Since the Grenfell Tower tragedy, the competence of those designing, constructing and managing buildings has moved from being a matter of corporate policy to one of statutory compliance. The term “Skills, Knowledge, Experience and Behaviours” (SKEB) is now embedded in law through Regulation 11F of the Building Regulations 2010. This places clear duties on individuals and, critically organisations to demonstrate that they can deliver work in line with all relevant requirements. For senior leaders in the construction sector, SKEB is now an essential measure of operational integrity, legal compliance and reputational resilience.
SKEB Defined in the Regulatory Context
Skills
The practical ability to undertake tasks to the standard required, using the correct methods and tools. In the regulatory environment, this is evidenced through proven technical capability. For example, a façade engineer’s ability to design, specify and validate compliant external wall systems.
Knowledge
The theoretical understanding necessary to underpin decision-making. This might include familiarity with Approved Documents, British Standards, fire safety strategies, and the implications of the Building Safety Act for a given project type.
Experience
The accumulated application of skills and knowledge in relevant situations. Regulatory expectations go beyond time served, they require demonstrable evidence of delivering compliant outcomes in comparable contexts, particularly for complex or higher-risk buildings.
Behaviours
The willingness and consistency to work in a manner that supports safety, quality, and compliance. This includes challenging unsafe practices, communicating transparently with stakeholders (including residents) and prioritising long-term building safety over short-term programme or cost pressures.
Why Organisational Capability Matters
For organisations, competence is not solely a reflection of the people they employ, it is also about whether the business has the organisational capability to enable those people to perform competently. This is explicitly required in law for non-individual dutyholders under Regulation 11F.
Organisational capability encompasses:
- Competence management systems aligned to recognised frameworks (e.g., BS 8670, PAS 8671/8672/8673).
- Governance and assurance processes that monitor performance, address shortfalls and enforce continuous improvement.
- Structured supervision for those in training or development.
- A culture that rewards behaviours aligned with safety and compliance, not just productivity metrics.
SKEB in Practice – From Gateway to Occupation
The reformed building control regime now tests competence at multiple stages. For higher-risk buildings, competence declarations are mandatory at Gateway 2 and Gateway 3. The Building Safety Regulator has powers to challenge these and to require evidence of both individual SKEB and organisational capability before allowing work to proceed.
This marks a significant shift from the previous culture of “tick-box compliance” criticised in Dame Judith Hackitt’s Building a Safer Future report, towards a model of evidenced competence and accountability throughout the building lifecycle.
Practical Considerations for Senior Leaders
For Clients
- Record and retain evidence of competence checks before appointing Principal Designers, Principal Contractors and key consultants.
- Incorporate SKEB criteria into procurement frameworks and selection processes.
For Contractors and Designers
- Map each role against its required SKEB profile, referencing relevant PAS standards.
- Maintain auditable competence records, including CPD, project logs, and behavioural assessments.
For Building Control Bodies
- Ensure inspection team competence aligns with building type and complexity, as defined in the Building Inspector Competence Framework.
- Track supervised work and progression for trainee inspectors to maintain a verifiable competence pathway.
Reflection and Forward View
SKEB is no longer an internal performance metric. It is a demonstrable, enforceable standard of professional and organisational competence. For senior construction leaders, meeting these requirements is as much about governance, culture, and leadership as it is about technical skill.
The challenge now is to embed SKEB so deeply into project and organisational practice that it becomes second nature and visible not only to regulators, but also to residents and the wider public.
