM’s HR system BAM People. BAM People is the new standard within BAM and in 2018 a large number of employees started working with it. This path will be continued in 2019 with companywide implementation. BAM People contributes to the achievement of BAM’s strategy through uniform processes, digital collaboration, unambiguous reports and access to personnel data everywhere and at all times for everyone.

- BAM Panel
BAM employees are intensely committed to their work and proud to work for BAM. They have confidence in their managers. These are some of the outcomes of the first groupwide analysis via BAM Panel, the online poll that has been held among employees of all operating companies. The engagement measurement allows everyone to share their thoughts and minds four times a year. Operating companies make individual analyses and take its own measures towards improvement. Looking at trends in BAM Panel allows BAM to make predictions about future behaviours of its employees. 

- Spring and autumn meetings
During two meetings, one in spring and one in autumn, more than one hundred staff from all parts of the Group gathered in Amsterdam to discuss the strategy and share best practices. The spring meeting was devoted to BAM’s 2018 Operating Plan, ‘Focus to perform together’. Through facilitated work sessions the participants shared knowledge and exchanged ideas about – among other topics – a uniform large project approach and high-performing teams. ‘One BAM Acceleration’ was the central theme for the 2018 autumn meeting, elaborating on the required acceleration in terms of strategy execution and financial performance and updating staff on the various strategic programmes.

- European Works Council
The first meeting of the BAM European Works Council (EWC) took place on 4 September 2018. BAM considers the contribution of all its works councils to be very valuable to its business operations. By the establishment of the EWC employee participation on a European level can take place in a consistent and both practical and workable manner.

BAM strives to diversify its workforce and find potential talent with different capabilities, various degrees of experience and different genders, age, nationalities and cultural backgrounds. Together, they can help BAM mirror its client base and execute its strategic agenda. 

Through BAM’s recruitment website and recruitment campaigns, BAM continues to target talent and to maintain our position as an employer of choice in a scarce labour market. The platform showcases the stories of employees, BAM’s projects and innovations, and our vacancies worldwide. It is another positive step towards better knowledge and expertise sharing across the Group and supports BAM’s search for the best fitting talent. Furthermore, BAM’s recruiters continually evaluate and improve on applicant experience.

Diversity and inclusion
BAM believes that a company with diverse teams at all levels and disciplines is made stronger by the different perspectives that such diversity brings. This is reflected in BAM’s vision and values employment and development processes. BAM supports local and national initiatives that want to create opportunities for all groups, particularly those who may not have considered civil engineering as an accessible career choice. BAM considers there to be significant business benefits from integrating equality, diversity and inclusion in day-to-day business practice and are determined to eliminate discrimination and disadvantage within the workplace.

BAM’s inclusive approach means that all stakeholders are treated with fairness, dignity and respect. BAM aims to avoid being adversely influenced or prejudiced in any way by an individual’s age, gender identity, marital or civil partnership status, race, colour, ethnic origin, sexual orientation, disability (both physical and mental), religion or belief, working patterns, caring responsibilities, pregnancy or trade union membership. In the UK BAM PPP, BAM Construct UK and BAM Nuttall, have joined forces with Building Equality, an alliance of 19 construction and construction-related companies working together to drive Lesbian, Gay, Bisexual and Transgender (LGBT+) inclusion in the construction industry. More on diversity in the composition of BAM’s Executive Board and the Supervisory Board can be found in Chapter 5.1 (Corporate Governance).

25 - Female/male employees by region (in % of total employees) 







United Kingdom












Rest of the world



26 - Employees per gender by employment type (in %)

















27 - Employees per employment contract by gender in 2018 (in %) 


Permanent contract

Temporary contract





28 - Employees per employee category by gender in 2018 (in %)















29 - Employees by age group (in %) 

Age group





















Learning and development
Over the past year BAM has been developing two business leadership programmes to complement the existing project management programmes Olympus and Everest. In August the Enterprise Leaders Programme, for directors and managers and the Future Leaders Programme, for young professionals identified as talent with management potential were launched.

The programmes will provide participants with the practical and behavioural tools they need to successfully lead their teams and the business in line with the BAM strategy and values. They will give participants the opportunity to work with colleagues from throughout the Group, building relationships across all BAM’s Operating companies, encouraging collaboration and cross-fertilisation of ideas that will help develop an One BAM attitude and mind set. The programmes are designed with a blended learning approach, using experiential learning and with personal case studies at the heart of the programmes.  

The Olympus programme has continued in 2018, with a total of 106 project managers and tender managers involved in large and complex projects now having attended. Building upon the success of Olympus, BAM has developed a complementary programme for project managers of less complex projects.  

The Everest Programme provides the same focus on personal, team and project leadership as Olympus, but also relates this to the ten critical phases of a project. After a successful pilot in the Netherlands, BAM is in the process of including the BAM Uniform Project Approach in the Business leadership programmes. Early next year the Everest programme will be made available across the Group and will facilitate the development of all those involved in project management.

30 - Average hours of training per employee (in hours)


Annual total compensation by country
In 2018, the annual total compensation ratios decreased in most countries of operation. This indicates that the gap between the highest paid individual and the average annual total compensation for all employees decreased. Some German and Belgian senior managers were replaced in 2018 which explains the heavy decrease in salary ratio. 

The relatively high ratio for BAM’s international business can be explained by the fact that Dutch management members work together with local workforce. BAM International’s figures are relatively volatile due to the difference in salary standards at the project locations / areas.  

31 - Annual total compensation by country 
(in ratio of the annual total compensation for the organisation’s highest-paid individual to the average annual total compensation for all employees (excluding the highest-paid individual))





Ratio of percentage







United Kingdom
















Rest of the world




Business conduct and transparency 

BAM is committed to being an ethical company and to live up to the highest standards of honesty and integrity in the way BAM does business with clients, suppliers and each other. BAM’s code of conduct includes principles and guidelines. Furthermore, there is an independent Speak up line and procedure for employees to report suspicions of misconduct. New employees must sign a statement in which they acknowledge to comply with this code as part of their employment contract with BAM. An e-learning tool is used to train and remind employees of these values and standards. The training is available in English, German, French and Dutch and is mandatory for new white-collar BAM employees. Furthermore, BAM’s blue-collar employees are trained by so called tool box meetings. BAM strongly believes in a targeted approach for the different working groups within the Group to achieve optimum understanding and adaptation. 

BAM’s Governance, Risk and Compliance has further harmonised and streamlined the compliance activities. In 2018, BAM has embedded the new privacy regulation in Europe (GDPR). Therefore, BAM developed new policies, completed data inventories, performed data privacy impact assessments and arranged data protection agreements with relevant 3rd parties. Furthermore training and awareness has been rolled out on the changes in regulation, including an e-learning. There has been extensive communication via newsletters, e-learning and classroom sessions. The global compliance community has been working extensively on implementing these new requirements. 

Potential cases of misconduct are discussed on a quarterly basis with the Executive Board and every six months with the Audit Committee. No material incidents have been reported by operating companies to BAM’s head office with regard to the code of conduct. Furthermore, on a yearly basis the effectiveness of the management approach is assessed and improvement activities are captured in the Operating Plan of the GRC function.

Corruption Perception Index
The Corruption Perception Index (CPI) is calculated annually by Transparency International, which focuses on the strict application of the UN Convention against Corruption. The CPI classifies countries according to their perceived level of corruption on a scale from 0 to 100. In 2018, two home markets (Germany and the United Kingdom) scored exactly 80 in the CPI, since these countries represent a high construction turnover for BAM. The explains the shift from last year. BAM obtains the 98 per cent of its turnover in countries with a very low or low risk of corruption.

32 - Revenue according to Corruption Perception Index (in %)

Human rights 


BAM integrated its policy to protect human rights in the code of conduct. In addition, BAM underwrites the importance of the International Finance Corporation in particularly the labour and working conditions and to promote a sound worker-management relationship. BAM believes by treating its workers fairly and providing them with an extensive safety programme on site, avoiding discrimination in employment, not using child labour, paying fair wages, giving attention to education and training, creating healthy- and decent working conditions, that this creates tangible benefits, such as enhancement of efficiency and productivity of our business. 

In 2006, BAM and the international federation Building and Wood Workers’ International (BWI), signed a framework agreement to promote and protect employee’s rights. As part of ‘doing things right’ and taking responsibility, BAM facilitates an annual BWI visit to a project to audit local working conditions on human right practices. On 26 November 2018 a social audit was carried out by BWI and trade union FNV at the Museum of the Future project in Dubai. No anomalies were detected in any of the areas that have been assessed by the BWI. A report, issued by BWI, confirms that there is an extensive safety programme on site, employment is freely chosen, there is no discrimination in employment, child labour is not used, working hours are not excessive and working conditions are decent. These topics are considered as main risk areas and are monitored and assessed in the audit.

Combatting slavery
BAM is committed to preventing slavery and human trafficking throughout our operations and those associated with our business. Modern Slavery is a also key issue for BAM and its supply chains. BAM is partner member of the Supply Chain Sustainability School (, where help and advice is freely available to assist suppliers within the construction industry. Combating slavery is not a standalone issue, but one that is part of BAM’s approach to ensure that people are with dignity and respect, that goods and services are purchased responsibly, that transparency is promoted and that business is done with the highest professional and ethical standards. With the BAM Speak Up procedure, BAM has an adequate ‘whistleblowing’ process, which encourages to report on all suspicions of misconduct.

Supply chain management

BAM is involved in many stages of the construction value chain, from development, engineering and construction to maintenance and operation. Large supply categories for BAM are among others concrete works, steel construction, mechanical & electrical engineering and facades. Construction materials like steel, concrete and asphalt are typically sourced close to the sites from preferred suppliers. BAM’s supply chain partners are also organised closely to the constructions sites and are mainly active in the Netherlands, United Kingdom, Belgium, Ireland and Germany.

In 2018 BAM has progressed its procurement strategy that aims to:
• Improve processes, develop people and systems;
• Strengthen partnerships with suppliers;
• Increase early involvement of procurement;
• Leverage BAM scale and expertise.

BAM completed the roll out of a Group spend and contract tool (Bravo), which enables BAM to have a global overview of all suppliers and subcontractors. This allows BAM to monitor and strategically manage its supply chain. BAM aims to strengthen partnerships by creating trustworthy and sustainable relationships with vendors. Strong partnerships result in more (BIM) innovations and creativity to create competitive advantage, better capacity management in the market, early collaboration in tender phase and lower total cost of use. In 2018, preferred partnerships are established for ready-mix concrete in the Netherlands to enhance low carbon and circular concrete. To increase early involvement of procurement in projects, BAM developed a project procurement strategy as part of the strategic initiative UPA (uniform project approach). Key work packages in a project are assessed, based on 3 different partnering approaches BAM decides how to the tender. Using a uniform approach BAM maximises its leverage on scale and expertise.

BAM uses the Bravo tool to measure supplier performance in order to generate benefits and savings across the Group. During project preparation, implementation and follow-up, the tool assesses suppliers against the themes safety, quality, total cost, logistics and engineering and process. On a scale of 1 to 4, each supplier has to score at least 3 for each criterion. In 2018 a total of 872 supplier performance assessments were carried out (2017: 538). Also Bravo supported BAM’s supplier assessment for BIM Level 2 and contributed to certification of the company.

Enhancing lives


BAM will play its part in addressing social issues at local and global level. To structure its efforts on community engagement, BAM launched its ‘Enhancing lives’ programme in 2016.  

Enhancing lives is about increasing, augmenting or adding value to peoples’ lives. BAM aims to enhance lives of people with whom BAM comes into contact through its activities and connections with local communities. This involves supporting people and communities by giving them an opportunity to increase their personal aspirations, support broader social ambitions and meet their needs. As part of its strategy, BAM has set a target of enhancing 1,000,000 lives by 2020. This includes:
• Connecting with, Improving and Transforming the lives of people BAM works with – both externally and with regard to our own employees;
• Focus on education and skills, employment, charity and community engagement;
• Recognising that this is the right thing to do and that it adds value to BAM’s business through enhanced reputation, greater skills and diversity within the workforce. 

In order to start measuring the social value, BAM has started a steering group to understand the maturity in different operating countries and to develop a consistent methodology and reporting framework (roadmap). Ultimately, BAM wants to demonstrate the added value it provides to society through its operations. 

All Operating Companies began to monitor Enhancing Lives activities in 2017. The activities varied from one operating company to another as some focused on local communities, others on training or wellbeing and others on volunteering. BAM has decided to sort different activities into categories to improve consistency in reporting. Defining what activities contribute to enhancing lives is an ongoing process. For the first time in 2018, all Operating Companies have started to report on the number of lives they have enhanced. This has allowed the steering group to start to interrogate the data and assess which activities are enhancing lives the most and enhancing the most lives. This has led to changes in the categories to ensure the most life enhancing activities are focus areas for BAM:

Example 1 - ‘Meet the buyer’
‘Meet the Buyer’ type events was previously a category defined as “events providing knowledge and skills to SME’s, local organisations and Social Enterprises to help them develop, grow and provide opportunities for the people they support”. However, most reported examples are business as usual, namely events which were held to attract new suppliers/sub-contractors. Therefore, the ‘Meet the Buyer’ category is removed from the list of categories. 

Example 2 - ‘Site visits’
In some cases a site visit may involve closing site operations and opening it to visitors up to 10,000 people to come onto the site, whereas others refer to a 2-3 hour visit to site for a group of people (usually between 10 and 30 people) where the project team prepares a detailed presentation tailored to the group. To be able to differentiate between different types of visits, the category ‘Site visits’ now refers to the large visits, and the smaller more focused visits are categorised as ‘Education Support’.

Community engagement progress
In 2018, local community engagement programmes that measure and manage the impact of building projects on the local environment were implemented in 33 per cent of BAM’s projects. These were initiatives as part of existing programmes, such as the Considerate Constructors Scheme (CCS) and ‘Bewuste Bouwers’, as well as unique initiatives of engagement managers on projects and site-specific sponsoring or charity work.

Considerate Constructors Scheme and ‘Bewuste Bouwers’
CCS fosters good communication with the local community and promotes professionalism on building sites. BAM Construct UK and BAM Nuttall sites registered under the CCS scheme are monitored to ensure that they comply with the Code of Considerate Practice developed to promote good practice, going beyond legal requirements. Additionally BAM Construct UK is a Partner of the CCS. In the UK 81 projects were registered in 2018 and 22 awards were won, 3 gold, 11 silver and 8 bronze. 

Based on the success of the UK Considerate Constructors Scheme, BAM was one of the companies that introduced the scheme Bewuste Bouwers in the Netherlands in 2009. After five years of BAM participation, Bewuste Bouwers decided to involve BAM in a further roll-out of the scheme. During 2018, 74 sites were registered under the scheme in the Netherlands (2017: 79). 

Social Return
For most public sector clients in the Netherlands Social Return On Investment (SROI) is a key element in the tender requirements and project delivery. By SROI is meant in general: help people who have difficulty in finding a job to gain employment. In order to support the projects and to gain insight in requirements and status BAM Infra uses the tool WIZZR-BIZZ for reporting on SROI. BAM Infra is currently implementing this tool in all projects with a SROI requirement and has currently registered 18 projects.

Enhancing Lives in action 

2018 saw a year of progress towards understanding the types of enhancing lives activities which BAM are delivering. Having laid the foundations for all operating companies to understand what enhancing lives means, all companies started to report in 2018. This has allowed the sustainability community the opportunity to interrogate these numbers and ask the questions: Which activities is BAM really proud of? Which activities really enhance lives? 

The provided examples start to tell the story of how BAM is enhancing lives, with the above questions in mind. There is a clear focus on education and sharing the knowledge and experience BAM’s employees have gained in their careers. Through its activities, BAM aims to add value in addition to enhancing lives by strengthening the skills of our workforce and helping to develop the workforce of the future. 

Example 1: – No of lives enhanced: 47
Depth of impact – Improving (possibly some transforming if refugees get into employment or education) 
Category – Volunteering / mentoring 

Details: Helping refugees together with New Dutch Connections (29 BAM volunteers and 18 refugees): During nine evening sessions and two site visits a group of refugees acquired a better understanding of the construction industry. They were also helped with practical problems and they could practice the Dutch language. The benefits were felt by the refugees as they gained confidence, skills, contacts and knowledge. For the BAM employees involved, this was a new experience which allowed them to develop mentoring skills and gain a deeper understanding of issues affecting local and wider communities.

Example 2: – No of lives enhanced: 10
Depth of impact – Connecting and Improving 
Category – Education support (connect),
                   Work Placements (improve) and
                   training/qualification (improve) 

Details: Working in partnership with Hub West Scotland and through the delivery of the new build Blairdardie & Carntyne Primary School projects, BAM delivered an introductory employability programme called Ready Steady Girls Construct! The programme focused on attracting female pupils into the construction industry by providing industry insight, training, employability skills and work experience. The programme was delivered over a ten-week period to a group of ten female pupils from Lourdes Secondary School in Glasgow. 

During the programme, pupils gained access to industry talks and awareness raising sessions, practical demonstrations on site, site visits, a college taster day, an SVQ Level 1 qualification, employability skills and a real life work experience placement. BAM created a detailed timetable of activities which we felt maximised the students’ learning and exposure to industry.