Hinkley Point C (HPC) UK

by

Student Name – Shubham Surve

Student ID - 13298315

April 2023
 Table of Contents

1. Introduction................................................................................................................................3
2. Overview of Cultural and Ethical Issues in the Construction Industry.....................................3
2.1. Inclusion of Women in the Industry...................................................................................3
2.2. Environmental Sustainability - Ethical issue......................................................................4
3. Critical Evaluation Of Leadership Styles In Large And Small Construction Organisations....4
4. Organisational Structure for HPC Project.................................................................................5
4.1. Current Organisational Structure of HPC Project..............................................................5
4.2. Proposed Organisational Structure.....................................................................................5
4.3. Justification for Proposed Organisational Structure...........................................................6
4.4. Advantages and Disadvantages of Proposed Organisational Structure..............................6
5. Importance of Staff Motivation and Personal Development in Construction Businesses.........6
6. Building a Balanced Team and Effective Conflict Management in Construction
Organisations.............................................................................................................................7
6.1. Effective Conflict Management:........................................................................................8
7. Conclusion.................................................................................................................................8
8. References..................................................................................................................................9
1. Introduction to HPC - Organisational Behaviour
Construction companies are frequently tasked with coordinating the efforts of numerous
businesses and individuals during the completion of a single project (Naderpajouh et al., 2021).
To complete the project on time and within the allocated budget, strong leadership, clear and
effective communication, and a culture that values collaboration and cooperation are required.
Organisational behaviour is the study of how individuals and groups operate within an
organisation and how their conduct is affected by the organisation's structure, ethos, and
leadership (Robbins, Judge, & Vohra, 2018). In the context of the Hinkley Point C (HPC)
project, the achievement of the project's objectives is highly dependent on the organisational
conduct of the participating businesses. To ensure the project's success, all parties must
effectively communicate and collaborate (Liu et al., 2022). The companies must work together to
surmount obstacles such as a labour shortage, supply chain disruptions, and financial constraints.

2. Overview of Cultural and Ethical Issues in the Construction Industry

A number of societal and social issues have been attributed to the construction industry
(Ruman, 2016). These problems can bring down morale at work and make it more likely that
people will leave. Corruption, bribery, and collusion are all unethical practises that can lead to
legal trouble and ruined reputations. Considering the scope and complexity of the HPC
endeavour, societal and social concerns may emerge. Companies working on this project should
have a strong commitment to ethics and adhere to all applicable laws and regulations. This can
be achieved through consistent instruction, explicit communication channels, and the
establishment of regulations.

2.1Inclusion of Women in the Industry

Women have historically been underrepresented in building business leadership and the
construction industry as a whole (Buchanan & Hucsynski, 2019). Misogyny, abuse, and
prejudice in the workplace result from this issue. To cultivate a more diverse and inclusive
society in the construction industry, it is essential to actively address these issues and nurture an
environment that values and supports all workers regardless of gender, ethnicity, or other
characteristics.
 This can be accomplished, for instance, by implementing training and education
initiatives that explicitly seek to increase workplace diversity and inclusion. For instance,
businesses can provide training on establishing an inclusive workplace and identifying and
addressing latent biases to assist employees in achieving this goal. All employees should be held
accountable for adhering to these standards, and policies and procedures should be implemented
to prevent and address issues such as discrimination and abuse. Companies in the construction
industry that actively promote a culture of diversity and inclusion are better able to cultivate an
encouraging and productive work environment, attract and retain top talent, and enhance their
standing in the eyes of customers and other stakeholders.

2.2Environmental Sustainability - Ethical issue

Environmental sustainability poses significant social challenges to the construction
industry. Deforestation, ecosystem loss, and pollution are a few of the environmental effects
associated with construction projects, particularly those of HPC sise or larger (Pasanisi et al.,
2021). To address these issues, construction companies must implement ecological practises and
reduce their negative impacts on the environment.

To this purpose, eco-friendly construction methods and materials are being increasingly
adopted. The use of repurposed steel and bamboo in construction as well as the implementation
of recycling and waste-reduction initiatives can help businesses reduce their environmental
impact. Additionally, businesses can reduce their reliance on fossil fuels and increase their use of
renewable energy sources such as solar and wind. Green building practises have the potential to
increase property value and occupant satisfaction while reducing the energy and water footprints
of a building (Turner Construction Company, 2020).

3. Critical Evaluation Of Leadership Styles In Large And Small Construction

Organisations
Leadership can make or break a building job. It's essential to understand how a
company's managerial style affects its goods. Leadership can be practical or innovative (Dopson
et al., 2016). Commercial leadership uses rewards and fines to motivate workers, while
revolutionary leadership aims to inspire and empower them. Transactional leadership in building
fosters organisation and responsibility for short-term tasks with clear results. Transformational
leadership encourages cooperation, innovation, and flexibility, making it better for complex
projects like the HPC (Jiang & Gu, 2017). Big building companies may need innovative
leadership due to their large workforce and complex communication lines (Maqbool et al., 2017).
Revolutionary leadership creates a common goal and inspires workers. Smaller building
companies may benefit from a more businesslike leadership style due to the importance of order
and communication. Leading in the building business demands flexibility for project and
organisation needs. This requires a thorough knowledge of the project's goals, the team's assets,
and exterior factors that may affect the project.

4. Organisational Structure for HPC Project

To deliver a project as complex and significant as the Hinkley Point C (HPC) power
station, an efficient and effective organisational structure is required. The organisational
structure defines how activities, such as coordination, communication, and decision-making, are
performed within the project team. In this essay, we propose a style of organisational structure
for the delivery of the HPC project and provide justification for our answer.

4.1Current Organisational Structure of HPC Project

Currently, the Hinkley Point C (HPC) project has a hierarchical organisational structure,
with EDF and the Chinese General Nuclear Power Corporation (CGN) as its leaders. The project
is managed by a consortium of companies, including Laing O'Rourke, Bouygues TP, and Kier
Group, who are responsible for the construction of the power station, with EDF and CGN
overseeing the project (Hinkley Point C, 2019).

4.2Proposed Organisational Structure

In this report a matrix organisational structure for the HPC project is being proposed. A
matrix structure combines functional and project-based approaches to management. It allows for
the efficient use of resources, as employees work on multiple projects simultaneously, and
ensures that specialists in different areas are available when needed (Sun et al., 2020). The
matrix structure also allows for greater flexibility and adaptability, making it well-suited for
complex projects like HPC.

In this structure, project managers and their teams are organised according to the specific
task or function they perform, such as construction, engineering, or procurement (Xue et al.,
2021). At the same time, they are also assigned to a specific project, in this case, the HPC
project. This dual structure ensures that the project is managed by specialists with experience in
the relevant fields, while also maintaining clear lines of communication and accountability.

4.3Justification for Proposed Organisational Structure

The proposed matrix structure has several advantages over the current hierarchical
structure. Firstly, it allows for better communication and collaboration between different project
teams, which is essential in a project with many different contractors and companies involved
(Fernandes & Sullivan, 2021). Secondly, it enables greater flexibility, as teams can be
reorganised quickly and easily to adapt to changing circumstances, such as supply chain
disruptions or labour shortages (Bulut & Topal, 2022). Finally, it promotes a sense of ownership
and accountability among project teams, as they are responsible for the success of their specific
area of the project (Lin et al., 2020).

4.4Advantages and Disadvantages of Proposed Organisational Structure

While the matrix organisational structure has many advantages, it also has some
disadvantages. One of the main disadvantages is that it can create confusion and conflict, as
employees may report to multiple managers and have conflicting priorities (Sou, 2020). This can
lead to a lack of clarity and focus in decision-making, which can affect the overall success of the
project. Additionally, the matrix structure requires a high degree of coordination and
communication, which can be challenging to maintain in large and complex projects like HPC.

5. Importance of Staff Motivation and Personal Development in Construction Businesses

Employee motivation and personal development are critical components of the success of
any business, and the construction industry is no exception (Stewart, 2022). Construction firms
need motivated workers. Motivated workers are more effective, efficient, and dedicated to the
company's goals (Ali & Anwar, 2021). Construction is a labor-intensive business with long hours
and physically taxing work. Staff incentives are vital (Mahmud et al., 2022). Committed workers
stay longer, lowering churn and stabilising the firm. Employee personal growth is also important
in building companies. Personal growth can enhance job success, staff enthusiasm, and skill
acquisition (Na-Nan & Sanamthong, 2020). Human growth possibilities include training,
guidance, coaching, and job tracking (Rony, Lubis, & Riskyta, 2019). These chances can build
workers' trust, skills, and job happiness.
 By investing in staff motivation and personal development, construction businesses can
reap many benefits. First, motivated employees are more productive, efficient, and committed to
the organisation's goals (Ragasou, 2021). This translates into increased profitability and better-
quality work. Second, personal development can help employees acquire new skills and
knowledge, improving their job performance and enabling them to take on more significant
responsibilities (Afsar & Umrani, 2020). Third, personal development opportunities can also
help retain employees, reducing staff turnover rates and providing stability to the organisation
(Kurdi & Alshurideh, 2020). Thus, staff motivation and personal development are essential to the
success of small and large construction businesses. By investing in staff motivation and personal
development, construction businesses can reap many benefits, including increased profitability
and better-quality work

6. Building a Balanced Team and Effective Conflict Management in Construction

Organisations
Construction projects require the efforts of numerous stakeholders, including architects,
engineers, contractors, subcontractors, and suppliers (Evans et al., 2020). It is essential to
establish a balanced team that can work together to achieve the project objectives (Chen et al.,
2020). A well-balanced team should include individuals with diverse skills, experience, and
perspectives. However, it is also essential to develop effective conflict management strategies to
ensure that the team functions optimally (Lee et al., 2019). Building a balanced team begins with
identifying the skills, experience, and knowledge required for the project.

The team should include individuals with a range of skills, such as technical skills,
communication skills, problem-solving skills, and leadership skills (Moldoveanu & Narayandas,
2019). The team should also include individuals with diverse backgrounds and perspectives, such
as individuals from different cultures, genders, and ages (Jones, Chace & Wright, 2020). This
diversity can enhance the team's creativity, innovation, and decision-making abilities (Jones,
Chace & Wright, 2020). Once the team is assembled, it is essential to establish clear roles and
responsibilities (Business, 2022). Each team member should understand their role in the project
and how their work contributes to the overall project objectives. It is also important to establish
clear communication channels and establish regular team meetings to ensure that everyone is up
to date on the project's progress (Business, 2022).
6.1Effective Conflict Management:
Conflicts are inevitable in any team, and construction projects are no exception. However,
conflicts can be managed effectively to minimise their impact on the project (Tang et al., 2020).
The following are some strategies for effective conflict management (Shang & Huo, 2015):

1- Conflicts can arise from different sources, such as misunderstandings, differences in

opinion, or personality clashes. It is essential to identify the source of the conflict to
address it effectively.
2- Encouraging open communication can help to prevent conflicts from escalating. Team
members should be encouraged to express their concerns and opinions openly and
honestly.
3- In some cases, conflicts may require the intervention of a neutral third party to facilitate
resolution. A mediator can help to facilitate communication and negotiation between the
parties involved.
4- During conflict resolution, it is essential to focus on the problem rather than the
personalities involved. The focus should be on finding a solution that benefits the project
and all parties involved.

7. Conclusion
In conclusion, the success of construction projects, such as the Hinkley Point C power
station, depends on various factors related to organisational behaviour, cultural and ethical
issues, leadership styles, and team dynamics. Construction companies must prioritise ethical
behaviour, diversity and inclusion, and environmental sustainability to maintain a positive
reputation and attract top talent. They must also adopt effective leadership styles and
organisational structures, such as the proposed matrix structure, to ensure effective
communication, collaboration, and adaptability. Finally, building a balanced team and managing
conflicts effectively can enhance productivity, creativity, and decision-making abilities. By
prioritising these factors, construction companies can achieve their objectives, deliver high-
quality work, and enhance their standing in the industry.
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