[5] Wolstenholme stated that it was not possible to determine whether improvements in profitability had derived from measures implemented as a result of the Egan Report or through the effects of the continuous economic growth experienced in the years following the Early 1990s recession.
[3] He stated that the traditional separation of construction managers along professional and disciplinary boundaries led to compartmentalization and a failure to attract ethnic minorities and women.
[6] Wolstenholme decried the trend for clients to focus on short-term economic issues rather than considering the built environment as a long term asset.
He noted that clients were tending to move away from collaborative partnering contracts to traditional method to allow them to exploit the increased competition in the market following the recession.
[6] Wolstenholme considered that incentives needed to drive companies to invest in innovation instead of being happy to accept moderate returns.