Construction Manager September 2015 by Construction Management

CONSTRUCTION MANAGER | SEPTEMBER 2015 | WWW.CONSTRUCTION-MANAGER.CO.UK

WINNING THE BATTLE OF PUBLIC OPINION NEW SHELL FOR DUBLIN’S ABANDONED CORE CPD: ENERGY SAVINGS OPPORTUNITY SCHEME INSIDE: CONTACT NEWSLETTER

FOR MEMBERS OF THE CIOB SEPTEMBER 2015 WWW.CONSTRUCTION-MANAGER.CO.UK

CIOB’S NEW PRESIDENT

Chivers’ challenge New CIOB president Chris Chivers is looking for new talent to join the industry’s boardroom tables

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Agenda

Sept 15

News and views 05

Build UK chief’s open door policy

Leader of merged contractor organisations seeks to integrate them and recruit new members. Informing government policy BRE’s Peter Bonfield on his wide-ranging review of the domestic energy landscape. CIOB’s international conference A new event to help members in the growing global market. Plus Chris Blythe ponders a replacement for the Green Deal. Feedback Letters, comments and readers’ views on the site innovations they would like to invent. Comment It’s time for the Strategic Forum for Construction to lead from the front again, says Rudi Klein.

Features

Construction professional

Cover Story Talent spotter

New CIOB president Chris Chivers wants to see more industry managers make the grade in the institute, and the boardroom. Public image limited Social media is allowing the public to having a meaningful say in planned developments. Technical A new envelope for an abandoned headquarters building on the bank of the Liffey in Dublin. CPD: Energy Savings Opportunity Scheme New regulations for “large undertakings” to audit and report on energy use and carbon emissions. UK Construction Week preview What to expect from the first event to bring together nine construction and property shows under one roof. Project of the month A terrace of zero-carbon housing association homes in Whitehill Bordon, Hampshire.

Read between the lines

Why construction needs to do more to support its higher proportion of dyslexic workers. BIM bytes Tim Willis highlights the grey areas in contracts when BIM and traditional contracts are combined. Human rights The Modern Slavery Act will protect construction employees working for UK companies worldwide, says Trowers & Hamlins. Green Brownie points Gaining a targeted BREEAM accreditation requires careful planning at the design stages.

+ Contact

48-59 All the latest news and reports from CIOB members and branches

CM’s website has a new CPD portal, for modules from the magazine and additional study topics. Register at www.construction-manager.co.uk/cpd/

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News

Build UK chief seeks to unify contractor groups Leader of merged UKCG and specialists’ NSCC invites other organisations to join forces under banner

The door is open for more industry trade associations to join forces with Build UK, the new organisation’s chief executive, Suzannah Nichol, has said in an interview with Construction Manager. Build UK, formally launched on 1 September, has been formed by the merger of the 28-strong UK Contractors’ Group (UKCG) and the National Specialist Contractors Council (NSCC), but Nichol has indicated that it could grow in size. “Let’s get Build UK off the ground now,” she said. “But I fully anticipate that, in the next 12 months, we will see more people and organisations joining, and wanting to become involved. We are inclusive, so if any organisation says: ‘This looks great – we want to be involved,’ then the door is always open. This is not just about rearranging the deck chairs – it’s about working together more collaboratively and

“This is not just about rearranging the deck chairs – it’s about working together” Suzannah Nichol

more effectively and making a difference.” Nichol, who takes on the newly-created role having been chief executive of the NSCC since 2002, says that Build UK is already drawing in new members from the specialist contracting sector, attracted to being part of a larger group. Asked to outline Build UK’s key aims, the former site engineer and health and safety manager, said: “There are over 200 trade organisations in construction, which makes getting across a single or unified message very difficult. “We aim to be a strong, collective voice for main and specialist contractors. We want to be smarter in how we operate, and smarter in how we communicate with government bodies, the government itself and organisations such as [industry training board] the CITB.” The merger comes as the industry rethinks its relationship with government, after the re-formation of the Construction Leadership Council reduced the representation enjoyed by its various trade associations within Whitehall. The industry is also seeking to refloat the Strategic Forum for Construction, which is expected to include Build UK. But Nichol says her first priority is to integrate the UKCG and NSCC under the Build UK banner – traditionally the two groups have defended their own interests within the construction supply chain, especially on payment. Nichol believes the merger will give specialist and main contractors greater traction in policy-making. “By reducing the number of voices in construction, we

can be clearer in what we do, but you can’t have one voice in construction. There needs to be a group of strong voices with Build UK working with other relevant organisations. “The next step is to have a conversation and define everyone’s roles. There are a lot of groups and committees that need to be combined so that we can operate as one organisation with everyone together.” “One example at the moment is skills. We have a well-documented skills shortage in construction, and we can tackle this far better together rather than in separate groups.” Nichol reports little opposition to the merger, but says there have been questions: “This is quite a large change, and rightly people are interested in how it will work. We are bringing two substantial organisations together, so there are a lot of different conversations taking place. We are looking to find where we have something in common to create a shared agenda,” she explained. Priorities will be payment, prequalification for tendering opportunities, skills shortages, and the industry’s image. She added: “Payment was one of the catalysts for coming together to form Build UK. When we were having discussions on this we realised how close we were on supply chain delivery, as, of course, everyone wants cash to flow.” The UKCG was created in 2008 by the Major Contractors Group and National Contractors Federation. The NSCC represented nearly 40 trade associations covering 11,500 specialist contractors.

Online SkillsPlanner to match training opportunities with skills deficits wins £1.3m grant An innovative project to create a digital information platform for construction training is to receive two years’ funding from Innovate UK. SkillsPlanner is being co-ordinated by ”social entrepreneurs” body Ethos VO, with support from contractors, local authorities, the further education sector and the Department for Work and Pensions. Consultant Rebecca Lovelace, a

member of Ethos VO, explained plans to create an online “brokerage” service by matching up data on training courses and skills needs. She said: “We will identify what data is available, certify the data, cleanse and process it. We’re looking at how to create a sustainable resource, and how to make it a national platform. “The data needs to be live, and the

platform needs to be user-friendly.” Lovelace added that SkillsPlanner would eventually be offered as a subscription service to public bodies and contractors at “fair and moderate” cost. But individuals seeking construction training will be able to use the website at no cost. The SkillsPlanner team also wants to work collaboratively with other organisations in the field.

“We are working together in London with the Construction Industry Training Board to capture data on skills provision and demand. We are also working with Class Of Your Own, so that the data can be shared with schools,” said Lovelace. As well as the £1.3m grant from Innovate UK, there will be investment from project partners, including Laing O’Rourke, Costain, and BAM Nuttall. CONSTRUCTION MANAGER | SEPTEMBER 2015 | 5

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News

BRE boss champions consumer protection and advice in Green Deal energy efficiency review Peter Bonfield FCIOB to review options for new domestic energy efficiency programme post-Green Deal BRE chief executive Peter Bonfield FCIOB, appointed to review options on domestic energy efficiency following the windingdown of the Green Deal, has welcomed both the industry’s willingness to develop new ideas and government commitment to the green agenda. In July, Bonfield was asked by energy secretary Amber Rudd and communities secretary Greg Clark to advise on future policy on domestic energy. This followed the government’s decision to cancel funding for the Green Deal Finance Company and to close a Green Deal subsidy stream, in effect signalling the end of state support for it. Bonfield told Construction Manager that he has been tasked with investigating how consumers engage with the energy-efficiency agenda, the protection on offer for anyone investing in upgrades, and the advice on, and marketing of, energy efficiency. But he stressed that his review would not result directly in policy recommendations: “It’s up to government to decide on policy on things like subsidies and regulation, but my review

will inform that thinking. “My commission has ‘consumer protection’ at the top of the agenda, which covers products, warranties, mortgages and indemnity insurance. And the second word is ‘advice’, and getting the right advice through to consumers. “With rising fuel costs, we want to ensure people are comfortable, and the products and systems they’re using work for the consumer, and that they are protected, while also generating skills and jobs.” Since being appointed in late July, Bonfield said he had already met with small-trader accreditation service TrustMark, and had been in touch with energy companies, mortgage providers, housing associations and DIY chains. He is also being supported by a team of civil servants drawn from the Department of Energy and Climate Change, Department of Communities and Local Government, and the Department of Business, Innovation and Skills. He said: “When you get this level of interest, how do you move on to the right standards, guidance and enforcement?

“We want to ensure the products and systems work for the consumer” Peter Bonfield, BRE

“We’ll be bringing people in to listen to what they’ve got to offer, then joining things together in a robust spearhead. “There is a strong realisation of what’s worked well, and that we’ve got to be open about what hasn’t worked well, and where we’ve let down consumers. But what we don’t yet have is an ‘overlay’ answer that fixes these problems and drives more of the good things.” The energy-efficiency review is the third time Bonfield has been charged by government with investigating a problem: in 2013 he led a panel of business leaders to advise on the future of the UK’s woodlands and forestry industries; and in 2014 he looked at how the public sector procures food and catering services. He hoped to replicate one idea that apparently worked well during the forestry review: launching early pilot projects while the overall review was still underway, so that the final report on energy efficiency – due in April 2016 – would include feedback from live trials. “In two or three months, we want to work out what some of the problems are, and have pilots that get things moving.”

Contractor Leadbitter, a subsidiary of Bouygues UK, has completed construction of the Royal National Lifeboat Institute’s new £17m All-weather Lifeboat Centre in Poole, Dorset. The charity decided to centralise the manufacture and repair of its Shannon class all-weather boats due to concerns about the decline of regional boatyards. The new complex features three paint booths used to apply primer and paint to the boats, and moveable platforms to access the boats during fit-out or re-fit. To read more about the project, visit www.bimplus.co.uk

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CIOB News

Keynote from China’s biggest property company at CIOB international conference “International Inspiring Construction” event in November to guide members on global markets By 2025 global construction is predicted to grow by more than 70%, so there are huge opportunities for UK companies to gain work in international markets. Given funding challenges overseas, UK firms’ experience of public-private partnership (PPP) and expertise in digital design could prove an attractive proposition. Furthermore, UK companies have a reputation for competitive wholelife costs and sustainable construction. To help members take advantage of these opportunities, the CIOB is hosting the International Inspiring Construction conference on 24 November in London. Bringing together industry leaders in global construction, the conference aims to give delegates access to companies’ native to, or working in, some of the biggest international markets. Attendees will learn how they operate and how to avoid some of the common pitfalls. Meanwhile, the UK construction market is also becoming attractive to global businesses. Law firm Pinsent Masons estimates £105bn of Chinese investment will enter Britain by 2025. To help attendees capitalise on this trend, Dr Jianxi Cheng, project manager at Chinese developer Wanda One UK, a subsidiary of China’s largest property company, Dalian Wanda Group, will be one of the conference’s keynote speakers, assessing Chinese investment in

construction in the UK and Europe, and providing insight into how China’s investment and construction companies collaborate with local partners to overcome cultural differences. Cheng said: “The Chinese investment trickle will fast turn into a wave over the next five to 10 years, especially in the UK energy, property and transport sectors. “This will offer greater mutual opportunities for Chinese construction and development firms, and their partners in the UK to learn from each other. With an eye not just on the short term but on longterm co-operation, I look forward to sharing my experiences.” Other international experts speaking include: Arnaud Berkaet, managing

Clockwise from top left: Speakers Jianxi Cheng of Wanda One UK, Tony Giddings of Argent, Arto Kiviniemi, of the University of Liverpool, Andrew Pryke of BAM Design, James Wates of Wates Construction and CIOB past president, and Arnaud Berkaet of Bouygues UK

director of Bouygues UK; James Wates, chairman of Wates Construction and past president of the CIOB; Tony Giddings, partner at Argent; Andrew Pryke, managing director at BAM Design; and Arto Kiviniemi, professor of digital architectural design at the University of Liverpool. Chris Blythe, chief executive of the CIOB, said: “The globalisation of construction is not just happening overseas. The world has come to the UK, and increasingly contractors and subcontractors now face competition from Chinese, French, Malaysian and [operators from] many other countries. “We want to help CIOB members understand how these companies operate and how to work together. Senior directors from Chinese and French firms working in the UK [will] talk about what they want from UK subcontractors, and how they intend to cut a distinctive niche for themselves in the UK market. This two-way dialogue will not only inform but create opportunities for attendees.” As construction picks up, those who innovate and react fastest will have a competitive edge. Take a day out to understand the future industry: members booking before 20 September get £50 off the standard member rate, and two tickets to the CIOB CPD session. For more informatione go to www.ciob.org/inspire.

Glasgow Caledonian triumphs in CIOB student challenge Team Saltire from Glasgow Caledonian University triumphed at this year’s CIOB Global Student Challenge, held in Hong Kong (pictured) on 9-12 July. Winning students Ross Anderson, Dale Mason, Eugene Atiso and Graham

Allen will now enjoy a year’s mentoring to help launch their construction careers. A total of 40 teams worldwide entered the challenge, which involves running a “virtual” construction business using simulation software called MERIT,

or Management, Enterprise, Risk, Innovation , Teamwork. Registration for the 2016 challenge will open shortly. Read more about the contest, the winners and the runners-up in this month’s Contact section.

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CIOB News

Chris Blythe RIP Green Deal. But will its replacement be any better?

New Act shines light on abuse CIOB report on human rights abuses chimes with new legislation An expert in responsible sourcing believes that the Modern Slavery Act's new “Transparency in Supply Chains” or TISC clause could have a significant impact on tackling the industry’s hidden problem of forced and bonded labour, also highlighted in the CIOB's recent report, Modern Slavery:the dark side of construction. The report, published at this year's Members' Forum, examines the prevalence of human rights abuses in construction, both in the UK and overseas. In the report’s foreword, CIOB chief executive Chris Blythe describes “bonded labour, delayed wages, abysmal working and living conditions, withholding of passports and limitations of movement.” The CIOB now plans to produce a ‘toolkit’ of guidance for the industry on how to identify and eliminate abuses of labour along its supply chains. Shortly after publication of the CIOB report, the government clarified that all UK companies with a turnover above £36m would be required to complete an annual statement on slavery and trafficking, under the Act's TISC clause. All construction companies over the threshold will be obliged to outline the steps taken by the business to ensure that no slavery or trafficking is occurring in its supply chain and within its operations. However, if no such steps have been taken, it’s understood that a statement to that effect will suffice for the purposes of complying with the law. Ian Nicholson, managing director of

“Assuming that most people take the spirit of what this is about, this could have a huge impact” Ian Nicholson, Responsible Solutions

corporate responsibility consultancy Responsible Solutions, believes most large construction businesses will go beyond this minimum requirement, although smaller operations might struggle to do so. But he said: “Assuming that people don't take that route, and take the spirit of what this is actually about, this could potentially have a big impact.” The clause encompasses site labour working anywhere in a contractor’s supply chain, as well as workers producing construction products and components. Nicholson said: “For many businesses, there is a massive amount of work to do – if you ask them where a component comes from, they can tell you the name of the UK distributor but not much else. And with site labour, what we've seen is that contractors don't go beyond the people they're paying directly.” Nicholson said he was aware of one UK contractor operating overseas that had already performed an audit of its all its operations, on both labour and products. But he stressed that forced labour and human rights abuses aren't only a feature of life beyond the UK: “We mustn't forget that the UK industry is not necessarily squeaky clean on labour issues.” A spokesman for the Supply Chain Sustainability School added that members had already raised the Modern Slavery Act as a topic to be addressed. “It's clearly a topic that the partners feel warrants attention and response,” he said. For more on the Act, see page 32.

Carillion’s review on Qatar labour completed Last November, a BBC Newsnight report linked Carillion to poor living and working conditions among sub-contracted labour in Qatar. At the time, the CIOB urged it not to take the knee-jerk response of sacking sub-contractors, as this could prove harmful to vulnerable workers. In early July, Carillion posted a website statement describing a full supply chain review and a “rigorous” audit of its policies and practices. “This audit involved reviewing the living standards of around 8000 employees in 120 camps, covering more than 115 subcontractors in tier 1 and 2.” [Tier 1 are directly employed by

Carillion Qatar, and tier 2 are employed by a direct subcontractors and working on a Carillion site.] “This audit identiﬁed a small number of cases where subcontractors were not meeting our high standards so we immediately started working with them to help them achieve and sustain improved standards. “As a result of the audit we have made a number of changes to our own policies and working practices ... and introduced new measures to ensure that all our subcontractors are compliant with our high standards of health and safety, living and working conditions,” the statement said.

With the end of the Green Deal as we know it, I don’t envy BRE chief executive Peter Bonfield’s task of coming up with a replacement scheme. I especially applaud his commitment that consumers will be at the heart of any new proposal (see News, p6.) Of the Green Deals many faults were its poor value for consumers and financing over the term of the agreement. The number of Green Deal surveys undertaken and not followed through probably reflects the common sense applied by many homeowners who thought they could source and work more cheaply and on better terms. Grant-funded schemes are very much like work completed on insurance: they tend to be more costly than if you were doing the work under your own steam. The challenges are vast, though. A general public fed a diet of rogue traders programmes on TV, combined with technologies outside the understanding of many, and resistance to any form of compulsion or interference in people’s homes, and the road is not just steep, it's almost vertical. It could also be a vote loser. So what does putting the consumer first actually mean? At the top of the list would be performance. Would the retrofit or improvements really deliver what is promised? Next would be payback. Is the payback period reasonable? Does the investment add value? In other words: would my house be worth more as a result? Will there be proper installation by skilled operatives that does not undermine other property; warranties that can be enforced, even if the original installer has ceased to trade; and solid barriers to entry to the market to deter rogue traders? Some of these ideas might run against the government's objective to reduce regulation and make it possible to get things done. On the other hand sometimes regulation is needed to provide a level playing field and protection for consumers. A scheme with consumers at its heart will have to be very different to the Green Deal. The whingeing from the various bodies that represent vested interests suggests it suited parts of the industry better than the consumer. The challenge facing Bonfield’s review is the same for all of us: people and their skills. Consumers should pay the same attention to the people they allow to work on their biggest asset as they would a specialist doctor who is going to treat their nearest and dearest. I look forward to March next year to see what Bonfield and his review comes up with.

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Views

Room at the top for managers with skills NEW CIOB PRESIDENT Chris Chivers isn't one to mince words. He's seen the sharp end of the industry's higher-level skills shortage, and it's not pretty. In his role as a project troubleshooter, he's encountered individuals promoted to project management roles who haven't sat at the shoulder of experienced professionals for long enough. People who exhibit many of the right skills, while still making basic sequencing, contract management or negotiation errors that are the product of nous and experience, not the classroom. And when those project managers are promoted to director level, that's when the skills deficit really shows. Chivers describes working with directors who wait for the chief executive to take the lead, who don't read the papers, who don't investigate the answers from the ranks below, or who duck their responsibilities (supposing they knew what those were in the first place). Within one company, it might just be seen as a little bit of harmless job title inflation. But scale that up across the industry, and the risk is that boards make decisions without knowing all the facts, or take unacknowledged risks because their collective experience just isn't great enough, or start to believe their own overoptimistic profit forecasts. Oh, hang on a minute, didn't that just happen? So it's an appropriate time for a straight-talking CIOB president to galvanise the industry with some home truths. Construction is an extremely challenging discipline, which has a huge impact on the people affected by its

projects. To get the best possible outcomes on those projects, we need the best possible people in charge. Of course, there can never be a guarantee that an MCIOB project manager or an FCIOB boardroom director will make all the right calls. But trusting to decisionmakers who have thought deeply about what professionalism means, demonstrated depth of knowledge to their peers and made a commitment to keeping themselves abreast of developments in their field is surely the closest thing to a guarantee available to clients and employers. That's the message that needs to take hold. Or should the Institute be going further, making a case for an industry-backed recommendation that construction managers on, say, public sector projects over a certain value should be members of the CIOB, or another chartered institute? It's an interesting thought, although one that's hard to square with the sheer size of the industry and volume of projects. So that's one for the future, while just now it's clearly in everyone's benefit if there was a scaling up both of the Institute's membership, and the recognition across the industry that chartership can raise the industry's skills capital where it counts. As projects become more technically challenging, and the management and boardroom skills needed to deliver them increase too, let's have more power to a straight-talking president's elbow. Elaine Knutt, editor

More Construction Manager online and on Twitter Our twice-weekly newsletters give you breaking news, and online-only content, including more coverage of skills shortages and the carbon agenda, and fresh perspectives on the weekâ&#x20AC;&#x2122;s news. Sign up at www.construction-manager. co.uk. For news from CM and other sources as it happens, join our 8,000+ Twitter followers @CMnewsandviews.

Feedback

Danger of unconscious bias Louise Brooke-Smith, RICS president, via website Your article on diversity was excellent article (Are these our true colours? CM July/ August). As someone who has been championing diversity across the construction industry for many years, I am proud to have seen the industry change, albeit slowly. But, even having led the RICS as its first female president, I am well aware that there are clearly areas that need more attention than others. Unconscious bias is a major issue. While it won't be changed overnight, the drive and enthusiasm for the RICS Inclusive Employer Charter Mark, particularly by some of the UK's leading construction companies, is exceptionally good news and will mean that change will happen â&#x20AC;&#x201C; and happen a bit more quickly than over the past 10 years.

Defects are not inevitable John Nixon CIOB (retired), via website Problems often develop in delivering projects, especially those that are high profile and attempt to achieve something desirable and different from the norm. (Kevin McCloud's HAB housing in firing line over construction defects, online, 31 July). We often underestimate the necessity to enhance management, design and production processes, the procurement of skills, the proper management of risk and the need for collaboration. Even when these are carried out effectively, some problems are likely. We don't seem to learn, particularly in housing projects. It is essential processes are improved and realistically invested in from the outset, especially by clients. Richard Moore MCIOB, via website No matter what the problems are, it comes down to one simple reason: lack of management control and liaison by all of the parties involved. Any big contract requires a client representative as clerk of works to ensure quality control. Some people never learn!

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Vox pop Taking your inspiration from the power tool glove (pictured, right) what would you invent to transform site life? Bob White Chairman of Rise Management Consulting Wouldn’t it be great if every site could somehow be cocooned by a temporary but robust structure? It could eliminate lost time for inclement weather and high winds, give a much improved working environment for the operatives, and could improve site security – not to mention the reduced noise and air pollution impact on surrounding occupiers. On large projects the cocoon could be donated to a local club, charity or other party who needed large undercover clearspan space for their activities. This would be a more visible contribution to the local community than a property tax.

Gemma Gay Project manager at Osborne The bane of my life is the amount of wires on site. It would be perfect if everything on site could be wireless, so that there were no trip hazards. It's not practical to run everything with batteries and you still need to worry about running out of charge and charging up. So what I would like is some sort of wireless charging device that could be installed on site and would be able to provide power to all the tools, temporary lights, ventilation units etc wirelessly. I'd love this, so I wouldn't have to worry about wire trip hazards or recharging ever again.

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Tim Carey FCIOB Product director at Wilmott Dixon After looking at travel apps, I thought that it would be a great idea for someone to create a site passport app. All

Joseph Nixon, via website It seems extraordinary that HAB Housing had no client representation or legal recourse in this sad state of affairs. It shows commercial naivety on Kevin McCloud's part and that he should probably stick to reality TV. That his company will do better by "recruiting our own construction team" remains to be seen.

Construction Skills Certification Scheme card information, plant training records, induction history, toolbox talks record, site supervisor and first aid qualifications could be stored on the app, so that information is all up to date and easily accessible. Of course the information would have to be controlled and policed by an independent central team to make sure that it is certified and give those checking it the sufficient confidence in its accuracy. Using near field technology you could also use your phone and the app to provide any biometric data required to enter the site with all information checked instantly. I'm sure other interesting functions could be added such as a calorie burner to calculate how much energy you burn on site. If someone built this app, we would definitely look to use it.

Morten Grønning Nielsen, graduate of London’s Royal College of Art, invented the Happaratus – a powered glove that allows the wearer to carve wood and stone using their fingertips

Natacha Redon Project manager/ BIM co-ordinator at Identity Consult At the moment the industry is trying to catch up to BIM and the most forward-thinking contractors already use tablets on site to view the 3D models. It helps them understand the construction better, know where they need to install the kit and be aware of hazards, among other benefits. I would love contractor's safety goggles to become interactive, so they could view the model and other relevant information – a bit like augmented reality, but on site. This would enable contractors to ensure their work is installed accurately, illustrate some method statements and flag up risks, depending on the works scheduled

“I would love contractor's safety goggles to become interactive, so they could view the model and other relevant information" Natacha Redon, Identity Consult

BIM 'badging' bemusement Professor Andrew Thomas, Diligentia, via www.bimplus.co.uk Terry Gough provides an interesting discussion indeed (BIM certification is a recipe for confusion, BIM+, 2 July). This reinforces why the government BIM strategy did not endorse or accredit any certification process or body. It was inevitable that some bodies would see an opportunity to provide a "badge".

around them. Combining these functions with robust safety glasses would give contractors all – or even more benefits than the tablet – without having to carry another piece of equipment on site.

Jay Beers Vice president of business assurance safety health and environment, UK, Ireland and Europe at Aecom BIM holds the key to future safety innovations on construction sites. Basic BIM models can already support systems such as controlled safe entry points, but imagine if they went further. Fully automated systems would transform the industry’s approach to safety. I’d like to see systems capable of monitoring oxygen and hydration levels, or even body temperature, which would be helpful when workers are in confined areas or wearing protective suits. Sign-in cards could be incorporated, activating automatic breathalyser tests on entry. If the system were linked to security cameras, the entire site could be live monitored for hazards, and alarms triggered by any safety risk – the benevolent Big Brother of construction.

The truth is those that do satisfy the process standards on their projects will stand scrutiny, and those that don't will be found out – by informed clients. Sadly not all our clients are yet suitably skilled to know the difference. There is an ongoing capacity-building process under way in several frameworks and client groups that will fix this, and it is calibrated to the experience of companies delivering projects to the DPW and CIC protocols. CONSTRUCTION MANAGER | SEPTEMBER 2015 | 13

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Comment Rudi Klein

While Rome burns, we play the same tune Construction 2025 appears to be a fading memory, but the industry’s challenges are in ever-sharper focus. It’s time for the Strategic Forum for Construction to lead from the front again, says the Specialist Engineering Contractors’ Group’s Rudi Klein FCIOB

JUST OVER TWO YEARS AGO, the industrial strategy Construction 2025 was launched as a product of a partnership between industry and government – in truth, I feel, more government than industry. Another new, transformational dawn was promised. By 2025, costs would have reduced by 33% and completion times would be 50% faster. Carbon emissions would have dropped by 50%, and exports would be up by 50%. Other things were promised, too: payment issues, for example, would be a thing of the past. There was frenetic activity. The Strategic Forum for Construction – comprising the industry’s umbrella bodies – was sucked into a milieu of action plans, implementation programmes and meetings of one sort or another. But what do we have to show for all this? Putting it politely, zilch! Oh, I’ve forgotten the Supply Chain Payment Charter – I’ll come back to this non-starter a little later.

No improvement Worse is to come. In July the new government abolished the Construction Leadership Council (CLC) and reconstituted a slimmed-down version with 12 members. A CLC member will chair each of five workstreams: skills; supply chain and business models; innovation; sustainability; and trade. But what will these workstreams deliver? We have no idea. In the meantime, the post of chief construction adviser, currently held by Peter Hansford, will disappear in November. The Construction 2025 strategy seems to have vanished in the heat haze of July.

Construction bodies are up in arms over the unrepresentative composition of the new CLC. At the same time, speculation is rife about the impact of Build UK, the new body representing main contractors and building subcontractors. I call all this consternation “fiddling while Rome burns”. Because by my guesstimate we are wasting £1 for every pound we spend on construction. The key performance indicators that were published by Construction Excellence over the years from 2000 tell us there has been no discernible improvement in construction times or costs. Department of late payment In London, construction costs are edging close to those of New York – the world’s most expensive city to build in – even though labour costs in New York are 70% higher. Our supply chains are dysfunctional. We waste £2bn a year on rework at a time when there are skills shortages. Our annual transactional costs arising from a disaggregated delivery process must run into millions of pounds. Add in the costs of disputes and delays, and the billions start to rack up. One could carry on. How about factoring in the costs of late payment, lengthy

“We waste £2bn a year on rework at a time when there are skills shortages. Our annual transactional costs arising from a disaggregated delivery process must run into millions of pounds”

payments and non-payment, and the consequent insolvencies? In relation to all these issues, there have been countless reports and initiatives over the years. On payment alone, I calculate there have been about 20 initiatives since 2007. Yet, at the beginning of this year, the National Audit Office (NAO) condemned government departments for their lack of progress in ensuring prompt payment. Four departments were found to be owing a total of £18m in interest in 2013/14 because of late payment. Guess who was one of the them? The Department for Business, Innovation and Skills. It was this department that promoted the toothless and useless Supply Chain Payment Charter – I wonder why? The most effective initiative on dealing with poor payment practices has been Project Bank Accounts. The NAO recommended their use should be extended. Highways England uses them on all its projects and, as a result, payments to tier 3 contractors are made within 19 days of the main contract assessment dates. Now is the time to take stock. The Strategic Forum for Construction, which brings together all the industry’s representative bodies, must reassert itself. When Sir John Egan chaired it at the turn of the century, it led from the front. The solutions he proposed are equally valid today. Radical transformation of our procurement and delivery systems is long overdue. Professor Rudi Klein FCIOB is chief executive of the Specialist Engineering Contractors’ Group and president of the NEC Users’ Group.

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Feature Interview

CHRIS CHIVERS, the newly inaugurated

president of the CIOB, is a troubleshooter by profession – a consultant to clients or contractors who realise that control of a project could be slipping out of their hands. Enter Chivers, who walks the site, asks the right questions, doesn’t take the first answer he is given, reads the contract – “Yes,” he says. “Sometimes it’s that simple” – and advises on next steps. It could be a student accommodation project in north London, or a boutique developer’s high-end residential conversion, or even the RIBA Awardwinning conversion of the old Central St Martins’ building for bookseller Foyles. He’s evidently in demand, and it’s not hard to see why. With four decades of contracting experience, including projects at Buckingham Palace, Downing Street and St Paul’s Cathedral in his former role as managing director of Killby & Gayford, he has a willingness to be a one-man awkward squad and a manner of speech that is all short sentences, straighttalking and spade-calling. Here he is, for instance, on a project manager he encountered who probably would not be a candidate for Construction Manager of the Year: “He says to me, ‘You know the problem with this job? You can’t polish a turd.’ I said, ‘You might well be right about that, but certainly the client won’t want to hear it. Anyway, because it’s an existing building, the turd only exists on the outside of the plasterboard – everything on the inside is yours.” He certainly has some colourful examples of what project management skills shortages look like close up, such as the project managers who haven’t been round the block enough times and get into difficulties from not reading the contract. Or fail to connect up pipes, so that a riser cupboard ends up flooded. Or put cameras down the drains after they have laid the carpets. “There’s a lack of experience of dealing with things when the going gets tough – and sometimes you find the tough go missing!” he says, shaking his head. “It’s about not checking, just accepting what people tell you. There should always be a close-up procedure after every trade.” But if these are examples of project management skills shortages, Chivers’

main concern is a skills deficit among the industry’s leadership: among board-level, decision-making, can-carrying directors. In his experience, an epidemic of job title inflation has filled the industry’s board rooms with “directors” who are happier following than leading. “There’s a lot of people at the moment who have been elevated to a point outside their comfort zone. If you talk to MDs and they’re candid, they’ll tell you they’ve got directors working with them on their boards, or associate directors, perhaps, who really shouldn’t be there. They’ve got them because they needed a backside on a seat.” It’s an uncomfortable analysis, but also one that chimes with the industry’s recent patchy results record, where recovery has been accompanied by continued business failures and miscalculated projects risks. But it is by addressing the industry’s deficit in management skills and personal responsibility that Chivers’ hopes his CIOB presidential term can make a difference. “That’s the bit that’s missing, that’s where the weakness lies in our industry. We’ve got to make sure that people who are at director level are properly chartered in some way. We’ve got to assist that process,” he argues. Bringing the argument to the heart of the institute’s mission, he adds: “We can’t leave people sitting at director level who are ICIOB level. That demeans our chartered status.” Grade expectations Chivers, 63, takes the presidential role at the institute just as it has undergone a shake-up: dropping the option to join at the sub-chartered ACIOB and ICIOB grades and encouraging prospective members – as well those currently at those grades – to embark on the path to chartership. It is the institute’s contribution to up-skilling the industry for an era in which projects are becoming technically and environmentally more challenging to deliver. The grade change is also part of the institute’s wider agenda of carving out a more central role and a higher profile in relation to government, employers and the wider industry, making the case that chartered construction managers can help ensure better outcomes. And beyond that audience, Chivers’ presidency will >

SO ARE YOU READY FOR

The empty boardroom seats are waiting for talented chartered members to fill them, new president Chris Chivers tells Elaine Knutt, as he lays out his aspirations for the year

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THE TOP TABLE?

PHOTOGRAPHY: PETER SEARLE

Feature Interview

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Feature Interview

Chivers has filmed a video interview for the CIOB website, discussing his career, his motivation and his aspirations for his term as CIOB president

> also aim to connect with a wider but increasingly important audience: the next generation, their parents and teachers. “We know we’ve got to be strengthening the brand, we’ve got to be talking to schools, we’ve got to be talking to the higher and further education areas, and we’ve got to be talking to employers. We’re saying that the brand for the CIOB is a must-have, if you want to be in the construction industry. We are the only institute that is fully based in the construction sector, all the other institutes have got a foot in other camps.” Unfinished business As for members who are already within the institute but not yet at chartered grade, Chivers has already written to each of them personally. “They’ve got unfinished business in my view: they’re telling the world they’ve started something they haven’t finished,” he asserts. “To anyone I meet with an ICIOB tag, it’s: ‘You need to move off that and get yourself a proper MCIOB member status. And don’t leave it too long, because the “A” and the “I” will end up flatlining. They won’t be of any benefit to you and you’ll be left behind’.” If Chivers sometimes speaks like a character from EastEnders, it is probably because he is an East Ender, born and brought up in Plaistow. He left school at 17 for a one-year construction course

“We’re saying that the brand for the CIOB is a must-have, if you want to be in the construction industry” Chris Chivers, CIOB

at East Ham Technical College, realising instantly he was in the right place. “I found it fascinating to be problem solving, and finding the logic of how buildings are put together.” He took up a trainee quantity surveyor job after being talent spotted on a four-week work placement. His early career was marked by the search for a “fit” between corporate and personal values, moving on relatively quickly from two firms and a local authority until he joined John Lelliott Construction Group in 1977. That was where he became a director for the first time, joining the board of one of its subsidiaries in 1985. Appropriately enough, he says he took his new-found responsibilities very seriously. “I bought a book called Directors’ Responsibilities, because I didn’t know what I’d let myself in for. You wouldn’t sign up if you’d read the book! But so many people just do it,” he laments. John Lelliott was also where he first developed his ongoing commitment to supporting new entrants to the industry, devising and running a programme to give new graduates a more rounded training that he says was innovative at the time. But the firm also gave Chivers a ringside seat of how it can all go wrong: it was engulfed in cashflow difficulties after the property crash of the early 1990s and forced into administration in April 1993. Bovis later bought out

some of its contracts, creating a division known as Bovis Lelliott. After another short stop at a contractor where his dislike of strongarm “subbie bashing” tactics led to an early resignation, Chivers joined Killby & Gayford, a family-owned East London contractor with a venerable history and a project CV that included work for the Royal Household and 10 Downing Street. He joined as managing director designate for its building division, thanks to his training agenda and director-level experience. In 1998, with no family members to assume control of the business, Chivers and five other directors led a management buyout with finance from 3i. In 2007, there was a reshuffle and a refinancing, as two directors exited and three joined. Sorry tale Chivers, speaking with evident regret, casts the tale of what happened next as an object lesson on the need for more business-savviness and commercial astuteness around the industry’s boardroom tables. By 2011, as new projects had their start dates deferred, the contractor’s cashflow was being stretched. The new investor, Growth Capital Partners, hired a consultant who gave the company a gloomy prognosis, then announced it wanted its money back and called in the administrators. >

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Feature Interview

“Ever since I’ve known him, it’s been about young people, the skills gap and the future of the industry.” Peter Jacobs, former CIOB president

> Chivers says his error was failing to realise that the new investor never saw Killby & Gayford as a long-term investment: “We had a good board from a technical perspective, but what was weak was the ability to stand up and say, ‘You’ve got it wrong.’ “The bit I didn’t spot was that Growth Capital Partners was a different animal to 3i – it was essentially a fund that had investors that were guaranteed a return. The fund had fulfilled its guarantees, but we were expendable because we just had an investor who wasn’t interested in our model. I learned some expensive lessons.” A colleague at the time remembers Chivers as decisive, and “a glass halffull person”: “In the early days of the downturn, I remember him saying the industry was talking itself down, people needed to take a more positive attitude.” With hindsight, however, doesn’t that attitude looks dangerously complacent? The former colleague thinks not: “That’s the nature of construction. And when you’ve got a company that’s 150 years old, with lots of legacy systems and baggage, it’s harder to be agile. They had done those incredible contracts – this was a company that had worked for the Queen – and maybe there was a feeling they’d been around a long time and would weather the storm. ” Learning curve Chivers takes up the president’s role after two years in the green room, serving first as junior and then senior vice president. He has had some time to get used to the CIOB limelight, but says he’s still adjusting: “Once you’ve got over that initial high, you think, ‘How the hell am I going to make a difference here?’ But it’s provided me with the opportunity to work with like-minded people to improve the construction industry, and I’m privileged because I’ve got that opportunity.” In fact, former CIOB president Peter Jacobs says he has always associated Chivers with a deep-rooted commitment to skills and training. “Ever since I’ve known him, it’s been about young people, the skills gap and the future of the industry. At trustees’ meetings, that’s when he comes to life.” And he’s a good person to have in the driving seat, says Jacobs. “He doesn’t mess about. If he’s got views, he puts them forward strongly.”

One immediate output of Chivers’ focus on training and education will be an improved CPD offer. A new “academy” is due to be launched this year that hopes to provide MOOCs (massive open online courses) and video modules, as well as “real world” courses delivered by training partners. The idea is to divide up buildings into different sections – preliminary works, foundations, frame etc – and offer CPD training for each area. He also highlights an initiative to strengthen the institute’s three-way connections with major employers and CIOB-accredited universities, making sure that both sides realise the importance of the institute. “We’re talking to employers about why CIOB is relevant to their business, and why the academics should be producing more courses to train people up to MCIOB. We want the universities to understand we want to help them produce people who fit in naturally to construction and aren’t just risk transferrers, just passing the problem down the chain.” World domination Chivers’ challenge will also be to move the institute forward on the world stage, helping to implement the institute’s new five-year strategic plan, which very much has an international scope: “The global strategy is not intended to sound like world domination! But it is intended to support our members who are already around the world, their aspirations, and it’s about trying to get the name better recognised, so that it people see the name CIOB, they automatically accept you as a proper construction professional. That’s where we need to be.” And strengthening that subliminal linkage between the letters MCIOB and a recognition of professionalism is, ultimately, his priority. In a revealing video interview for the CIOB, he says: “When someone says they’re a proper chartered member, it means they can be relied upon to give a proper expert opinion on something, and they can be relied upon in what they do. And, if they’re doing the right job, they can be relied upon to do something ethically as well. It’s an implied term, because it’s part of our conditions. “We have a code of conduct, and we need to be able to show the public at large that’s what we do, and what we are.” That’s Chivers’ challenge, in a nutshell. CM

CV: Chris Chivers FCIOB FRICS 2012–present Managing director and owner of Greylough Consulting on projects including an £80m Chelsea apartment scheme, moving the Foyles bookstore in central London and the Hampstead Theatre. January 2010–April 2012 Chairman of the training subcommittee of the UK Construction Group September 2007–April 2012 Chief executive and owner, Killby & Gayford November 1994–September 2007 Managing director, Killby & Gayford Following the management buy-out, projects included Buckingham Palace, Downing Street and St Paul’s Cathedral, as well as programmes for banking clients such as NatWest, Barclays, Halifax and LloydsTSB. November 1990–February 1992 Managing director of the Stone Group A subsidiary of John Lelliott Construction Group, where work included repairs to the stonework of the House of Lords. March 1977–October 1990 John Lelliott Construction Group Interests and pastimes Clay pigeon shooting, wine tasting and skiing. Family Married to Mary since 1976 with three grown-up children, two sons and a daughter. Lives in Essex.

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Feature Public consultation

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Feature Public consultation

Crowds on the horizon

In the age of social media, a vocal public can derail developments at planning stage. Stephen Cousins looks at the pitfalls, and how to weather a media storm

ILLUSTRATION BY DEBBIE RYDER

WHEN THE DAVIES Airports Commission

published its report in July, recommending a £18.6bn third runway at London’s Heathrow, there was a sense that the decision was out of sync with public sentiment. The media was full of reports on the air quality and noise impacts, and the fact the project would require the demolition of at least 783 homes. Surely these factors outweighed any benefits? Rival Gatwick, meanwhile, was a serious contender, very much in the running. It was almost impossible to take a tube journey without seeing posters for its marketing campaign, Gatwick Obviously, and 2014 was reported as the busiest year in the airport’s history. Yet once the Davies report landed, Heathrow’s PR campaign kick-started. Positive stories appeared linking the third runway to the creation of a “Heathrow garden city” – seemingly to displace concerns about the loss of existing homes. And Heathrow took a lesson from High Speed 2 by announcing plans to extend its skills academy. Whether all this has worked will be judged when prime minister David Cameron makes his final decision on the project later this year. The Heathrow debate highlights how PR, marketing campaigns and efforts to engage with the public through traditional and social media can succeed, or fail, at creating an impression of support for a controversial project. Community consultation on proposals has long been a feature of the planning process but other media channels are

enabling the public to get involved on a much larger scale and more easily. For project sponsors and developers, the ability to influence the media narrative, disseminate project information and speak to communities on a one-toone level is now critical to create the right conditions for local authority planning committees to give the go-ahead. As managing director of PR consultant ING Leanne Tritton says: “Developers must think clearly about their product early on so they don’t get caught out. It’s important not to think you can simply rely on planning laws to get what you want. Try to understand the local community’s

explains: “We are in an era of small majorities, and there are fewer wards and constituencies where politicians can ignore public opinion. If there is a strong groundswell of public opinion against a proposal, it has a very good chance of influencing the decision made, at a local level at least.” Developers still use the traditional arsenal of tools to engage with and influence the public, from newspapers, radio and TV, to newsletters, faceto-face community meetings. One tool that has diminished, however, is signing up “opinion formers”: celebrities or starchitects who might once have influenced debates on the public realm.

“We are in an era of small majorities, and there are fewer wards and constituencies where politicians can ignore public opinion.” Phil Kennedy, FTI

Star turns With the democratisation of opinion brought about by the Internet and social media, pronouncements from on high carry less weight, with PR advisors commenting that people are now much more interested in what’s happening at grass roots and on the ground. Accordingly, social media platforms such as Facebook, Twitter, Instagram, and Pinterest have become a key feature of many pre-planning battles. But while social media offers direct dialogue, PR advisers point out that is also enables misinformation about projects to travel very quickly, and helps campaigners on different scheme to pick up new tactics. Examples of pre-planning battles fought out on social media last year include the Facebook campaign against >

concerns and address them. If you don’t do any of that work, you will end up as easy pickings for a campaign backed by the likes of Russell Brand.” At the same time, the increased expectation of “transparency” in public life means that local authorities, the key decision makers for most construction projects, are having to work harder to be seen to uphold residents’ democratic rights to be involved in major decisions. Phil Kennedy, senior director at business advisory firm FTI Consulting

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Feature Public consultation

> the demolition of an undercroft skate park, part of the Southbank Centre’s proposed £120m redevelopment, which gathered more than 25,000 signatures. Social media was also key to the success of the Save Smithfield Market campaign against a £160m redevelopment by Henderson Global Investors, which would have razed market buildings dating from the 1880s. London’s Garden Bridge project is currently in the midst of a social media battleground: there are daily Twitter skirmishes between the Garden Bridge Trust and amenity groups opposing it. The project arguably lost an early PR advantage by failing to keep the public informed about the ballooning budget, leading to the impression that political and financial deals were being done behind closed doors. But for the PR and communication consultancies manning the keyboards in the frontline of a Twitter assault, the micro-blogging platform can feel like a one-sided fight in which the public can say what they like, but corporate entities must hold back. “It can be like having an argument with someone who is swearing at you but you have to speak in the finest Queen’s English,” says ING’s Tritton. “But we try to correct misinformation as fast as possible and identify supporters and give them the arguments to fight their case. If they do that in a genuine way in their own words it will be all the more convincing.” As Tritton says, PRs are increasingly finding ways to use social media to respond to criticism. Penny Norton, director of PNPR, which incorporates

“Twitter can be like having an argument with someone who is swearing at you but you have to speak in the finest Queen’s English.” Leanne Tritton, ING

ConsultOnline and CommunitiesOnline, comments: “When running consultations using social media, I have seen negative comments made by disgruntled residents but, having been corrected or reassured, they ended up supporting the scheme. “For a developer, it is definitely better to create a presence and be part of the discussion than to let it take place without any knowledge of what’s being said.” FTI’s Kennedy agrees: “It’s a way of communicating directly with people and we don’t underestimate the importance of that. Communicating through the media you are always doing it through the filter of what the journalist thinks or believes. With social media there’s a chance for it to be a dialogue, and you can give your supporters the tools and messages to be advocates for your scheme.” First strike So what should a project team do to avoid the kind of communications vacuum arguably created by the media handlers at the Garden Bridge Trust and build a climate of trust? Developers need to start consulting and engaging with the public early, advises FTI’s Kennedy. “For a major project this should be one or two years ahead of a planning application, not weeks,” he says. “There is often a temptation to keep your head down and see if you can get away with it, but if it’s controversial it is likely to come out into the open, certainly when the planning or license application goes in.” Mark Temple, owner of the strategic planning and environmental consultant, Temple Group, which has advised on many large infrastructure projects, adds:

“Early on, the public want to know what a scheme is about, but so many promoters struggle to explain what they are actually delivering. Is it a transport project? Is it transport and regeneration? Often the information is too vague, which doesn’t give the public confidence. “Crossrail was very careful about how it managed its consultation and engagement process, so that it was clear and ordered. That strategyreally paid off,” he says. “If you don’t have all the information, you should still give an overview and prepare an accurate timeframe of when information will come forward.” Another tip is to arrange public or community site visits to similar projects. Temple says: “When we worked on Channel Tunnel Rail Link [HS1, from east London to Kent], we took people to France to experience high-speed rail there and speak to some of the local communities. By their nature, social media platforms such as Twitter and Facebook are also unable to tap into the views of every voter, resident and business within an area affected by a proposal. They also lack the direct interaction and open discussion sometimes need to gain trust and tease out underlying concerns. So the time-honoured practice of canvassing on doorsteps and questionnaires remain important. “We sometimes spend days knocking on doors and politely asking what people think to get a sense of how many people the opposition really represents,” says FTI’s Kennedy, who cites one example of a parish council that claimed unanimous community opposition to a project. “We spent two days asking residents and >

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“When we worked on Channel Tunnel Rail Link, we took a lot of people out to France to experience high-speed rail over there. ” Phil Kennedy, FT

> most of them just shrugged their shoulders and said they didn’t really care.” But new technologies could soon be available to help the industry navigate the public debate. One such technique is “sentiment mapping” using social media posts. In a project backed by Innovate UK’s Transport Systems Catapult, Londonbased company Commonplace and the Royal College of Art have designed a system to correlate people’s moods, expressed on apps such as Twitter and Instagram, with their location on a map. It could eventually map sentiment towards a proposed scheme. Making noise Another example is a system that can represent the noise levels that will be associated with a project. The Arupdeveloped SoundLab is a soundproof room with a chair at its centre surrounded by 12 speakers fixed to the floor, ceiling and walls that mimic real-world conditions. Temple says the system was used to help residents understand the noise impact during the HS2 consultation, as well as that of the aircraft on Heathrow’s proposed third runway. He believes it’s a considerable step forward, recalling how HS2 activists at a consultation event stood outside with loud speakers playing train noise on full volume to try and reflect what the line might sound like. Temple believes the industry can also present information that is just too technical for the wider public: “One of challenges with technical studies such as environmental impact assessments is they get overly complex. You have to bring that back to something people can really relate to. Give them a real experience, like hearing the actual noise impacts.” Effectively gauging and managing public opinion is a daunting prospect, but a well-managed campaign can can spell the difference between a scheme seeing the light of day or not. It also underlines the continued importance of the planning process in serving the public interest. But, ultimately, the key to winning public support is to produce a good project. “Don’t try and do something bad and then get a PR company to fix it, because it can’t be done. Think about the product, first and foremost. It’s the most important thing,” concludes Tritton. CM

Online battlegrounds High-profile developments have been stopped in their tracks after campaigns that mobilised public opinion, while others win through.

Norton Folgate, Spitalfields

King’s College London, Strand

British Land’s proposal to develop the Norton Folgate site, a wedge of land between the City of London and Shoreditch, seems to have fallen victim to a high-profile campaign led by the Spitalfields Historic Buildings Trust and TV presenter Dan Cruikshank. Despite being backed by Historic England and recommended for approval by Tower Hamlets’ planning officers, it was rejected. The scheme contains 32,550 sq m of office space, 13 shops and 40 homes.

Plans to build a 4,400 sq m academic building next to the college’s campus on the Strand that would have required the demolition of a series of historic buildings were approved by Westminster City Council. However, the result of a campaign by Save Britain’s Heritage and the Victorian Society led the scheme to be put on hold by communities secretary Greg Clark in May, which led King’s to withdraw its proposal.

Central Hotel, Edinburgh

Smithfield Market, London

In Edinburgh, councillors have granted planning permission for an unusual egg-shaped 210-room hotel as part of the £850m redevlopment of the St James Shopping Centre, against the recommendation of their planning officers. The ten-storey hotel had received criticism from locals and the Architectural Heritage Society of Scotland, which believed it will dominate the area. Now the councillors’ unpopular decision has led to an online petition, calling on Scottish ministers to overturn the planning permission.

Henderson Global’s plans to build 5,700 sq m of shops and 21,220 sq m of offices at Smithfield Market is another scheme that also initially achieved planning permission, this time from the City of London. However, the scheme was opposed by numerous bodies including the Twentieth Century Society, the Society for the Protection of Ancient Buildings, Islington Council and Save Britain’s Heritage. Following a public inquiry then communities secretary Eric Pickles rejected the £160m scheme in July 2014.

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Construction Professional

Actions speak louder than written words The government now requires bidding companies to commit to developing workforce skills. Jan Halfpenny urges more attention for the industry’s dyslexics NEW KNOWLEDGE ABOUT dyslexia is creating

fresh challenges and opportunities for the construction industry. Studies have shown that practical roles, such as those in construction, attract a larger proportion of people with dyslexia than the 10% that the British Dyslexia Association identifies in the general population. Cass Business School research suggests that 20% of entrepreneurs and small business owners are dyslexic, and the National Farmers Union estimates 25% of farmers are as well. Interestingly, a specialist dyslexia centre in Seattle, the Eide Neurolearning Clinic, found 28% of the dyslexic families it sees come from construction and related backgrounds. Dyslexic adults are drawn to hands-on, practical occupations because the key skills require the practical and creative problem-solving abilities associated with dyslexic thinking styles. People with dyslexia regularly receive no formal recognition at school of their different learning style and often leave education early to enter trades, crafts or handson occupations. Although there is no conclusive research, it is possible that

dyslexia is two or three times more prevalent in the construction industry than in the general population. New school In general, however, the industry has yet to adjust training programmes to reflect the multi-sensory ways in which dyslexic employees learn. But new contractually linked requirements on training from the government create an opportunity to challenge this inertia: April’s National Infrastructure Plan (NIP) for Skills asks bidders to demonstrate workforce skills development commitments when bidding for large UK government contracts. For employers, obtaining insight into dyslexia in the workforce – by making sources of information available so that individuals can self-refer for further information or online tests – is significant because dyslexia can affect the acquisition and development of workplace skills. Although many dyslexic adults have skilfully nurtured the practical, social and team-building abilities that ultimately make them suitable for construction management roles, they are

What do I need to know about After government set a target of creating 3 million apprenticeships across the course of this parliament, chancellor George Osborne announced plans for a levy on large firms to pay for apprenticeships. This new system has crucial differences with the longstanding levy administered by the Construction Industry Training Board (CITB). Our levy cuts across the whole of the construction industry, not just large firms. It also pays for a whole range of other training beyond apprenticeships. We recognise that the construction levy and grant system needs significant change to

“The industry has yet to adjust training programmes to reflect the multi-sensory ways in which dyslexic employees learn”

often presented with two key challenges: short-term memory issues, and processing new information quickly and effectively, particularly under stress. Fortunately, most reasonable adjustments to training for dyslexics are simple and cost-effective for employers. These include variations to the training environment, equipment and policies – for example, turning off background noise and equipment, and accepting verbal responses instead of written ones. These changes reduce stress and anxiety in learning, which can aggravate the effects of dyslexia, and also reflect the requirements of Equality Act 2010, which

Plans for an apprenticeship levy?

properly address the industry’s skill needs. That is why work is under way to reform the system, to make it more responsive to employers’ needs as they evolve, and far easier to access. But it is also worth taking the time to note what the levy has done for construction. ● Over more than 50 years the levy has paid out more than £2.3bn in grants. ● It has helped to train more than half a million apprentices, and supported a 1.3 million people in achieving a vocational qualification. ● It has provided cards for more than 4 million workers, making sure people

on site have the right skills and accreditation. ● It has paid for tens of thousands of visits to young people, and small and medium-sized enterprises (SMEs) by apprenticeship officers, careers advisers and company development officers – helping to secure the future of the industry. It has allowed construction to retain talent during the hard times, and enabled us to flourish when times are good. This is something we in construction can be proud of. With this new proposal, CITB will be playing a key role in representing the interests

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BIM bytes: When new processes and old contracts collide

requires an organisation to anticipate and implement reasonable adjustments for employees on its own initiative. When this happens, benefits accrue across the organisation. But despite these motivators, there is low workplace awareness of learning differences, little knowledge about what to do or tools that can help, such as speech recognition software and PC screen overlays, and few aids at hand to do it with. This situation impacts upon many dyslexic adults, who are not aware that their stress and anxiety at work may be caused by dealing with everything through the prism of a hidden learning difficulty for which no one is accounting. This invisible barrier can impact on long-term training effectiveness, participation and provision. High-speed learning Bucking this trend is High Speed 2, which has signed up to incorporate the NIP for Skills principles in its bidding processes. It is advancing awareness and action on skills development through the National College for High Speed Rail, opening in 2017, and has invited industry discussion on creating the curriculum to achieve this. At Halfpenny Development we found

of construction in the upcoming consultation on the levy. We will be making three key points: ● A levy alone cannot address all of industry’s skill needs. ● The construction levy and grant system is currently being significantly reformed to make it simpler to access, and more responsive to industry needs. ● We need to look afresh at how construction invests in apprenticeships if we are to meet the skills challenge the industry faces. We know that, if the new system is to be successful, it must have industry

that online access to dyslexia specialists for up to six months helps employers develop their strategies. We also helped Scottish Enterprise to identify the dyslexia element in business management and innovation, and incorporate that into its equality strategy. Since then, the Welsh government’s Business and Enterprise department has raised dyslexia information with its private-sector contacts. A growing number of corporates, such as EY, also utilise expertise in this area. Giving contractors more of the knowledge, skills and confidence to make their training programmes dyslexiafriendly can deliver the “meaningful investment in skills” minister Nick Boles declared to be “vitally important” at the spring launch of NIP for Skills. Investing in learning how to train the dyslexic cohort – which represents up to a third of the creative and management talent in construction – is one of the solid foundations on which to build an inclusive, bid-winning organisation of tomorrow. Jan Halfpenny MEd runs workplace training consultancy Halfpenny Development.

buy-in. In addition, it must reduce and remove the barriers to participation in training. And, finally it must raise standards, so that apprenticeships are of high quality and relevant to employer needs. At CITB, we have a wealth of experience in running a levy system, and want to utilise that to help shape an approach that will deliver for our economy and the next generation of apprenticeships. Stephen Radley is director of policy and strategic planning at the Construction Industry Training Board.

“Say it once, say it correctly, and say it in the proper place” is a maxim popularised by US specification expert Phil Kabza, fellow of the Construction Specifications Institute. It applies equally to the challenges of using BIM in this country. The relationship between BIM and the contract documents raises issues. In drafting employer’s information requirements (EIRs) and BIM execution plans (BEPs), we are introducing a new level of procedures and rules into the construction process. This can give rise to duplication or inconsistency between traditional JCT, NEC or other contracts and specifications based on a 2D-design context, and the new BIM processes. Where BIM is adopted “ad hoc” there will often be no express legal drafting to address any of these issues. Indeed, if anyone is investigating what exactly forms a contractual requirement, the starting point may well be whether the EIRs and BEPs are recognised as “contractual” documentation at all. In the absence of any written agreement, the answer may depend upon what was said in requesting or agreeing to the use of BIM. Having established whether the BIM documentation has contractual force, issues may then arise if there are inconsistencies with other contractual documentation. It is sensible to create protocols and procedures to manage this problem, but there is no accepted precedent. However, there are matters to consider: ● What status should we attribute to BIM protocols such as BEPs and EIRs? ● What status should be attributed to the information

produced by such procedures? ● How should we resolve inconsistencies with PAS 1192-2 procedures, and other information or processes set out in the contract? Take the status given to information produced as part of a BIM process, such as a BIM object contained within a model or held in the common data environment. How does this relate to traditional specifications and drawings produced for 2D design? Should the outputs of the model take precedence over any 2D drawings issued for the project? If there is a contradiction between the data in a BIM object and the specification, should the BIM object take precedence over the written specification? If these questions are not addressed, uncertainties can arise between the delivery and processing of traditional and BIM information. The standard contracts cannot be blindly applied, as differing approaches are adopted. Interpreting contracts can be complex and costly. Look, for example, at MT Højgaard A/S vs E.On Climate and Renewables UK Robin Rigg East and Another. In this case, heard in the Court of Appeal in February 2015, contracts relating to a Danish off-shore wind farm gave rise to significant problems of interpretation because technical specification and contract documents were not clearly drafted or aligned. The best advice must be for anyone with responsibility for EIRs, BEPs and other BIM processes to carefully consider how they relate to other procedures and obligations under the contract. Tim Willis is a consultant in Trowers & Hamlins’ dispute resolution and litigation department.

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Construction Professional

Fight forced labour with transparency Victoria Ball and Steve Nichol on the implications for the sector of the Modern Slavery Act

RICHARD MESSENGER

FOR MANY, THE CONCEPT of slavery evokes archaic images of bygone eras. However, the recent CIOB report, Modern Slavery: the Dark Side of Construction, highlights the fact that slavery in its modern form is not merely ongoing – it is a global phenomenon, and the construction industry is very much in the spotlight. In the face of increasing pressure, governments across the world are now looking to combat this issue. In the same way that the UK’s Bribery Act 2010 has led the charge on the international fight against corruption, the Modern Slavery Act 2015 appears set to prompt a sea change in the way companies and countries approach the treatment of workforces worldwide. The Modern Slavery Act became law in March 2015 and applies to all large businesses carrying out business in the UK, regardless of where they are registered. Other jurisdictions – including Qatar, stung by criticisms of human rights abuses surrounding the 2022 FIFA World Cup – are introducing legislation in various forms. The effect is likely soon to be that compliance with anti-slavery legislation, in one form or another, will be relevant for organisations across the world. It seems likely that few industries will be as significantly affected by this tide of anti-slavery regulation as the construction industry. The CIOB report identifies the “dark side” of the industry, or the exploitation of low-skilled migrant workers in particular, as a pressing issue both here in the UK and across the world. The Modern Slavery Act introduces two main offences: the first relating to slavery, servitude or forced labour, and the second to “human trafficking”, which is defined as arranging or facilitating the travel of another person, with a view to that person being exploited – irrespective of whether that person consents to travel. In addition to this, section 54, also known as the Transparency in Supply Chains (TISC) clause, introduces an obligation on commercial organisations with annual turnover of more than £36m to prepare a “slavery and human

trafficking statement” each financial year. This requires them to state what steps, if any, have been taken to ensure slavery and human trafficking are not taking place in any of the organisation’s supply chains and in any part of its business. The breadth of the statement is immediately evident, and it does not apply only to supply chains and business operations within the UK. The implication is that companies should not be taking a laissez-faire attitude to the acts or omissions of their supply chains. Instead, they are forced to acknowledge that they have at least a moral obligation to prevent human exploitation throughout the chain. Client pressure The Act does anticipate that organisations could respond simply stating that no steps have been taken to prevent slavery and human trafficking. However, it is to be hoped that the construction industry as a whole will demand more of its members. The primary sources of pressure will inevitably be clients. In common with the response to the Bribery Act 2010, it seems likely that invitations to tender will soon require declarations of compliance

“Companies should be proactive, putting in place new, clear policies and guidelines”

with the Modern Slavery Act by tendering contractors, as well as clear statements of the steps taken to combat slavery and human trafficking, and similar statements from primary subcontractors. Less enlightened contractors may soon find themselves losing out on work. But in any event, no reputable contractor should want to risk being associated with what is clearly morally abhorrent behaviour. Companies should be proactive, putting in place new, clear policies and guidelines, revamping due diligence when selecting suppliers, carrying out risk assessments and audits of their existing procedures, and introducing training on the requirements of the Act to all key members of staff. The Act is also likely to prompt specific language in construction contracts – again, as is commonly the case with the Bribery Act. Given the reputational consequences that might follow, it seems likely that clients will want to include specific obligations on contractors and their supply chain to comply with the Act. A clear breach of the Act is likely to become a termination event, with clients and main contractors pursuing civil remedies for losses suffered as a consequence of a breach in the supply chain. Clients will be seeking robust protections in respect of the Act and contractors are likely to demand the same of their supply chain. The obligation to produce a slavery and human trafficking statement will come into force in October. Guidance is expected over the coming months, and the CIOB has also promised a toolkit to assist organisations with compliance. Between now and October, however, all those in the construction industry will need to give serious consideration to the effect of the Act on their businesses, and the steps that will need to be taken as a result.

The Modern Slavery Act will offer some protection to workers who are subcontracted to UK companies in markets such as Qatar

Steve Nichol is partner in the London construction team and Victoria Ball is associate in the Birmingham construction team at law firm Trowers & Hamlins.

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UltraRib

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Construction Professional

Winning BREEAM credit where it’s due Graham Horne advises contractors on how to take the risk out of BREEAM at tender stage LOVE IT OR LOATHE IT, BREEAM is a key contractual deliverable for contractors on most large developments. The latest update, BREEAM New Construction 2014, recognises that early design decisions can fundamentally affect the potential to achieve a low-impact building: around 12% of credits are assigned to actions and reports that must be carried out at RIBA work stages 1 (preparation) and 2 (concept design). These credits are usually cost effective to achieve, yet are often missed, endangering the financial viability of the final rating – and that is all before the contractor has even seen the tender pack. Typically, the final BREEAM rating will be stipulated as a deliverable in the project contract, so any shortfall in the early-stage credits will have to be filled by “buying in” relatively more expensive credits from the limited credits available to the contractor. This represents a hidden financial risk concealed in project tender packs, which can be not insubstantial on projects that require a BREEAM “very good” rating, and can be particularly significant on projects targeting BREEAM “excellent” or even “outstanding”. Contractors may find that they make tight margins even tighter.

Real numbers Of course, the simple solution would be for tender packs to include the actual current BREAM score, not just the target score. This would push the early design team to maximise the early-stage credits achieved. It could even help focus the project team’s minds on aligning documents produced for the planning application – such as green travel plans, flood risk assessments and ecology reports – with BREEAM requirements. This would avoid the practice of documents being rewritten further down the line to meet BREEAM requirements, as well as the additional fees that go with it. However, until this happens, the challenge for the contractor’s bid manager is to investigate and quantify the risk associated with achieving the requested rating. So here are a few pointers on how to reduce your exposure as main contractor.

Has a BREEAM pre-assessment been carried out, and can the client provide a copy? BREEAM is after all a long list of actions that need to be delivered in the final building and it is essential to know what the project team has targeted. The preassessment will confirm if the early stage credits have been targeted and whether excessive or unrealistic credits have been passed on to the contractor. What is the current design stage score? Have the early-stage credits been achieved? If the project is using an online BREEAM management tool such as IES Tap, Tracker Plus or even the new BREEAM Project tool (currently in beta format), then this will be relatively easy to assess. If not, then the bid manager should request the relevant early-stage BREEAM documents and have a BREEAM assessor check the dormant risk in the project. The things that should be looked for are: l Whether a qualified sustainability champion, ecologist, security specialist and energy specialist have been appointed during RIBA stages 1 and 2, and produced documents to meet BREEAM requirements l Whether BREEAM-compliant stakeholder consultation, material

efficiency strategies, life-cycle cost report, passive design analysis, climate change adaptation strategy and functional adaptation strategies have been produced in line with BREEAM. l If the building contains a laboratory, there are also specific credits to be aware of.

“The final BREEAM rating will be stipulated as a deliverable in the project contract”

BREEAM by numbers 1990-2012 80% of European green building certification is by BREEAM

14,000 building professionals trained

425,000 certificates issued on 24,000 projects

BREEAM active in more than 60 countries worldwide 25% of assessments outside the UK in 2011 and 2012

Do the planning documents also meet BREEAM requirements? If not, then additional costs may be incurred to satisfy BREEAM requirements for documents such as the green travel plan, flood risk assessment, crime impact statement, ecology report and crime impact statement. As ever, the devil is in the detail, as the documents often have the right name on the cover but do not meet the specific BREEAM requirements. By answering the above questions, any BREEAM issues can either be resolved by the client’s team while they are still appointed, or the risk can be quantified and included in the contractor’s tender price. Either way, it will provide much greater assurance that there are no nasty surprises waiting further down the line. Graham Horne runs Manchester-based sustainability consultancy Green Migration.

2,500 BREEAM “excellent” or “outstanding” rated buildings In 2012 UK new non-domestic buildings were rated by BREEAM: 1.5% = “outstanding” 28.2% = “excellent” 69.1% = “very good” 11.9% = “good” 4.4% = “pass” 0.3% = “acceptable” SOURCE: THE DIGEST OF BREEAM STATISTICS 2014 OF 1.9 MILLION BUILDINGS ASSESSMENT STATISTICS REGISTERED FOR ASSESSMENT GLOBALLY

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Technical Envelope

IRELAND Cladding a six-year-old abandoned concrete hulk by the Liffey has become a symbol of the recovery in Dublin. Tom Ravenscroft reports Main picture: The new Central Bank of Ireland HQ will be clad in a mesh veil made up of triangular sail shapes Opposite: The abandoned skeleton of the building stood exposed to the elements for six years

ONE BUILDING, MORE THAN ANY OTHER, has

come to symbolise the financial crisis in Ireland: the proposed headquarters for disgraced Anglo Irish Bank. At the height of the Irish property boom, the bank began to build a highly visible site on the north bank of the River Liffey, in central Dublin. But construction came to an abrupt halt in 2009 as the bank, which was heavily exposed to property lending, ran into financial issues and was eventually nationalised by the Irish government.

Since then, the building has stood derelict – a symbol of both the bank's collapse and the stalled construction industry. Now, after six years of inactivity, as the country's construction sector moves into recovery, work has finally begun to complete the building, albeit for a new client. Multidisciplinary consultant Aecom, along with local architecture practice Henry J Lyons, has taken on the challenge of creating a new skin to enclose the concrete skeleton that has been left

exposed since the banking crisis began. Aecom was employed directly by the bank's new owner, the Central Bank of Ireland, as facade and structural engineer. Will MacDonald, regional director at Aecom, explains: “They had a building that needed a facade, so they employed us to work with the lead architect to design the facade. It’s unusual for us to be employed directly by the client, but it’s an ideal situation, as you are in direct contact with the developer.”

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redeveloped: “It was like a burnt-out tank on the road to Kuwait – a symbol of our failure,” he famously told the International Corporate Restructuring Summit in 2013. As the site became an embodiment of the banking collapse, NAMA was keen for it to be quickly redeveloped. “We sold the old Anglo headquarters to the Central Bank on the basis that every film crew that came to Dublin wanted to shoot the Anglo building,” Mulcahy added. The Central Bank of Ireland, the country’s financial services regulator, wanted a new building to rationalise its operations and signal a fresh page after criticism for its role in the Irish financial crisis. The 22,500 sq m office block will allow it to bring its 1,400 staff, currently housed in six locations around the city, under one roof in the new North Wall Quay – at a reported cost of €140m (£98.5m). Need for speed Although the bank bought the site at a greatly reduced price – MacDonald estimates the site’s current value is around €40m – it came with one obvious complication: the skeleton of the incomplete building. It was one of two eight-storey blocks planned for the site as part of a cluster of five buildings designed by Traynor O'Toole Architects MacDonald has a keen sense of the for Carroll’s Zoe Developments and its project's importance to the city, both as an successor, Danninger. engineering feat in itself and in removing Demolition of the structure, which had the city’s concrete albatross. He describes been exposed to the elements for the the old building as a monument to the past six years, followed by a rebuild based bad times: “There is bad feeling towards on a new design would have perhaps been Anglo Irish, as a lot of people lost money the simplest and cheapest option. But as when it collapsed.” the Central Bank wanted to complete the The site was originally owned by Zoe project as quickly as possible, the decision Developments, a company of failed tycoon was made to work with, and build on, the Liam Carroll, that had planned for Anglo existing frame. Irish to be the anchor tenant of a new “Programme was key,” says MacDonald. financial district. After parts of his group “Demolition would have meant going back of companies went into liquidation, to planning for approval, then tendering to ownership of the property passed to demolish before starting the rebuilding Ireland's National Asset Management process. Speed was the biggest issue, so Agency (NAMA). The site was eventually they decided to keep the existing frame.” sold to the Central Bank for a reported The original scheme was relatively far knock-down price of €8m in 2012. progressed: the building's reinforced John Mulcahy, former head of asset concrete frame was nearly completed, and management at NAMA, has been quoted a large proportion of the Metallbau facade as saying it was essential that the site be already fabricated and awaiting shipping

WILLIAM MURPHY

Technical Envelope

“We undertook a survey of the entire building, and we were surprised at the condition the structure was in” Will MacDonald, Aecom

in a warehouse in Germany. However, as both the bank and Danninger, acting as developer/contractor, had been liquidated, the construction documents and drawings of the building were not available, so the design work had to start from scratch. Coastway Surveys was employed to carry out a 3D laser scan survey of the unfinished concrete frame and produce an as-built 3D Revit model of the project. Although Aecom was initially concerned that the frame might be too weather-worn to progress, the base turned out to be structurally sound. “We undertook a survey of the entire building to identify what work was still needed and were surprised at the condition the structure was in,” says MacDonald. Wacky spaces Based on this survey, Aecom presented the bank with four facade options, three of which were variations on a standard glazed box, similar to Anglo Irish's original scheme. The fourth was in two parts: glazed internal curtain walling wrapped in a perforated aluminium veil. To Aecom's surprise, it was this fourth option that the bank settled on. “Out of the four designs, in our opinion, this was the wacky one. We were surprised they chose it,” MacDonald recalls. He believes the combination of the glazing with a veil provides the bank with a building that is both transparent and economical. The inner curtain wall has been designed based on a 1.5 metre wide module, to correspond with the original design's dimensions and make use of the facade brackets that are already installed. “We didn't initially want to use the existing brackets, as they had been exposed to the elements for so long, but we had them surveyed and tested. They have been 100% proof loaded, so we can > proceed with them with confidence,” CONSTRUCTION MANAGER | SEPTEMBER 2015 | 37

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Technical Envelope

explains MacDonald. “I spoke to other consultants who said they would replace all the fixtures as a matter of principle. However, this could have created other concerns. To replace, we would have had to drill new holes for all the fittings, opening up the concrete and, without detailed drawings, there is the potential of hitting a lot of the rebar [reinforcing steel].” High-performance design The double-glazed modules play a key role in the building's environmental and security strategies. The outer pane is made of 13.5mm heat-strengthened laminated glass with a high-performance coating that is extremely hard to crack – one of many measures required to meet the bank's high security conditions. Behind this outer pane is a 15mm argon gas-filled void and an inner pane of 10mm clear toughened glass. This high energyperformance glazing helps to give the building a rating of A2 – the second highest on Ireland’s Building Energy Rating scale – and a BREEAM “excellent” score. Each glazing module contains integrated vents as part of the mixed-mode ventilation system. Visible on the exterior as a strip of louvres, the mechanical system allows building users to control the flow of natural air into the office. Standard unitised modules, made by Dublin’s Architectural Aluminium, are used on most of the envelope, but customised units have been designed using Autodesk Revit (version 2015) to wrap around a kink that animates the facade.

Above: The anodised aluminium veil is made up of 40 differently shaped triangles and will be ﬁxed to the existing ﬁttings. They will reduce solar gain (inset), enabling a high environmental rating for the building as a whole

“We designed some new proﬁles to supplement our existing unitised curtain walling system” John Hallahan, Architectural Aluminium

John Hallahan, managing director of Architectural Aluminium, explains: “We designed some new profiles to supplement our existing unitised curtain walling system. These had to be independently tested in the UK to verify the weathertightness and performance.” The subcontractor has tested the system with full-scale test modules already installed on site, and is currently fabricating the facade modules. The installation of the facade adds another complication. Normally, minicranes would be set on the floor slabs for this, but as the loadings of these slabs are

not known, a tower crane will be needed. “Usually, around 10% of the tower crane's operational time is used for the facade installation, but here it will be more likely to be around 90%,” says MacDonald. The impact of this is greatly reduced as, of course, the frame is already complete. So the facade can be installed in a vertical sequence – the contractor can work up each face of the building, rather than in horizontal layers. The five-month facade installation is now under way. Dublin-based Walls Construction won the European Union> compliant tender in April, beating Sisk,

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Clay drainage and why you should give it a shot.

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Technical Envelope

Pinnacle finally in progress

“Around 10% of the tower crane’s time is used for the facade installation, but here it will be more like 90%” Will MacDonald, Aecom

Read about how the buildings’s shell was scanned to create a BIM model on the awardwinning BIM+ website: www.bimplus.co.uk

Bennett Construction, BAM Ireland, John Paul Construction and PJ Hegarty & Sons. Surrounding the glazed cladding, Walls will be installing an anodised aluminium veil composed of 3 metre-wide triangular elements – the sail-like forms acknowledge the maritime setting. Because of the building's irregular shape, the geometry for these elements is extremely complex and requires 40 differently shaped triangles. Along with creating an architectural presence for the new headquarters, the veil also has an environmental role, as the mesh reduces solar heat gain. This allows for glazing with a higher level of light transmission, achieving environmental targets without the tinted glass that would have been necessary if the building were exposed to direct sunlight. Between the glazing envelope and the veil is a 780mm void – the minimum amount of space required by the rope access teams to clean the glazing. The bank headquarters that began in 2006 is on its way to completion, albeit with a new design and for a different financial institution. By the end of the year, the building should be fully enclosed, erasing the incomplete skeleton from Dublin's skyline. Interior fit-out will follow before occupation in late 2016. The golden colour of the new building may be a cliché, as well controversial, yet it may be a welcome signal that prosperity, for both the financial and construction sectors, has returned to Ireland. CM

As in Ireland, in the UK a huge number of projects were either delayed, abandoned or stalled as the country fell into recession. Perhaps the most famous of these schemes, a proposed 288 metre tower in the City of London has had many names as a consequence of changes of ownership over the past 10 years. Originally called the Bishopsgate Tower, then renamed the Pinnacle and nicknamed “the Helter Skelter”, the scheme is now branded 22 Bishopsgate. However, it is known as “the Stump”, as construction halted in March 2012 with only the first seven storeys of the core of the 63-storey tower complete. Designed by US architect Kohn Pedersen Fox for fund manager Union Investment, the original 88,000 sq m office scheme was approved in April 2006. Test-piling and demolition started later that year. In 2007 Arab Investments bought the site and signed a preconstruction contract with Brookfield Multiplex in August of that year. Piling began in 2008, excavation in 2009 and, by 2011, the core was rising out of the ground. But in 2012 all work ceased as the developer had reportedly failed to secure a key tenant. After being on hold for three years, earlier this year developer Lipton

Rogers and fund manager Axa announced that they had bought the scheme and planned a redesigned tower. Brookfield Multiplex has been re-employed as preconstruction adviser and a new 62-storey glass-clad tower designed by PLP Architects is to be submitted for planning this year. Unlike at the Central Bank of Ireland the above-ground works at the Pinnacle look likely to be demolished, as predicted earlier this year by Nick Ling, technical director at global engineering consultancy Mott MacDonald, who told Construction Manager: “I doubt that the stub will survive. I think that the building will be brought back to foundations. “Then the engineer will have the normal challenge of building a substructure to transfer the loads of the redesigned building to the foundations. This might require the sinking of additional piles and dealing with the resultant differential settlement issues.” Ling believes engaging Brookfield Multiplex removes some potential legal and insurance complications. “In many cases, if you use a building’s original foundations, there is the legal issue of who is responsible for guaranteeing the work as fit for purpose. Employing the original contractor is one solution.”

40 | SEPTEMBER 2015 | CONSTRUCTION MANAGER

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Continuing Professional Development Energy Savings Opportunity Scheme • New obligations for 9,000 businesses to audit and report on energy use • What site managers can to reduce energy use, costs and emissions • Using different metrics and methodology to create cost and energy savings

Cutting construction’s carbon footprints The government’s Energy Saving Opportunity Scheme is both a stick and a carrot for large contractors to reduce their onsite energy use and carbon emissions, as Iain Fraser of Greengage explains THE GOVERNMENT’S Energy Savings

Greenhouse gas Every time fossil fuels such as gas, coal, or oil are burned, carbon dioxide is released into the atmosphere. Carbon dioxide – or CO2 – emissions can be categorised as direct or indirect. Direct emissions occur

CPD

Opportunity Scheme (ESOS) has turned the spotlight on energy use on construction sites in 2015, with many sites undergoing mandatory audits. ESOS requires organisations to conduct energy assessments of their buildings, industrial processes and transportation to identify whether improvements can be made. Around 9,000 businesses across the UK that qualify as “large undertakings” must carry out ESOS assessments every four years, and submit an ESOS report to the Environment Agency. First, a company-wide audit must identify areas of “significant energy consumption”. For a construction business, that audit will embrace site visits and monitoring. Companies must appoint a “lead assessor” to carry out or review site energy audits and the overall ESOS assessment. Assessors can be staff or external contractors, but they must be members of an approved professional body. The completed ESOS assessment must then be reviewed and signed off by a board-level director before the Environment Agency is notified. So how does site energy use fit into corporate and industry-wide ESOS reporting, and what can construction managers do to reduce energy use, costs and carbon emissions?

when a fossil fuel is burned – for example, diesel in a generator on site. Indirect emissions occur when a company or person buys electricity, heating or cooling from an organisation that burns fossil fuels to provide that service – for example, electricity from a temporary site supply that is invoiced by the utility provider. In the context of the design, construction, operation, refurbishment and demolition of buildings, the management of energy is covered by BS EN 15978: 2011. This is derived from another standard, BS EN 15804. The guidance views the building as a product and sets out “stages”– preconstruction, construction, in-use stage and end-of-life – for use in life-cycle analysis or carbonfootprint reporting. a building’s operation. So cutting energy and emissions during construction is an Quick win achievable task for a single person within For site practices, BS EN 15804 focuses an organisation, whereas an operational on energy used for, and emissions from, programme could involve multiple people site transportation and site activities. and organisations over decades. Quantifying these in comparison with the l Given that energy costs for the overall energy/emissions of a building commercial sector are likely to rise by was part of the government’s Innovation 2020, there is an opportunity to build and Growth Team report in 2010 (table, operational resilience and perhaps even opposite). It found that 83% of emissions to offer a competitive advantage to occur after practical completion, and only businesses that manage their energy 2% during construction. This may seem costs. For instance, a recent case study an insignificant amount, but construction carried out by Greengage attributed still presents a great business and the scale of energy costs for a large UK environmental opportunity to the contractor as 15% of its pretax profits. contracting organisation, and the The first thing that site energy wider industry because: managers should do is monitor and l Energy use and emissions at the record energy used. A site or business construction phase occur within a could perform exceptionally well against relatively short timescale (less than two industry benchmarks but, unless the years) compared with the 40-plus years of data is captured to demonstrate this

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Continuing Professional Development Energy Savings Opportunity Scheme

ALAMY

In the past, site reporting might have been voluntary, or linked to the need to secure a BREEAM credit. Now, however, ESOS requires all large organisations to report on energy use within their business, identify cost-effective investment opportunities and formally notify government of their compliance with the scheme by 5 December 2015. While there are no charges to submit notification to the government’s scheme administrator, the Environment Agency, it is suspected that the agency’s ESOS work will be funded through fines charged to organisations after the deadline. What this means is that businesses that have not met their obligations will be fined and will continue to accrue fines until they have met their ESOS responsibilities.

performance, any public or even internal claims will not bear scrutiny. In addition, even if data is not going to be processed and analysed at an organisational level, recording information will still allow for the figures to be analysed at a later date. The key information to be recorded is both the quantity and units of energy used at site, alongside a reference period (month, quarter or year). It should be Innovation and Growth Team’s analysis of buildings’ emissions Phase

Tonnes of C02

Percentage of total

Design

1.3

0.5%

45.2

15%

Manufacture Distribution

2.8

Construction

2.6

246.4

83%

1.3

0.4%

Operation (in use) Refurbishment or demolition Total

298.4

noted that not all units are equal – for example, meter readings on an incoming gas meter are likely to measure volume in cubic metres, whereas an energy bill may quantify gas in kWh (kilo-Watt hours). Consideration of units of energy also uncovers exactly how site managers can reduce energy use. The most commonly used kWh units of energy describe the simple product, or multiplication, of power (or load) and time. This gives two options to reduce energy use: l Option1: Reduce the power required to provide a service, or l Option 2: Reduce the operation time of the service. An example of option 1 is to require a subcontractor to design a more efficient temporary external lighting system using LEDs. An example of option 2 might be to specify passive infra-red (PIR) sensors for the lighting within site accommodation.

Audit trail One of the first tasks for organisations is to define the extent of the “auditable assets”. This appears simple: l Business transport – in effect mileage claims for diesel or petrol for journeys undertaken on behalf of the business. Subcontracted transport or transport services such as train tickets are excluded. l Construction projects – although this is only projects on site over the qualification period and only where the contractor is paying for the energy used, so many refurbishment projects could be excluded. l Corporate offices. In reality many contracting groups need to factor in subsidiary and joint-venture organisations that might be required to participate within ESOS as part of the parent corporate group. A useful part of the Environment Agency 2015 update Complying with the Energy Savings Opportunity Scheme, version 3.0 was how joint venture and subsidiary businesses would be tackled within ESOS. A further point to note is that an organisation – or some parts of a business group – that operates within the UK may be registered out with the EU (for example, a company registered on the Isle of Man) and would therefore be exempt from the ESOS regulations. In terms of scoping the work involved in managing the corporate response to the ESOS legislation, there are three stages > CONSTRUCTION MANAGER | SEPTEMBER 2015 | 43

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Continuing Professional Development Energy Savings Opportunity Scheme

At corporate level, procurement managers may be able to undertake more complex ﬁnancial appraisals

> that should be recommended by the nominated ESOS lead assessor: l Scoping the energy use/participation of the organisation l Conducting the ESOS audit programme and review previous audits; and, l Compiling the ESOS evidence pack for submission to the board. Opportunity knocks One of the main things to appreciate about ESOS is that, although compliance with the regulations will avoid fines being applied, there is an enormous opportunity for businesses to use the information generated for compliance to drive energy efficiency within their organisation. In fact the costs for compliance are likely to be quickly recouped if the organisation realises the opportunities presented. The ESOS guidance recognises two financial appraisal metrics that present opportunities: simplified payback periods (SPP) and life-cycle cost analysis (LCCA), also known as “whole life costing”. SPP indicates the time taken (in months or years) for the energy and cost savings to recoup the initial cost of the energysaving proposal. LCCA, on the other hand, calculates the current cash benefit, or net present value, to the organisation as a result of the proposal being installed. An example of how an SPP appraisal could be used in construction would be for the procurement of site accommodation for a project. Option A is for a traditional site office cabin (£250 up front and £50/week/unit) using 150 kWh/week of electricity. Option B is for an energy-

efficient site office cabin (£350 up front and £64/week/unit) using 30 kWh/week of electricity. Taking electricity costs at 14p/kWh, the payback – or, more accurately, the break-even point – for the higher initial costs of the green solution, is 36 weeks. So a construction programme of seven months’ duration would be financially better off with option A, while a 14-month programme would be better with option B. This example shows an assessment that may not always be undertaken, perhaps because a supplier’s corporate framework agreement restricts or even removes procurement options for site managers. However, at corporate level, procurement managers may be able to undertake more complex financial appraisals of investment in green options. A recent Green Construction Board and UK Contractors Group report showed that the industry missed its 15% emissions reduction target, and carbon intensity emissions (per £m spend) actually rose by 2%. But with the help of the ESOS, by the end of 2015 many contractors should be armed with knowledge that could help the industry get its emissions back on track, creating more efficient businesses and reduced costs that hopefully will be felt by the time the second ESOS reporting phase concludes in 2019. CM Iain Fraser MCIBSE is an associate partner at Greengage, a sustainability and environmental consultancy working in the construction and property sectors. www.greengage-env.com

CPD online. Your new home for learning.

The CIOB has a dedicated CPD portal on the Construction Manager website, featuring CPD modules from the magazine, as well as study topics from a wide range of industry experts. To complete the questionnaire below, and access the free CPD content, go to: www.constructionmanager.co.uk/cpd

CPD test paper

Energy Savings Opportunity Scheme 1. What is the deadline for ESOS reporting by large undertakings? l 31 December 2019 l 5 April 2016 l 31 December 2015 l 5 December 2015 2. What percentage of buildings’ lifetime emissions come from construction, according to the IGT report of 2010? l 0% l 2% l 5% l 8% 3. Which of these is not within the scope of the ESOS lead assessor? l Scoping the organisation’s energy use l Conduct of the ESOS audit programme l Compiling ESOS evidence for the board l Making a 15% reduction in emissions 4. Simplified payback periods is a methodology that measures l Energy bought from suppliers l Time taken to recoup energy costs l Contractor energy use l End user energy use and emissions

5. What did the Green Construction Board report on site-related emissions in 2008-12? l Carbon intensity rose by 2% l Carbon intensity declined by 2% l Emissions declined by 15% l Emissions declined by 2%

44 | SEPTEMBER 2015 | CONSTRUCTION MANAGER

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Preview UK Construction Week

NINE SHOWS, ONE WEEK The first UK Construction Week brings together professionals from across the industry 1

THE INAUGURAL UK CONSTRUCTION WEEK is

Dr David Hancock, head of construction at the Cabinet Office, is to headline with “Making the government a more intelligent construction client”

expected to draw more than 55,000 visitors to the Birmingham NEC on 6–11 October. The event brings together nine shows under one roof: the Build Show incorporating the Civils Expo, Timber Expo, the Surface and Materials Show, Kitchens and Bathrooms Live, Plant and Machinery Live, Energy 2015, HVAC 2015, Smart Buildings 2015 and Grand Designs Live. Alongside more than 1,000 exhibitors, there will be a comprehensive seminar programme providing a wealth of sector-specific information at each of the individual shows' dedicated hubs. A main-stage seminar theatre will tackle the bigger and broader construction industry topics and challenges that will have relevance for everybody. The main theatre will be hosted by BBC Radio 4’s Today programme presenter, John Humphrys, Channel 4 News anchor man Krishnan Guru-Murthy and financial correspondent for the BBC, Steph McGovern. Dr David Hancock, head of construction at the Cabinet Office, is the headline speaker. His seminar, entitled “Making the government a more intelligent construction client”, will set out Whitehall’s plans and policies for the construction industry, and explain the government’s progress towards the Government Construction Strategy and Construction 2025 vision. Also speaking on the main stage will be Dr Peter Hansford, the government’s chief construction adviser; Chris Chivers,

president of the CIOB; construction economists Allan Wilén and Noble Francis, discussing future forecasts; and many more industry heavyweights. The dedicated Build Show stage will host a range of lively debates on the future of the UK housing industry, selfbuild, custom build, digital manufacturing, 3D printing and Passivhaus, as well as a discussion on whether building on the green belt is inevitable. The show will continue after hours with a variety of networking events, including award ceremonies, a beer festival, comedy nights, “rockaoke”, big breakfasts and a casino night. The new show has been welcomed by industry leaders. Matt McDermott, sales and marketing director at the RICS, said: “We are constantly working with individuals and government to develop a brighter future for the construction industry and all those employed within it. UK Construction Week is a fantastic opportunity for us to continue our conversations with professionals from across the industry, sharing best practice and gaining a greater understanding of the issues directly affecting our members’ businesses, as well as the wider economy.” Brian Berry, chief executive of the Federation of Master Builders, added: “We are pleased to give UK Construction Week our full backing, as we believe the UK needs an event that caters for the needs of builders and contractors. We will be working closely with the organisers of the Build Show to ensure the event is a success.”

Sessions in the main theatre will be hosted by Today’s John Humphrys, the BBC’s Steph McGovern and Channel 4’s Krishnan Guru-Murthy

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Preview UK Construction Week

8 7

YOU TUBE

Why can’t we build a skyscraper in 14 days? CIOB president Chris Chivers is one of five speakers who will debate “Why can't we build a skyscraper in 14 days?” as part of UK Construction Week's seminar programme. Following reports earlier this year that developer Broad Group, which is owned by Chinese air conditioning magnate Zhang Yue, built a 57-storey skyscraper in just 19 days in the southeastern Chinese province of Hunan, the panel will discuss productivity in the UK's construction industry. The discussion takes place against a backdrop of decades of steadily rising productivity in manufacturing and other industries, while construction productivity has stagnated. The panel will ask what is holding the UK industry back and whether it can improve its performance. Chivers will be joined by Kamran Moazami, director of WSP/Parsons Brinckerhoff, who was chief engineer for the world's tallest building, the Burj

Khalifa, in Dubai; Richard Ogden, chairman of Buildoffsite; architect Andrew Waugh, whose firm, Waugh Thistleton Architects, is building the world's largest cross-laminated timber building; and John Pelton, strategic projects director at Crossrail. Ogden, who built a modular McDonald’s outlet in two days, as vice-president of the fast-food chain’s development arm, believes the construction industry may not have the will to speed up delivery. Speaking to Construction Manager about the debate he said: “Can [a skyscraper] be built in 14 days? Of course it can. It is not a question of whether it can be done. There are many examples of buildings being built at this speed, but people have to want to do it.” He predicted “a fantastically lively debate”. The debate will take place in the main theatre at UK Construction Week at 15.30 on Wednesday 7 October.

Energy 2015: new show gives insight into latest trends 5

UK Construction Week, on 6-11 October, at the NEC in Birmingham, brings together nine shows covering the spectrum of the construction sector. More than 55,000 construction professionals are expected to attend. In addition to CPD learning, they can benefit from more than 45 hours of BIM workshops, attend 12 awards ceremonies and visit 1,000 exhibitors, showcasing more than 10,000 products in 75,000 sq m of space. For details of the full exhibition, seminar and social programme, and to book your FREE tickets, please go to:

www.ukconstructionweek.com

Energy 2015, one of the nine shows under the UK Construction Week umbrella, is a new event for the industry, aimed at energy specialists, civil engineers, architects and contractors. The show will provide a valuable insight into the latest industry trends and, following dramatic changes to the government's energy policy, the seminars are likely to be extremely busy. Industry, business and political leaders will join James Murray, editor of lowcarbon website BusinessGreen, on stage to discuss the latest developments in energy production, zero-carbon housing and sustainable technologies. Headlining Energy 2015 will be Natalie Bennett, leader of the Green Party, on a panel to discuss the future of sustainable transport. Focusing on how the construction sector can support the transition to more sustainable transport

infrastructure, the speakers will discuss the revitalisation of public transport as the country reaches “peak car”, and whether electric or hydrogen cars can improve air quality in our cities and lowcarbon aviation will ever be possible. Another highlight will be a thoughtprovoking discussion entitled: “What will the energy landscape look like in 20 years?” A panel of experts led by Simon Crowe, founder of the Low Carbon Alliance, will explore how the range of renewable, nuclear, carbon-capture and energy-efficiency technologies could decarbonise power generation by 2030. Murray will close with a round-up of case studies of sustainable energygenerating technologies in a selection of the UK's most energy-efficient buildings.

Energy 2015 takes place on 6-8 October at UK Construction Week. CONSTRUCTION MANAGER | SEPTEMBER 2015 | 47

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Contact Contact THE CHARTERED INSTITUTE OF BUILDING MEMBERS’ NEWSLETTER ISSUE 135 SEPTEMBER 2015

IN THIS ISSUE

49-53 ON THE RADAR

All the latest news and developments from the CIOB at HQ and in your area including CMYA Ireland and scholarships

52-53 GLOBAL STUDENT CHALLENGE A round-up from this year’s competition

54 MEMBERS FORUM

Feedback from this unique event

55 MEET THE TRUSTEES

Introducing two new additions to the CIOB Board of Trustees

56-57 CMYA

Announcing this year’s cr eme de la creme in construction management

56 MEMBER BENEFITS

Take advantage of exclusive member offers.

59 DATES FOR YOUR DIARY

All the key events you need to know about in your region

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18/08/2015 14:24

ON THE RADAR

Contact | Sep 15

grade changes

reaction

CIOB builds a clearer path towards chartered careers

The CIOB is changing its grade structure to encourage more people to become chartered, increasing the level of professionalism within the industry and improving recognition of chartered status. The changes will provide a clearer differentiation between chartered and nonchartered members, creating a structure that can be more easily understood by employers, clients and the general public. Following consultation with its membership, the CIOB grade changes place more emphasis on the achievements of Chartered Builders and Chartered Construction Managers: all of whom have had All change: new membership grades will clarify chartered status their skills, experience and competencies “The MCIOB qualification is comparable to demonstrates their commitment to quality independently verified by industry experts. From 1 July 2015 anyone joining the a bachelor’s degree and is recognised and continuous improvement. Institute will be known as a student or “Becoming chartered is now a much less internationally. As well as providing applicant, indicating that they are working independent validation of members’ skills and onerous proposition as we have streamlined our online application processes and have towards chartered membership (MCIOB or competencies, chartership also indicates training providers ready to help those FCIOB). They will not be permitted to put commitment to continual improvement and who need additional qualifications. Our letters after their name until they have ethical working practices. Hundreds became become a fully Chartered Member or Fellow. chartered with us last year and we are seeing teams at head office and throughout Associate (ACIOB) and Incorporated (ICIOB) significant and rising demand for our recently our branch structure are on hand to help grades, which were introduced as transition members with any questions they may have secured title Chartered Construction grades towards chartership, will be closed to and we look forward to helping our Associate Manager. “ACIOB and ICIOB were intended to be a newcomers. Current Associate and and Incorporated members take this new transitionary grades. Our data suggests that express route to an even more fulfilling Incorporated members can continue to use their ACIOB and ICIOB designations until June many of our Associate and Incorporated and rewarding career.” members are well qualified to take the 2025, or until their subscription lapses. Bridget Bartlett, deputy chief executive More information about the grade professional review for chartered said the grade change provides much change is available at membership, and we very much hope that needed clarification. www.ciob.org/gradechange they will take that step which so effectively policy

CIOB JOINS COALITION TO UNIFY CONSTRUCTION MEASUREMENT STANDARDS The CIOB has joined over 30 professional bodies from across the globe to create the International Construction Measurement Standards (ICMS) coalition.

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The new worldwide initiative, which represents a landmark moment for construction, was officially launched at the International Monetary Fund (IMF) in Washington D.C.

in July. The initiative aims to harmonise standards in the built environment and create simple classification and measurement definitions. It is expected that the coalition will

continue to grow as additional organisations come on board. Industry corporations, contractors and government stakeholders will be encouraged to adopt the new framework.

SCRAPPING OF ZERO CARBON TARGET RISKS INVESTMENT, SAYS CIOB The Government no longer intends to proceed with the zero carbon buildings policy, which was initially announced in 2007. As a result, there will be no uplift to Part L of the Building Regulations during 2016 and both the 2016 zero carbon homes target and the 2019 target for nondomestic zero carbon buildings will be dropped, including the Allowable Solutions programme. CIOB senior policy and public affairs manager, Eddie Tuttle is not impressed. “The construction industry has invested heavily over the past few years in expectation of targets for zero carbon homes and buildings. After planning for so long, removing them could undermine the manufacturing base and discourage future investment. “Building more homes is a priority – and we recognise that other measures announced in the productivity plan will help to achieve this. But stripping back housing standards to do so sacrifices build quality and, in this case, it means occupiers of these homes will be spending more money and emitting more CO2 emissions. While we accept that the definition of zero carbon, and indeed the term ‘zero carbon’, is by no means perfect, rationalising it would have been preferable over simply scrapping it.”

18/08/2015 14:24

Contact | Sep 15

> Sunderland student scoops CIOB award Trainee building surveyor, Chris Armstrong, has been awarded the CIOB North East Student of the Year. The 20-year-old attends Sunderland College where he is studying part-time on a BTEC Higher National Certificate course. He works at

new in brief

ON THE RADAR

construction consultancy company, Faithful+Gould and has now been appointed as assistant project manager. Chris, who achieved the top grade of distinction for his HNC, was the leading member of a the team that won the CIOB’s North East Student Challenge in 2014 and was also part of one

of the winning teams at the Heritage Skills in Education Awards last month. > New chair for Ireland David Little, NHBC’s regional director for Northern Ireland and Isle of Man has been elected chair of the CIOB in Ireland.

ciob in ireland construction manager of the year

Gem/Purcell star wins Irish Construction Manager of the Year

Winner of the Irish CMYA awards

THE WINNERS IN EACH CATEGORY ARE:

CIOB News

Ronan Moore has been named the CIOB in Ireland’s Construction Manager of the Year. Ronan was awarded this prestigious title in Dublin in June for his management of the restoration and rebuild of St Mel’s Cathedral in Longford. St. Mel’s Cathedral is one of Ireland’s most iconic buildings and was destroyed in a catastrophic fire on Christmas Eve in 2009.

The judges stated the restoration of this magnificent building required exceptional construction management skills and his management of the combination of modern construction techniques and traditional craft skills demonstrated, without any shadow of doubt, how the construction industry in Ireland has the competence and capability to respond to the needs of its clients no matter how challenging. Moore led his site team of specialist craftsman and artists with passion and a ‘can do’ attitude. He showed an exceptional level of technical expertise and good humour from beginning to end of the project. The complexity and scale of the various technical aspects of the project were enormous. The judges cited one example where 20 plasterers were employed for seven months to complete the magnificent ceiling. Similarly, it took one and half weeks to tune the new €1m pipe organ from Italy. All works were completed under

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Chris Chivers (left) with CMYA winner Ronan Moore

the close scrutiny of the residents of Longford and experts from a wide range of disciplines and it was as a result of Moore’s ability to expertly manage all aspects of this project that he walked away with the gold award in his category and overall title Construction Manager of the Year.

Sponsors for this year’s awards were: Xtratherm, Sig Interiors, E-Tec, Acheson-Glover, Fendor, Jan Janssens, Maor Scaffolding, PJ Personnell, Protect Membranes, Bullivant Taranto, Creagh Concrete, Techrete, Modern Builder, LMC, Kilsarn, Hilti, Courtland estates, STS, FIMA development, DD O’Brien & Co, Mitchell Environmental and Kernohan distribution.

CATEGORY 1.1 (PROJECTS VALUED UP TO €5 MILLION) Presented by: Mr Philip McMurray of Sig Interiors Gold medal winner: Pat O’Connor of Manley Construction for Solas Bhride in Kildare Silver medal winner: Damien Manley of Manley construction for Arc Cinema in Drogheda CATEGORY 1.2 (PROJECT FROM €5-€10 MILLION) Presented by: Mr Raymond Acheson from AchesonGlover Gold medal winner: James O’Toole of Walls Group for the Morrison Hotel in Dublin Silver Medal winner: Derek McCaffrey of Collen Construction for Blackrock further Education institute Bronze medal winner: John Sweeny of Collen Construction for the National Film School in Dun Laoghaire Bronze medal winner: Mark Allen of Walls Group for the National Ambulance control centre in Tallaght

CATEGORY 1.3 (PROJECTS FROM €10-€30 MILLION) Presented by: Mr Kieran Kennedy of E-Tec Gold medal winner: Ronan Moore of Gem/Purcell for St Mel’s Cathedral in Longford Silver Medal winner: Liam Flynn of Collen Construction for Fr Scully House in Dublin Bronze Medal winner: Joe Hanlon of Walls group for the Mater Private hospital CATEGORY 1.4 (PROJECT OVER €30 MILLION) Presented by: Mr John Keegan of Xtratherm Gold medal winner: Dave Cotter of Sisk for Diageo’s New brew house in St James’s Gate Gold Medal winner: Darren Devane of BAM for N7 Newlands cross flyover CONSTRUCTION MANAGER OF THE YEAR 2015

Presented by: Mr Chris Chivers FCIOB, Senior VP CIOB Ronan Moore of Gem/Purcell for St Mel’s Cathedral in Longford

18/08/2015 15:08

> New Yorkshire chair and student acclaim

CIOB Yorkshire Branch has welcomed Paul Senior FCIOB as its new chair and Craig Battye becomes vice chair. The Branch also welcomes a number of new committee members. Hull College mature student, Jamie Dodgson picked up the

CIOB-sponsored Richard Watson Award for Most Outstanding Student on a Professional Construction Course. Dodgson was also awarded a Hull College Award for the Most Outstanding Student on a Diploma in Construction and the Built Environment. Jamie works for the Highways Department.

HAVE WE GOT YOUR CONTACT DETAILS CORRECT?

• If you have moved or changed any of your details recently, don’t forget to tell

us. You can update your details online – simply log in to “members area” of the website www.ciob.org. Or email us at memenquiry@ciob.org.uk or call our membership customer services team on +44 (0) 1344 630706 for further help. If you would rather post your details send them to: The Chartered Institute of Building, 1 Arlington Square, Downshire Way, Bracknell RG12 1WA, UK

new in brief

scholarshiPs

> Site visit double London Novus enjoyed two site visits recently: to Battersea Power Station and to a school/residential project by Astins. Turner & Townsend hosted the power station phase 1 tour along with a Carillion construction manager.The Surrey Lane visit provided students with a deeper understanding of construction methods .

£3k for applied research up for grabs The CIOB Faculty of Architecture and Surveying (FAS) Scholarship and Sir Ian Dixon Scholarship (SID) 2015-16 are now open for applications. Both scholarships are run in partnership with The Worshipful Company of Constructors and the CIOB Faculty of Architecture and Surveying. The Scholarships are great opportunities for companies who wish to develop the potential of individuals and exhibit their leadership qualities. Each award offers a one-year research fund of £3,000 where the scholar aims to produce a piece of research in the UK that results in a tangible outcome and benefits the scholar, the company and industry. During the scholarship year, the scholars will continue to work full time in their supporting companies. The Faculty of Architecture and Surveying Scholarship supports research in the field of architecture and surveying. The Sir Ian Dixon Scholarship was established in 1998 and named in honour of the late Sir Ian Dixon. The Scholarship supports research in the field of construction management. The CIOB would like to invite UK constructionrelated companies to identify and nominate talented individuals to submit applications.

Research grants for bright minds from the CIOB

The closing date for applications is Friday 25 September 2015.

If you are interested in applying for the scholarships and would like further information, call: +44 (0) 1344 630775 or email scholarship@ciob.org.uk Find more details online at www.ciob.org/facultyarchitecture-surveying-scholarship and www.ciob.org/sir-ian-dixon-scholarship.

MidKent College, as principle guests. Tony Hawks, author and comedian was the after dinner speaker and £1560 was raised for children’s charity, Dandelion Time. Sponsors of the event were Hays Recruitment, Limen Construction, Quigg Golden and Walker Construction (UK) Ltd.

> MBE for Martin CIOB Fellow Martin Brennan > Treasure hunt win was awarded an MBE in CIOB London and the East of the Queen’s Award for England Novus Committees Voluntary Service 2015. hosted the annual Novus This unique UK national Treasure Hunt in June. honour recognises the Kicking off from Trafalgar outstanding contributions Square, 12 teams followed made to local communities clues all over central London by groups of volunteers. to earn points. A second Martin has been working challenge site, in St James with disadvantaged children Park, tested competitors’ and young people in the physical and mental West Mildands. In July 2009 prowess. Team J.E.E.N. took he opened a community first place and received boxing centre in Tenbury a trophy and vouchers Wells, Shropshire, for which courtesy of the event’s sponsor, Hays Construction. the Award is presented. Martin and the club have Team Dastardly Duo were runners up withTeam “Insert scooped several awards and accolades since its opening. Witty Team Name Here” in In addition Martin represents third place. the Positive youth action group in Tenbury which > Kent dinner success aims to help children in the The Kent Centre recently Worcestershire area who hosted another successful are at risk of being, or are annual dinner with Chris Chivers, CIOB vice president already, excluded from mainstream education, into along with Peter Smith, South East Branch chairman, jobs or back into school/ and Sue Graham, lecturer at college.

awards

INTERNATIONAL OUTSTANDING ACHIEVEMENT AWARDS: OPEN FOR ENTRY THE CIOB IS ON THE SEARCH FOR TALENTED INDIVIDUALS DESERVING OF AN INTERNATIONAL OUTSTANDING ACHIEVEMENT AWARD

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director of construction, innovation and development at the CIOB, said candidates can nominate themselves or a colleague. “There are talented individuals out there who deserve to be recognised. It is important that construction showcases its very best individuals.”

Past winners include Alexander Cook from Barratt Developments who was named Outstanding Newcomer having identified – after just eight weeks – an opportunity to improve Barratt’s process for contracting affordable housing. Qi Hu from China

Minsheng Jiaye Investment Co.Ltd received the Design Management Award for orchestrating the design of three hotels simultaneously in China.

Entries close on 7 December 2015. For full details visit http://ioaa.ciob.org.

CIOB News

Now open for entry, these achievement awards span the diverse disciplines across construction. They are free to enter but must be endorsed by a nominator. Judges are drawn from CIOB membership and include many members of CIOB faculties. Saleem Akram,

18/08/2015 15:08

ON THE RADAR

GLOBAL STUDENT CHALLENGE

Contact | Sep 15

event

ROLE MODELS LAUD WOMEN IN CONSTRUCTION CIOB LONDON EVENT HONOURS NATIONAL WOMEN IN ENGINEERING DAY In recognition of National Women in Engineering Day on 23 June, the CIOB London Branch hosted an informal evening to celebrate the success of women in the construction industry. Christine Gausden FCIOB (the second female awarded FCIOB status), hosted the event at the University of Greenwich where five inspirational women, at varying stages of their careers, talked to guests about their experiences. The guest speakers were: Sandi Rhys Jones OBE FCIOB of Rhys Jones Consultants, Victoria Turner ICIOB, site manager at Higgins Construction (& London Novus senior vice chair), Michaela Jones, a trainee quantity surveyor with Galliford Try, Charlotte Camies, a trainee quantity surveyor at Creatside and Shanon Dacey, a technical trainee at BDW Kent. Jones, Camies and Dacey are also all studying part time at the University of Greenwich. Branch chairman, Ayo Allu FCIOB interviewed the panel, asking them how they first entered the industry (mostly by accident), what relevant careers advice they were given at school (virtually none) and what their main day-to-day challenges were (fortunately these were not gender related). The main difficulty

Pictured (left to right): Shanon Dacey, Charlotte Camies, Christine Gausden, Ayo Allu, Sandi Rhys Jones, Michaela Jones and Victoria Turner

was highlighted as the extremely long hours and it was discussed that improvements in technology is key to reducing this to the benefit of all who work within the industry. To encourage more diversity into the workplace it was agreed that blind CVs – hiding gender, ethnicity and age – should become commonplace and that career guidance for young people should come from every individual in the industry – whether that is visiting a local school, telling family and friends about the opportunities available or just shouting from the rooftops about the pride felt when a project is complete. CIOB deputy CEO, Bridget Bartlett also attended and gave an update on her work as chair of the Construction Industry Council’s Diversity Panel.

new in brief

CIOB News

> NORTH EAST NAMES KEY LANDMARKS

Iconic construction projects from the last half century in the North East were celebrated in a summer ball and awards evening hosted by the North East Branch of the CIOB in June. The event, attended by over 200 industry guests, showcased those construction projects that have helped shape the region’s landscape

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Glasgow students see off five contenders to win Global Challenge

over the past 50 years. There were three category winners: the Tyne & Wear Metro, Gateshead Millennium Bridge and the Catapult, formerly known as Narec, a research facility for the offshore wind and renewable energy sector. The event was part of the Branch’s 50th anniversary celebrations.

KARTING FUN IN KENT

Novus in Kent Construction Karting Cup takes place on 24 September. This popular competition is once again taking place at the Bayford Meadows Karting Circuit in Sittingbourne. It is an ideal chance to network with colleagues while competing in a friendly, hard-fought race. Individual entries or teams of three are welcome. Email: blawrence@ciob.org.uk

Team Saltire from Glasgow Caledonian University won the second annual CIOB Global Student Challenge competition. They collected their award from outgoing CIOB President Professor Ghassan Aouad having beaten five other finalists to the prize. They receive £2000 in prize money along with access to mentoring from industry leaders. In the final, held in Hong Kong, Saltire held off challengers from around the world including, Australia and Hong Kong. Forty teams from universities all over the world entered the competition, which began in March. After six rounds of competing the top six eligible teams travelled to Hong Kong for the finals in July. Teams were tasked with running a construction company in a simulated environment using MERIT software. Developed at Loughborough University, MERIT has been used to train young professionals since 1988 as part of in-course modules in degree programmes. The software enables students to develop business management skills, requiring them to take decisions on staffing levels, estimating and bidding, managing cash flow and capital and seeking investment opportunities. CIOB President Professor Ghassan Aouad said all the finalists are the future leaders of construction. “There is not just one winner, there are six winners. All the teams have shown their ability and potential to reach the finals here. The great thing about Global Student Challenge is that it gives the students the chance to feel what it would be like to work in a construction company making high level decisions. I have no doubt that all of these finalists will be able to reach that level when they leave university.” The Glasgow Caledonian team beat SSTW Construction from Loughborough to the top prize while Smurf Village from the University of Hong Kong came third. The other three finalists were: UoN Nobbys from University of Newcastle, Australia, The Might Ducts from Curtin University and JJSV Constructions from Deakin University. Read more about the Global Student Challenge at www.ciob.org/global-student-challenge

18/08/2015 15:31

E Pictured: Team Saltire from Glasgow Caledonian University, winners of this year’s Global Student Challenge, with Professor Ghassan Aouad (also above).

Why do construction courses get cut in every downturn? Academic experts at the Global Student Challenge discussed how Universities can meet industry needs

t the Global Student Challenge, CIOB President Ghassan Aouad led a discussion on the way industry and academia work together by asking a tough question: construction contributes more than 10% of the GDP in most countries and is strategically important in every recovery, so why is the flow of qualified people to the industry cut every time there is an economic downturn? It doesn’t happen in other subjects, even where the employment of staff is equally volatile such as surveying, architecture and media studies. Academic courses have been criticised for being too academic and not meeting the needs of industry, so adapting to the current needs of the industry were recognised by academics attending the Global Student Challenge in Hong Kong as being of key importance.

RESPONDING TO DEMAND

degrees with a smaller number from architecture.” Traditional complaints about skills seem to have resonance throughout the world. “The industry complains that our students don’t know how to do things but we argue that we are providing education not training and after some time they will show much better progress,” says Monty Sutrisna of Australia’s Curtin University. Ron McCaffer, who previously taught at Loughborough University, believes that universities have to improve at selling the value of their work and research: “The responsibility for making the case is ours; we can’t expect companies to do it for us.” But Professor Aoaud noted that: “There is a difficulty in universities selling themselves. We were working on BIM 20 years ago but couldn’t persuade people to buy it.”

THE ROLE OF THE INSTITUTIONS Professional bodies can play a role in improving industry/academic relations, it was argued. One suggestion was that industry members, not just academics, sit on course accreditation panels. Tivendale felt that turning accreditation into a licence to practise could be an important step forward. “In Australia you need to be a member of the Australian Institute of Architecture to be an architect, but there is no similar requirement in construction, so we can encourage students, but industry has to be concerned about their memberships otherwise it’s very difficult to encourage existing members to upgrade or participate. So it’s hard to have a professional presence because the perception is that people are making money as individuals not as part of a body of professionals.

“ [Academics] see funding as finite and fear that if another university does well they will lose out. This is short-sighted and has to stop. We should work as a team.” pp52-53NR.indd 7

•

GLOBAL STUDENT CHALLENGE

Dr Michael Mak of Australia’s University of Newcastle explained that for the past 100 years they have offered programmes in building with bricks and mortar, but had moved with client demand and now concentrate on construction management. “Students from overseas such as Vietnam sometimes still ask for bricks and mortar but we explain that we don’t teach that any more. We need to keep up with how the world is changing so we have worked with the building authorities in Singapore who wanted a BIM certification for Singapore and we now offer a BIM programme to meet that requirement.” Recruitment of students is key and universities which are not in major cities can be less attractive. In Australia they have addressed this by adding

distance learning to their portfolio to attract from a wide catchment. “When students move to Dubai and UK on contracts they can still maintain their programmes. We need to follow where the students are.” Linda Tivendale, course director for the Bachelor of Construction Management at Deakin University, agrees that it is important to offer something attractive. “We offer courses over three trimesters, so a November start is not compulsory and some students can do things over summer. It is set up so students can complete more quickly, or more easily manage full time work at the same time.” One factor which impacts on the vulnerability of construction courses is the fact that the research is not a primary focus in construction departments. This makes the courses more expensive to run and less valued by the universities. In Professor Aouad’s opinion, construction academics do not help themselves either. “They see higher education funding as finite and they fear that if another university does well, they will lose out, so they don’t support each other. This is shortsighted and it has to stop. We should work as a team to get more money.” Dr Wilson Lu of Hong Kong University HK noted that its general boom in construction is not an entirely positive phenomenon. “We need 80,000 construction workers and while we get most from HK and some from SE Asia, we do not have enough and the result is cost overruns and delays.” As a result, companies are taking an interesting in Hong Kong University’s construction management course. “However, construction has an image problem so students choose building surveying,” Lu commented. “The majority of construction project managers in Hong Kong come from surveying

18/08/2015 15:31

MEMBERS

FORUM MEMBERS

FORUM

REGIONAL RETHINK FOLLOWS FEEDBACK

Jacqueline Balian, CIOB commercial director reports, from the CIOB Members Forum

CIOB Members’ Forum

Many organisations limit debate by coming to decisions behind closed doors in advance of AGMs or other set-piece meetings. While this can give the appearance of effective management, it does not improve understanding of the views, needs and aspirations of stakeholders. By contrast, the CIOB’s Members’ Forum provided a real opportunity for debate this year. A paper was presented on the direction of the development of the CIOB regional and local organisation. Proposals which had been worked up over 18 months by a team of members and independent researchers, were put to the meeting and members gave their feedback on development plans. The proposals covered the reform of communications, CPD activities and the organisational structure of the local CIOB and were debated by members of CIOB who had come together in Cambridge to help set the future direction of the organisation. Members praised the research and the high quality of the resulting recommendations and proposals. They were supportive of moves to provide a base line level of CPD which will be common wherever you are in the world. They were also supportive of a proposal to substantially improve communications by having a clear programme of differentiated email newsletters,

pp54-55NR.indd 8

produced by head office staff, to be added to with local information by local staff. Members were concerned however, about the proposed changes to the regional structure and their implications. Having heard the debate, the CIOB Board of Trustees elected to revise those proposals. All members were asked to input to the Members Forum website so that those who could not attend can get a real flavour of the debates and information on plans and developments. Members voted on the future of the Forum and agreed that it was important for the Institute to emphasise its international membership by holding the forum in the UK only every other year. Consequently the next Members’ Forum will be held in Hong Kong in 2016 to be followed by Cardiff in 2017 and New York in 2018. During the event, Chris Chivers took over from Professor Ghassan Aouad as president of the CIOB. He was highly impressed by the quality of debate

Far left: Chris Chivers, CIOB president. Above: Chris Soffe vice president, Paul Nash senior vice president, Ghassan Aouad, past president and Rebecca Thompson vice president

and the strength of the outputs of the Forum: “The effort put in at this event will make a significant change in next year and beyond,” he said. “The Institute is at the point of lift off. Things will never be the same again; the Institute will become more high-profile and people worldwide who have not engaged with the CIOB before will be motivated to join a body which is unique in the built environment. “The Institute is in a very sound financial position and will be using this security to develop services to help members do an even better job. I feel proud to be president at the start of a year of great change and development for our Institute and one in which the Institute and its members will make an even greater contribution to the quality of our built environment.”

•

> Read about all the news from the Forum at membersforum.ciob.org

“Things will never be the same again; the Institute will become more high-profile and people will be motivated to join a body unique in the built environment.” 18/08/2015 15:43

TRUSTEES TRUSTEES

ALL ON BOARD: MEET THE TWO NEW CIOB TRUSTEES

Two new Trustees have joined the CIOB Board. Here they share their plans for their new role |||| STEPHEN LINES FCIOB SENIOR COMMERCIAL MANAGER WITH QATAR RAIL “I joined John Laing Construction as an apprentice carpenter and Joiner in 1957 and the site work over the next few years gave me the grounding and the confidence to communicate at all levels be it at board meetings or on site. Spending 15 years with contractors, 11 years with PMC Consultants and 11 years as part of the Employers Team, I have seen the industry from all angles and am as much at home on a 100-plus storey luxury residential tower as I am now working on the Doha Metro. “Having delivered major projects in the UK and Ireland I am now in my 12th year in the Middle East having worked in KSA, UAE and Qatar on everything from hospitals to super high rise and retail to major heavy civil engineering projects. “Twenty-five years after my introduction to this fabulous industry through a trade’s apprenticeship, I realised that, although I had gained extensive work experience and attended regular training courses, I needed a qualification to support my career path. “Having investigated all the industry related qualifications and institutes I decided CIOB was the one for me so in 1999 I started on my route to Membership through the then DMX. I embarked on a night release program at Bexley College and in 2000 I achieved MCIOB and have never looked back. “My passion for the industry meant I was never going to be a back bench member and through involvement in CPD and the Dublin Branch I commenced my involvement leading to time

as an Ambassador in the UAE, Time Zone Representative, Committee Member and finally as the first Regional President for the Middle East. In 2012 I became a Fellow. “From my first Members Forum in Englemere, followed by Shanghai, Ascot and York, to last year in Doha, I have had an active involvement in workshops and meetings that have led to new policies and Institute change shaping CIOB for the next 10 years and beyond. So what next? “The next natural step for me was to be a part of the governance of the CIOB. Helping to support and develop new policy and ensure standards are maintained the role of a Trustee will put me at the core of CIOB where I can continue to be a part of shaping the future.”

|||| CHRISTINE GAUSDEN FCIOB SENIOR LECTURER AT THE FACULTY OF ARCHITECTURE, COMPUTING & HUMANITIES AT THE UNIVERSITY OF GREENWICH

past chair of the London and Dubai Branches and vice chair of the CIOB’s Facilities Management Group. She was part of the Latham Working Groups specific to partnering and equal opportunities. Gausden is a successful construction project with international experience specialising in the delivery of new build, refurbishment and fit-out projects for prestigious blue chip clients in both the public and private sectors. “I feel extremely privileged to be elected as a Trustee. I am passionate about all aspects of the built environment and I wish to further share my enthusiasm across all levels of the industry I would like to see the built environment become a positive career choice for young people and I wish to ensure the opportunity for continuous professional development for all levels of personnel. “Having substantive experience of the industry as a construction project manager I am now seeking to facilitate the requisite employability skill set for a future generation of professionals I would hope to be a positive role model in every regard.”

Gausden specialises in project and facilities management and is researching best practice, collaborative working and employability. She is

> Read about all the Trustees at www.ciob.org/ trustees

•

CIOB New Trustees

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Stephen Lines and Christine Gausden (below)

18/08/2015 15:43

Finalists - Who Will it be - 2015:Layout 1

29/7/15

12:04

Page 1

FIN A RESIDENTIAL UP TO 6 STOREYS

Owen Broadway ICIOB Bellway Homes Repton Gate Woodford Bridge

WHO WILL IT BE? If you thought the standard of finalists for CMYA 2014 was exceptional, just look across the page at this year’s talented people. Over the last four months the judges have assessed all of the submissions and nominations, have conducted interviews and made site vists throughout the country. Not everyone has achieved finalist status but those who have represent the very best in the industry. From Residential to Major Projects over £60 Million, the range of work achieved and expertly delivered is wide. A Gold and Silver medal is awarded in each category and are announced at the Construction Manager of the Year Awards dinner on October 8th at the Marriott Grosvenor House Hotel on Park Lane in London. Who from the ten Gold Medal Winners will be the 2015 Construction Manager of the Year?

Ian Burgess MCIOB Willmott Dixon Craven Park Neasden Scott Dunbar Hill Partnerships e Avenue Saﬀron Walden Joe Edwards Denmark & White Plots 1 – 7, Government Row Enfield Craig McKenzie McCarthy & Stone Holmes Place Crowborough Ian Wilson CCG (Scotland) e Observatory Glasgow RESIDENTIAL OVER 6 STOREYS

Leanne Broderick John Sisk & Son Phase Two Rathbone Market

Russell Hill Mace 3 Merchant Sqaure London

Either download a booking form from www.cmya.co.uk or call Lesley Curtis on 01344 630802.

Paul Will Ligh Popl Lon

NEW REF UP T £3 M

Step Kier Exet Scho

Rob ISG Ysgo Barr

Owa Kier King & Tr Brec

Patrick Egan FCIOB United Living Kingston Heights Kingston

To find out, reserve your places now. Demand for the premier CIOB event is always high and space is limited.

Truo Bou Ice H Bark

Neil Wat Buil Bold Univ Sout

Polly Mac e Batt

Coli Bou Nor Prim Lon

Darr Kier May Dart

Ian Scorgie MCIOB Midgard Kingston Riverside Kingston Jamie Street MCIOB Berkeley Homes Ebury Square London

Lee Hutchinson of Mace Construction Manager of the Year 2014

Thursday 8th October 2015 The Great Room Marriott Grosvenor House Park Lane, London

The Awards evening will be hosted and presented by Natasha Kaplinsky

With thanks to our Sponsors

Wi also

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Learn all about CMYA and book your table 56_57. cmya.indd 10 pp10-11 cmya.indd All Pages

18/08/2015 16:14

N ALISTS

Robert Woolcock ICIOB Willmott Dixon Queens Road Police Station Bridgend

Truong Hai Bouygues UK Ice House Quarter Barking

NEW BUILD & REFURBISHMENT BETWEEN £3 – 6 MILLION

James Day ICIOB Wates IRC e Verne Portland

Paul Worrell ACIOB Willmott Dixon Lighterman House Poplar London

Richard Bishop MCIOB Morgan Sindall King Richard III Visitor Centre Leicester

Stephen Foster Farrans Rabbsfarm Primary School West Drayton

NEW BUILD & REFURBISHMENT UP TO £3 MILLION

Lyndon Burrell Wates Garston Manor School Watford

Stephen Booth Kier Exeter Mathematics School

Adam Cannon MCIOB Wates Coleshill Leisure Centre Birmingham

Jason Giblett MCIOB Kier Fen Court & Whittle Building Old Peterhouse Courtyard Cambridge

NEW BUILD & REFURBISHMENT BETWEEN £12 – 20 MILLION

Robert Boyd ISG Ysgol Nant Talwg Barry

John Clarke Brymor e Smile Respite & Care Centre Waterlooville

Sean McNicholas MCIOB Willmott Dixon Bishopsgate House Darlington

John Fowler Vinci St John Bosco Arts College Liverpool

Craig Smith Robertson Redwell Primary School Alloa

Bryan Garner Willmott Dixon City Hall Leicester

NEW BUILD & REFURBISHMENT BETWEEN £9 – 12 MILLION

Matt Heshmati MCIOB Wates e Quest Academy South Croydon

Owain James ICIOB Kier King’s Meadow Gypsy & Traveller Site Brecon, Powys Neil Molloy MCIOB Wates Building 177, Boldrewood Campus University of Southampton Polly Priday ICIOB Mace e Powerhouse Battersea Colin Sanders Bouygues UK Norbury Manor Primary School London SW1 Darren Smoker ICIOB Kier Maypole Primary School Dartford

Drew Gibson MCIOB Wates Lloyds Register – Global Technology Centre Boldrewood Campus Southampton University Andrew Oliver Sir Robert McAlpine Platinum Mall Gateshead

Stephen Brook FCIOB Kier Sainsbury’s Portishead

Scott Sykes MCIOB Greendale Construction Blandford Brewery

Nick Butler ACIOB BAM Somerstown Central Portsmouth

Gary Wilson William Anelay Middleport Pottery Stoke on Trent NEW BUILD & REFURBISHMENT BETWEEN £6 – 9 MILLION

Simon Atkinson Willmott Dixon Greater Manchester University Training College Oldham

Steven Cheyne MCIOB BAM Johnstone Town Hall Renfrew Gavin Williams MCIOB Wates Debenhams Oxford Street Ian Williamson MCIOB Willmott Dixon Leys Leisure Centre Oxford

onsors

THE CHARTERED INSTITUTE OF BUILDING

Ryan Woolley Galliford Try Woodland View, Alderwood Chasewood Cannock

Gary Hills MCIOB Sir Robert McAlpine Eldon Square Newcastle upon Tyne Matthew Keefe Willmott Dixon Gildredge House Free School Eastbourne Matthew Kemp MCIOB Willmott Dixon Novotel Brentford Aidan Smith MCIOB Wates MTC: Aerospace Research Centre Ansty Sean Took Sir Robert McAlpine e Core Newcastle upon Tyne

NEW BUILD & REFURBISHMENT BETWEEN £20 – 30 MILLION

Paul Ansell ACIOB Hill Partnerships e Scene at Cleveland Place Walthamstow Paul Avery BAM Barclaycard Arena Birmingham Jeremy Cripps Wates South Hampstead High School William Gingell ACIOB Brookfield Multiplex Bridges Hall White Knights Campus Reading James McDermott Morgan Sindall Albion Square Whitehaven Tom Parrott Lend Lease BBC Worldwide Headquarters Television Centre London Kevin Sykes Wates Greenwich Gateway Pavilions NEW BUILD & REFURBISHMENT BETWEEN £30 – 60 MILLION

Steven Arthrell MCIOB Skanska South Essex College urrock Campus Lee Burnikell Laing O’Rourle Hopewood Park Roker & Mowbray Dementia Unit Sunderland

Christopher Carey FCIOB Turner & Townsend Battersea Power Station Development Jason Pink MCIOB BAM e David Hockney Building Bradford Ben Tominey Bouygues UK 71 Queen Victoria Street EC4 Mike Trigg MCIOB Geoﬀrey Osborne Kingfisher Court Radlett Dennis Wilson MCIOB Lend Lease Dorfman eatre Sackler Entrance & Max Rayne Centre South Bank NEW BUILD & REFURBISHMENT OVER £60 MILLION

George Amy Brookfield Multiplex Aldgate Tower, E1 James Carpenter ICIOB Kier Five Pancras Square, N1 Alasdair Fernie FCIOB Brookfield Multiplex South Glasgow University Hospital & Royal Hospital for Sick Children David Firth MCIOB Sir Robert McAlpine e Birley Building Manchester Deon Scholtz VolkerFitzpatrick Sainsbury’s Daventry Depot Darren Stoker Bowmer & Kirkland Aberdeen Business Park

With Gold and Silver Medals to be won in each category, these CIOB Awards reward individual management excellence. They’re also recognition of the quality of the contractors and clients who demand the highest standards and employ only the best people. CIOB, 1 Arlington Square, Bracknell, Berks RG12 1WA

at www.cmya.co.uk 56_57. cmya.indd 11

18/08/2015 16:14 11/08/2015 18:49

MEMBER BENEFITS FULL CORPORATE MEMBERSHIP OF CIOB brings with it many beneﬁts, not least the descriptors Chartered Construction Manager or Chartered Builder, the right to vote or to become a trustee. Being a member or fellow also gives you exclusive access to discounts and special deals on products and services that could enhance your professional development, help your business or boost your earning power. Products and services currently on offer from our special partners are listed below... IVE US CL BER X E M NT U MEDISCO

MASTERCLASSES Hill International LEARNING

There was a successful round of Masterclasses this spring, including those in Birmingham and Belfast. The events concentrated on delay, disruption, contracts and the latest developments in the

construction industry. Each concluded with a panel discussion and Q&A sessions. This October and November the events go global again, with events in Singapore, S. Korea,

Qatar and London. CIOB members are entitled to a discount. If you’ve not already downloaded it, contact Stuart Wilks for your free paper on assessing disruption in construction projects.

If you’ve not yet attended the leading educational event from the CIOB and Hill International, ensure you secure your place today – visit www.hillintluk.com or email stuartwilks@hillintl.com for more details.

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Willis Group works with specialist insurers to offer members unique business insurance packages that are competitively priced. As an added bonus, products purchased through Willis Group’s CIOB Insurance Services directly support the work of the Institute across the UK. Go to www.ciobinsuranceservices.com for more details

FINANCIAL PLANNING AND ADVICE St James's Place Wealth Management FINANCE

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As 2016 is now fast approaching, it’s crucial to ensure that you will be able to work at BIM Level 2 for the planning and control of your major construction projects in the public sector. Asta Powerproject BIM is an enhanced version of the Asta Powerproject scheduling software. A 4D-enabled application, it makes it easy to link your project plan and model together. Our short, online demo An Introduction to Asta Powerproject BIM demonstrates how this works in practice showing how you can quickly create your project plan directly from your IFC model ﬁle, compare planned and actual schedule plans, and manage large projects with the ability to save snapshot positions and more. Email enquiries@astadev.com and to view a demo visit https://attendee.gotowebinar.com/recording/4002738363941721602

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18/08/2015 16:19

NAL

OB’s ries

EAST OF ENGLAND

Gonville University and the ‘Keys’ to Restoration 2 September, 6pm Gonville & Caius College Cambridge Contact: mrix@ciob.org.uk Visit to Chiplow Wind Farm 10 September, 6pm, Docking, Norfolk Contact: mrix@ciob.org.uk Introduction to HS2 10 September, 6.30pm, SDC Training Centre, Bedford Contact: coh@ciob.org.uk Concrete Repair 16 September, 7pm, ARU, Chelmsford Contact: coh@ciob.org.uk Redland and Problems with Pitched Roofing 16 September, 6pm, venue tbc, Suffolk Contact: mrix@ciob.org.uk Visit to North West Cambridge 16 September, 6pm, venue tbc Contact: mrix@ciob.org.uk

Chartered Environmentalist Workshop 23 September, 4.30pm, Mace Business School, 1st Floor, 155 Moorgate, EC2M Contact: chierlehy@ciob. org.uk

Legal: Recent Construction Cases 29 September, 6.30pm, Cottons Hotel Knutsford Contact: kpercival@ciob. org.uk Thermal Imaging 1 October, 6.30pm, Irish World Heritage Centre, Manchester Contact: bbrown@ciob. org.uk

WALES

Ysgol bro Dinefwr – a Novus Wales Site Visit 1 September, 6pm, Bethlehem Road, Ffairfach, Llandeilo, Carmarthenshire Contact: vcoxon@ciob. org.uk NORTH EAST Vist to Llandysul School CDM: One Month to Go site 8 September, 6pm, 10 September, 5.45pm, Contact: dthorpe@ciob. Contact: vcoxon@ciob. org.uk org.uk SCOTLAND Decothane Ultra: The Site visit to Rhyl High EAST OF SCOTLAND next Generation in Liquid School Maxi Construction Site visit September, time tbc Waterproofing 22 September, 5.45pm, 15 September, 6pm, Contact: kpercival@ciob. Contact: wmarshall@ciob. Contact: dthorpe@ciob. org.uk org.uk org.uk CDM 2015: Are the WEST OF SCOTLAND PR workshop Changes Third Time Lucky? Glasgow PR Workshop two 30 September, Glyndwr 22 September, 6pm, day training Holiday Inn Darlington University, Wrexham 9 and 23 September, 9am- Contact: kpercival@ciob. North 5pm, Competence Matters org.uk Contact: dthorpe@ciob. Ltd, Glasgow org.uk Cost: £90, 10 places WEST MIDLANDS NORTH WEST available on first come, first Tollbar Island Presentation PR Workshop served basis. and Site Visit 3 September, 6pm, The Contact: lmckay@ciob. 16th September, 6pm, Liner Hotel, Liverpool org.uk Coventry Contact: hyorke@ciob.org. Contact: gfloyd@ciob.org. SOUTH EAST uk EAST MIDLANDS uk Site Visit to Thames Tower Health & Safety/CDM De Montfort University visit Site Visit Royal Liverpool Reading University Hospital 2 September Presentation 15 September, 6pm, 10 September, 2pm Contact: jnewton@ciob. 23 September, 6pm, Thames Tower, Station Contact: kpercival@ciob. org.uk Wolverhampton Approach, Reading org.uk When the HSE Inspector Contact: jwebb@ciob.org.uk Irish World Heritage Centre, Contact: joparker@ciob. Calls Paradise Circus Demolition org.uk 10 September, 6.30pm, 3 September, The Grill, – talk and site visit Visit to Bicester EcoTown Bostocks Lane, Nottingham Manchester, 24 September, 4.30pm, 16 September, 6.30pm, Contact: bbrown@ciob. Contact: jnewton@ciob. Birmingham Bicester EcoTown org.uk org.uk Contact: gfloyd@ciob.org. Contact: joparker@ciob. Claim Preparation and Late Foundation Solutions for uk org.uk House, Schools, Medical, Payments Worcester Bosch PR Workshop Retail & Commercial 29 September, Yew Lodge 29 September, 6pm, 24 September, 6.30pm, Structures Hotel, Kegworth Worcester The Lambert Arms Hotel, 10 September, 6.30pm, Contact: jnewton@ciob. Contact: jwebb@ciob.org.uk Irish World Heritage Centre, Aston Rowant, Oxon org.uk Contact: joparker@ciob. Manchester YORKSHIRE org.uk Contact: bbrown@ciob. IRELAND Sir Peter Shepherd Lecture org.uk CPD: Quality Assurance with York Guild of Building SOUTH WEST Update on Building Management System of 1 September, 6.30pm, Country Crafts and 4000 MW Qurayyah Power Regulations Bedern Hall York. Networking with Hog Roast Contact: sgiles@ciob.org.uk 16 September, 6.30pm, Station, Saudi Arabia. 16 September, DIT, Bolton Leyland Golf Club, Leyland, 8 September, 5pm The Visit to Sandtoft Roof Tiles Deer Park Cross Country, nr. 2 September, evening, Contact: bbrown@ciob. Street, Dublin Cheltenham org.uk Contact: mcoleman@ciob. Broomfleet. Contact: Jo Ward jward@ NHBC Presentation org.uk Contact: fevans@ciob.org.uk ciob.org.uk 17 September, The Liner Site Visit Fox Valley, Tree Root Protection Hotel, Liverpool LONDON Stocksbridge Seminar Contact: kpercival@ciob. 4D Modelling 9 September, 5.30pm 16 September, 6pm, org.uk Contact: fevans@ciob.org.uk 2 September, 6pm, Union The Trouville Hotel, Stay up to Date: Recent Humber, York & North Jack Club, SE1 Bournemouth Construction Cases Yorkshire Centre Contact: chierlehy@ciob. Contact: sholborn@ciob. Exposed org.uk committee meeting org.uk 22 September, 6.30pm Novus Challenge 16 September, 6pm, Hull. Leyland Golf Club, Leyland, ‘Disputemania’ CPD & Contact: fevans@ciob.org.uk 5 September, 9am, Dinner Contact: bbrown@ciob. CDM Fryland’s Wood Outdoor 17 September, 7pm, org.uk September (date tbc), Leeds Centre Pomme d’Or Hotel, Jersey NHBC Presentation Contact: fevans@ciob.org.uk Cost: £200 per team Contact: sholborn@ciob. 24 September, 6.30pm, Yorkshire Branch Member Contact: bgrange@ciob. org.uk The Liner Hotel, Liverpool org.uk Reception Update from the Guernsey September (date tbc) Contact: kpercival@ciob. Professional Review College of Further org.uk Workshop Contact: sgiles@ciob.org.uk 16 September, 6pm, Union Demolition/Refurbishment Education & Lunch Sheffield & South Yorkshire 24 September, 12.15pm, of Buildings and CDM Jack Club, SE1 Centre committee meeting 24 September, The Palace Guernsey Yacht Club Contact: sbriggs@ciob. 23 September, 6pm, Contact: sholborn@ciob. Hotel, Douglas org.uk Sheffield Hallam University org.uk Contact: kpercival@ciob. Contact: fevans@ciob.org. org.uk find out more about events in your area go to www.ciob.org.uk/regions or > To look out for your electronic news and event updates from your CIOB branch or CIOB centre. To receive information from the CIOB visit www.ciob.org.uk and log on to the members’ area to input/update your details and preferences.

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Contacts General Main CIOB telephone number +44 (0)1344 630700 Chief Executive Chris Blythe 01344 630701 Member Services Head of Member & Business Development 01344 630852 Change of Address 01344 630789/630731 Direct Debit Enquiries 01344 630831 Membership Certificates 01344 630720 Membership Enquiries/ Progression 01344 630706 Subs Enquiries (Members) 01344 630831 Training Partnerships 01344 630726 Certificate Ceremonies 01344 630785 SMTS Enquiries 01344 630742 Experienced Practitioner Assessed Programme (EPA) 01344 630887 Experienced Practitioner Assessed Report Route (EPAR) 01344 630887 Benevolent Fund 01344 630780 Professional Development 01344 630716 Library Enquiries 01344 630873/737 Head of Education 01344 630822 Adjudication and Dispute Resolution 01344 630732 Scholarship and Research 01344 630776 Chartered Building Company/ Consultancy Scheme Chartered Building Scheme Manager 01344 630746 Administrator 01344 630743

Publications Magazine subscriptions (non-members) 01344 630811 Construction Research and Innovation (CRI) 01344 630735 Construction Manager 020 7490 5636 Contact 07704 336835 Policy and External Relations Deputy Chief Executive 01344 630702 Press Office 01344 630766 Web Site Enquiries 01344 630738 CIOB International General Enquiries +44 (0) 1344 630791 CIOB Africa + 27 11 234 7877 CIOB Australasia +61 (2) 9816 4700 CIOB China East +86 21 2211 1556 CIOB China North +86 10 6528 1070 CIOB China West/South +86 23 3670 6360 CIOB Hong Kong +852 2543 6369 CIOB Malaysia +852 (603) 2284 5754 CIOB Middle East +971 (0) 4457 9107 CIOB Singapore +65 6334 4116 The views expressed in Contact are not necessarily those of the editor or the CIOB. The editor reserves the right to edit any article submitted for publishing. Printed on paper produced from a sustainable source.

CIOB Diary Dates

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DATESFORYOURDIARY

SEPTEMBER TO OCTOBER 2015

The Chartered Institute of Building

The Chartered Institute of Building is at the heart of a management career in construction. Our focus is on those entering and already in a management career in construction. By delivering qualifications and certifications that meet the needs of a changing industry. We work with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction. OUR VISION: Built environment professionals making a difference OUR MISSION: To contribute to a modern, progressive and responsible construction industry, meeting the economic, environmental and social challenges of a global society OUR VALUES: • Creating extraordinary people through professional learning and continuing professional development. • Promoting the built environment as central to quality of life for everyone, everywhere. • Achieving a sustainable future worldwide. • Being socially responsible and advocating exemplary ethical practice, behaviour, integrity and transparency. • Pursuing excellence in worldwide management practice and technological innovation rooted in evidence based research. • To be the inclusive valued Institute of choice for built environment professionals. We have over 47,000 members around the world and are considered to be the international voice of the building professional, representing an unequalled body of knowledge concerning the management of the total building process.

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Recruitment TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT TOM PEARDON ON T: +44 (0)20 7490 5595 E: tom@atompublishing.co.uk

Building for our future. Need CPD hours? Earn them at the National Trust. Join us in this ﬁrst for the National Trust, partnering with CIOB, to bring an insight into the behind the scenes work done by our Building Surveyors at 8 venues around England and Wales. You’ll get a chance to network with other buildings professionals afterwards, we’ll also include a tour of the property, and show you behind the scenes of our projects. Sign up to your nearest event Monday 14 September: Stowe House, Buckingham Tuesday 15 September: Quarry Bank Mill, Cheshire; Wimpole Hall, Cambridgeshire; Lanhydrock, Cornwall Wednesday 16 September: Dyrham Park, Gloucestershire; Hardwick Hall, Derbyshire Thursday 17 September: Petworth House, West Sussex Friday 18 September: Tredegar House, Newport Register by emailing ntcpd@atompublishing.co.uk

Classified

Quantity take-off and preparation of bill of quantities Validation of existing bill of quantities Accurate work to RICS standards Highly competitive rates Work completed within contractors tender period Transmit your dwgs to drop box, prompt electronic service • • • • •

SMM7 (Standard Method of Measurement POMI (Principle of Measurement for International) CESMM3 (Civil Engineering Standard Method of Measurement) NRM 1 & 2 (New Rules of Measurement) QSMM (Qatar Standard Method of Measurement)

Mr Owen McDevitt FCIOB,FBEng. Mr Ramesh Upadhyay BE Civil, MRICS Website: www.mthproject.com Mobile: (UK) +44 7869619021

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Specifiers’ pages TO SHOWCASE YOUR PRODUCTS ON THESE PAGES, CONTACT TOM PEARDON ON

T: +44 (0)20 7490 5595 E: tom@atompublishing.co.uk UNIQUE DESTINATION BURGER BAR OPENS - MADE FROM 100% UPCYCLED SHIPPING CONTAINERS

Mobile Mini, a leading provider of storage containers and portable accommodation, is helping to drive the trend in containers being used as premises, as a new diner opens in London this month, made entirely from three of Mobile Mini’s storage containers. Burger Bear is based at the new ‘Magic Roundabout’ development in the middle of Old Street roundabout in Shoreditch and specialises in gourmet burgers and music. It’s another example of business-savvy entrepreneurs who are turning away from expensive retail rentals, opting for cost effective shipping containers to get their dream businesses off the ground, by converting containers rather than take on expensive leaseholds or incur high building costs. In Burger Bear’s case, a stand out destination diner, that has been customised to owner Tom Reaney’s unique design specifications. Tom Reaney, owner of Burger Bear, who raised £36,000 through a Kickstarter campaign to get his venture off the ground, commented: “I love the look of the containers and they are very robust, cheaper and just a lot more fun for our customers. I’ve always liked to do things differently on the London streetfood scene, and Burger Bear will mix food and music in quite a unique way – a chance for people to ‘let loose’ in our container diner.”

FAST CURING COLD LIQUID SYSTEMS PROVIDE BLITZ WATERPROOFING SOLUTION Morris Blitz Court is a residential housing estate located in Hackney that has recently undergone an extensive amount of refurbishment works as part of the Decent Homes Programme. Included within the approved scheme was the refurbishment of all of the building’s balconies and walkways, as well as the transformation of the 1,000m2 concrete podium deck located above the car park into an aesthetically pleasing social space. Prior to any work commencing on site, Hackney Council hosted regular consultation meetings with all Morris Blitz residents where plans were presented and discussed. Upon receiving approval for the proposed refurbishment works the building was surveyed by flat roofing specialists Bauder to investigate the options available for improving the aesthetics and functionality of the podium deck, and to determine what course of action needed to be taken to ensure the building was watertight. The client’s main priority for the podium deck was for it to be totally free draining so that there was no standing water, which had previously caused problems. Various waterproofing system options were explored, however it was decided that Bauder’s cold liquid applied systems would be the most suitable solution given all the requirements. www.bauder.co.uk

A guide to converting storage containers and further information on Mobile Mini and its range of storage containers can be found at www.mobilemini.co.uk LEVOLUX LEADS THE WAY AT THE UEA The University of East Anglia has unveiled its Crome Court development, featuring a striking solar shading solution from Levolux. The solution comprised a colourful array of Glass Fins, along with Aerofoil Fins and Ventilation Louvres to screen a roof plantroom. Glass Fins feature a blue, turquoise or green coloured interlayer. T 020 8863 9111 E info@levolux.com W www.levolux.com

IT’S ESSENTIAL WIENERBERGER TO LAUNCH WIDEST RANGE OF READILY AVAILABLE SPECIAL SHAPED BRICKS In the latest drive to offer customers market leading products and services Wienerberger, the leading supplier of wall, roof and landscaping innovations, is set to introduce its ‘Essential’ range of special shaped bricks. The Essential range will offer the widest selection of readily available special shaped bricks in the UK with over 50 profiles included, covering the most popular British standard specials, which will be available in the Staffordshire Smooth Blue and the Staffordshire Smooth Red. The majority of these profiles will also be available in the Warnham Red Stock taking the total number of specials available in the Essential range to almost 150. For further information please visit www.wienerberger.co.uk/ CONSTRUCTION MANAGER | SEPTEMBER 2015 | 69

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Project of the month Exhibition Mews, Hampshire

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Editor Elaine Knutt Deputy editor Tom Ravenscroft Online production editor Lucien Howlett

Advertising manager Dave Smith Key account manager Tom Peardon Credit control Eva Rugeley Managing director Stephen Quirke

Art editor Heather Rugeley

used, including a gas condenser boiler and radiators, a mechanical ventilation with heat recovery (MVHR) system and stack ventilation throughout the house. Photovoltaic panels mounted on the homes’ asymmetrical saw-tooth roofs at an optimum pitch of 30 degrees, provide the homes with sustainable power. The living area of each home opens out on to own its own sunken patio within a shared communal garden that is “wild planted” to encourage natural wildlife habitats. Next to the terrace is a building that contains a communal recycling and refuse storage area for the three houses, with an attic built as a home for bats and eaves for house martins. Since the houses were built the government has scrapped its 2016 target for all new-build homes to be zero carbon. Robert Sakula, partner of Ash Sakula Architects, says: “I hope that all the research and development that we and the rest of the construction industry have done to create these kind of eco-houses will not be wasted in the light of the government’s recent change of policy, abandoning its target of all new houses being carbon neutral by 2016.” CM

Main picture: The terrace of eco-houses houses was built for housing association Radian Group Above right: The landing utility area has drying space beneath the high roof Right: The recycling building contains an attic home for bats with eaves for house martins Below: Each house’s sunken rear terrace leads on to a “wildplanted” communal green space

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Audit period: 1 July 2013– 30 June 2014

Subscription team Tel: 01344 630831 subenquiry@ciob.org.uk Or write to them at: CIOB 2nd Floor 1 Arlington Square Downshire Way Bracknell RG12 1WA

GARETH GARDNER AND STEPHANE ROCHER

SOUTHAMPTON-BASED contractor FE Chase has completed a terrace of zero-carbon homes in Whitehill Bordon, Hampshire, to a design by Ash Sakula Architects. Built for housing association Radian Group, the £600,000 development consists of three prototype affordable homes. The houses are the result of an open design competition run by East Hampshire District Council and Radian, and won by Ash Sakula in 2012, to design an adaptable eco-terrace to the highest possible sustainability standards. Each of the two-storey homes contains a kitchen/dining space and a living room on the ground floor divided by the staircase, with two bedrooms and a bathroom upstairs. The landing on the upper floor acts as a laundry area, with a washing machine and airing cupboard placed under a high roof opening, where a hanging clothes dryer is located. The Code for Sustainable Homes level 5 terrace is constructed from crosslaminated timber, and clad in sweet chestnut shingles and lime render on wood-fibre insulation as part of a highly insulated envelope. Internally, passive and active systems of comfort control are

Construction Manager Published for the Chartered Institute of Building by Atom Publishing Clerkenwell House 45/47 Clerkenwell Green London EC1R 0EB Tel: +44 (0)20 7490 5595 Fax: +44 (0)20 7490 4957 firstname@atompublishing.co.uk

Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by Headley Brothers Ltd. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566

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