Construction Manager July/August 2018

CONSTRUCTION MANAGER | JULY/AUGUST 2018 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

JULY/AUGUST 2018 For members of the CIOB

V&A DUNDEE

ON THE WATERFRONT

THE PRECAST CLIFF FACE OF THE V&A DUNDEE

constructionmanagermagazine.com 01.CMJuly18.Cover.indd 1

19/06/2018 11:03

For being ready

for the wellbeing revolution For Living

Is your business ready?

When you run a small to medium sized business, every employee plays a key role. The smaller your team, the bigger the impact a sickness absence could have on your ability to do a good job. So we offer quick access to diagnosis and treatment, to help get your team back to full-strength, sooner rather than later.

Yet there’s more to wellbeing than reacting to sickness absence. We believe you need to adopt a more proactive approach. It’s simple to start, visit bupa.co.uk/wellbeing-revolution and discover how our award-winning Bupa Boost app and expert advice on mental and physical wellbeing can help you keep your employees happier, healthier and thriving at work.

For making it work Increasingly, your employees will look to you to help them learn, track and look after their wellbeing. Here are some of the ways we support you as your health partner.

-W orkplace mental health hub We offer practical advice on mental wellbeing in the workplace, and how you can help your team. It’s there for all small businesses to use, with or without our health insurance, so you can take a look today. bupa.co.uk/workplace-mental-health -B upa Anytime HealthLineˆ Offers you and your team confidential advice and guidance from qualified nurses 24 hours a day, 365 days a year.

-B upa Boost Our award-winning app turns the goal of improving personal wellbeing into a fun, competitive and rewarding experience for your employees.

Call our friendly team to talk through our products and services. Speak to us on

0808 302 2510*

bupa.co.uk/business

ˆCalls may be recorded, and to maintain quality, a nursing manager may monitor some calls, always respecting the confidentiality of the call.

* Lines are open 8.30am to 6pm Monday to Friday. We may record or monitor our calls.

Bupa Anytime HealthLine and Bupa Boost are not regulated by the Financial Conduct Authority.

Bupa health insurance is provided by Bupa Insurance Limited, which is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

CONSTRUCTION MANAGER | JULY/AUGUST 2018 CONTENTS

07/18

In this issue

22

HUFTON + CROW

Switchboard +44 (0)20 7490 5595 Editor Will Mann 020 3865 1032 will.m@atompublishing.co.uk Associate editor Neil Gerrard 020 3865 1031 neil@atompublishing.co.uk Production editor Sarah Cutforth Art editor Heather Rugeley Community editor Nicky Roger Redesign art director Mark Bergin Advertising manager Dave Smith 0203 865 1029 Key account manager Tom Peardon 0203 865 1030 Credit control Eva Rugeley Managing director Stephen Quirke Circulation Net average 30,699 Audit period: July 2016 to June 2017 Subscriptions To subscribe or for enquiries, please contact: Subscription team Tel: 020 7199 0069 Or go online at: https://constructionmanager.isubscribe.co.uk Or write to us at the address below: Construction Manager Published for the Chartered Institute of Building by Atom Publishing, 3 Waterhouse Square, 138 Holborn, London EC1N 2SW Tel: +44 (0)20 7490 5595 firstname@atompublishing.co.uk Editorial advisory board Mark Beard FCIOB, Ann Bentley, Ian Eggers, Peter Caplehorn, Harvey Francis, Professor Jacqui Glass FCIOB, Paul Morrell, James Pellatt, Nick Raynsford, Richard Saxon, Andy von Bradsky, Phil Wade 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 The Wyndeham Group. All rights in the magazine, including copyright, content and design, are owned

by CIOB and/or Atom Publishing. ISSN 1360 3566

16

28

30

Prelims 04 Building Control 08 Mace’s Stephen Jeffery 10 CIOB president Chris Soffe 12 Chris Blythe 14 Feedback: Readers’ views 16 Female workers on Big Ben

20 22 26 28 30 34 36

42 43 44 46 58

Experts CDM and Hackitt Hackitt’s ‘golden thread’ Cladding replacement Corporate manslaughter Training and recruitment

48 49 54

Community Rebecca Thompson’s year Members’ Forum in Toronto Zero-carbon self-build

Insight • Onsite Envelope: Facade fire safety Envelope: V&A Dundee Envelope: Prater at Wimbledon Envelope: Roofing Working at height: digital tech Commercial risk survey Round table: BIM and FM

3

03.CM.July18.Contents_sc.indd 3

18/06/2018 17:06

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

04-18

Prelims THE LATEST NEWS, PEOPLE AND COMMENT

06 08 10 12 14 16

SITE SAFETY ROLE AFTER HACKITT MACE CHIEF TECHNICAL OFFICER CIOB PRESIDENT CHRIS SOFFE CHRIS BLYTHE FEEDBACK: READERS’ VIEWS FEMALE WORKERS ON BIG BEN

Analysis

Taking back control?

If some viewed building control as one of construction’s sleepy and unglamorous backwaters – then the last few months have been a rude awakening.

Since the Grenfell disaster, building control has been under the spotlight like never before.

In her independent review into Building Regulations and fire safety, Dame Judith Hackitt identified a need for reform of building control procedures, particularly regarding high-rise residential buildings (HRRBs), and proposed a new way forward.

ILLUSTRATION: MARCIN WOLSKI

DAME JUDITH HACKITT’S RECOMMENDATIONS FOR REFORM OF BUILDING CONTROL HAVE SHARPLY DIVIDED PUBLIC AND PRIVATE INSPECTORS. NEIL GERRARD LOOKS AT THE ARGUMENTS FROM BOTH SIDES

4

04_06.CMJuly18_prelims_sc.indd 4

19/06/2018 13:01

CONSTRUCTION MANAGER | JULY/AUGUST 2018 PRELIMS

The view from CM’s reader panel Are Hackitt’s building control proposals a move in the right direction?

For daily updates on the latest news, go to constructionmanagermagazine.com

“It is clear that allowing developers to choose their own regulators has to stop. Dame Judith has a clear way forward” Paul Everall, LABC

She had been critical of both private approved inspectors and Local Authority Building Control (LABC) in her interim report late last year.

The partial privatisation of the sector in 1985, which created the first approved inspector body, the NHBC, brought in competition between public and private regulators. The aim of introducing private approved inspectors – initially only for residential but since April 2013 covering all building work – was to inject more commercial awareness and customer focus.

But in her interim report, Hackitt concluded that while overall customer service standards had risen, the part-privatisation of the regulatory function had created “unintended consequences” and a “difficult trade-off” between building control bodies (BCB) competing with one another for business while still ensuring rigorous certification with all the requirements of Building Regulations.

Some private approved inspectors felt the playing field was not level, because they need formal qualifications and approval to practise and yet lack the enforcement powers of their local authority counterparts, and were hopeful Hackitt favoured requiring all BCBs – public and private – to be licensed through an independent regulator in the way that all cars face an MOT. They anticipated this might take the form of a scheme like the Construction Industry Council Approved Inspectors Register (CICAIR), extended to all BCBs. As it turned out, this wasn’t the path she chose. Instead, in her final report Hackitt effectively recommended excluding private approved inspectors from providing their

services on HRRBs. She said there should be a single regulatory route for oversight of HRRBs through LABC, via a new regulatory framework called the Joint Competent Authority (JCA).

There would still be a role for approved inspectors, who would be able to provide accredited consultancy and verification services to help dutyholders meet their new responsibilities, she added.

Assad Maqbool, a partner in Trowers & Hamlins’ projects and construction department, suggests this was the right decision: “The Construction Industry Council must look at whether the introduction of private sector approved inspectors is adding to the problems with quality control in the industry. The decision as to which approved inspectors to use is sometimes made on a lowest-cost basis and is part of the ‘race to the bottom’ – choosing approved inspectors who are able to charge the lowest costs by stripping back the level of supervision and oversight.”

LABC, which represents more than 3,000 public service building surveying staff, has welcomed Hackitt’s proposals and pledged to help implement all her recommendations.

Chief executive Paul Everall says: “It is clear that allowing developers to choose their own regulators has to stop. Dame Judith has a clear way forward which LABC supports fully and we have already put in place the steps needed to move to a completely independent and competent regulator.

“Public service building control has the skills, competencies and the capacity to deal with the regulation of all buildings in the scope of the review.”

LABC announced shortly after the Hackitt review was published that the first wave of local authorities working to its new, independently audited national standards had all passed their ISO audit.

But private approved inspectors are far less happy with the outcome. Paul Wilkins, chair of the Association of Consultant Approved Inspectors (ACAI), said: “Overall we are

Peter Egan, director, EG Structures Building control needs to reform to meet current building quality requirements. It has suffered due to cut backs and local pressures resulting in a loss of in-depth knowledge of building methodology, with a growing work load. Grenfell has shown the result of this decline of investment.

The LABC has recently taken great steps in using technical apprentice schemes to develop the correct knowledge and professional standards across their membership.

This approach is an essential initial move in the right direction but we need to do more to take building control processes away from a tick-box compliance exercise into a detailed understanding of building science.

Peter Yohane, senior site manager, Crest Nicholson Regeneration The building control system needs reviewing because the inspectors have now become afraid of making any decisions and have started delaying projects.

Fire regulations are still not completely black and white and do not allow a straight answer from the inspectors on site. Extra training is required and perhaps there is a need for specialist inspections, especially on fire checks.

The inspectors I have worked with since Grenfell seem to not be sure which way to turn and they seem unsure who can assist them in their inspections.

disappointed that the review appears to remove the choice of using an Approved Inspector as a BCB on HRRBs which was a surprise, as was the fact that the report didn’t reflect the recommendations of the specific working group looking at this issue.”

The suggestion by the Hackitt report that approved inspectors would approve substandard work to win repeat business angers Geoff Wilkinson, managing director of approved inspector services firm Wilkinson Construction Consultants.

5

04_06.CMJuly18_prelims_sc.indd 5

19/06/2018 13:01

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Building control in numbers: 3,000: Estimated current number of LABC staff

90: Number of limited companies offering approved inspector services

“It seems the blame has been laid on the influence of the private sector coming in to compete with the local authorities, yet it was the local authorities that approved Grenfell Tower,” he says. “What we really need to see is the introduction of a proper licensing authority for all of these organisations.

“The majority of us actually expected that some form of approach along that line would be in the recommendations and I think we were quite shocked to see that it didn’t,” he adds.

Wilkinson raises a series of concerns, including what he calls the creation of a “two-track approach” to building control consents, with one system for HRRBs and another for all other buildings. He also fears that with building control already suffering a lack of resource, the JCA will draw in further staff from LABC while preventing the approved inspector system from helping “fill the gaps”.

That resource shortage is recognised by one former head of building control at a London borough who spoke to CM. “My finances were on a zero-based budget that received no contribution from the centre. The building control unit was downgraded to be a part of the planning department,” he says.

“Fortunately, an extremely high share of the market enabled me to finance good quality and competent resources, but I was aware that some of my contemporaries were unable to achieve the same.”

For Wilkinson, the issue of whether an inspector is private or public sector is a red

300,000: Number of building work projects approved by building control bodies each year

65-70%: LABC’s estimated market share

Grenfell Tower: Since the disaster, building control has been put under the spotlight

“The blame has been laid on the influence of the private sector coming in to compete with the local authorities, yet it was the local authorities that approved Grenfell Tower” Geoff Wilkinson, Wilkinson Construction Consultants

£750: Average private sector building control fee (2015/16)

£432: Average public sector building control fee (2015/16)

herring. Inspectors from either side will receive a payment for their work, he points out.

Instead, he advocates outline approval at planning stage, more detailed plan approval then a final certification stage to stop disasters like Grenfell occurring again. “It’s those things that need to be addressed, rather than whether it is in the private or public sector,” he says.

Meanwhile, a spokesperson for the NHBC says it is still reviewing Hackitt’s recommendations in detail, although the organisation makes it clear that it would like to see one regulatory body for all BCBs. Diane Marshall, NHBC head of technical services, recommends CICAIR’s remit is expanded to achieve this, while allowing LABC and the Association of Consultant Approved Inspectors (ACAI) to continue their roles as representative bodies for their members.

She advocates a single competency framework for all BCBs and mandatory common standards through a single code of conduct.

Marshall recognises the need for a “cultural shift” and recommends design approval prior to construction, as well as ensuring that a designated person takes responsibility for co-ordinating Building Regulations compliance throughout the design and construction stages.

Whether ministers now take up Hackitt’s recommendation in relation to building control remains to be seen. Meanwhile the debate about the two parallel systems of building control and the roles they should play looks set to continue. ●

‘New site safety role’ needed to meet Hackitt recommendations Construction projects will require a new role that combines several existing competences in order to meet a single, overarching set of safety requirements in the future – if the Hackitt recommendations are implemented.

That’s according to Martin Cox, head of health and safety and

CDM at construction and property consultancy Pellings, who has been examining the report.

Cox said Dame Judith Hackitt’s recommendations following her independent review into Building Regulations and fire safety would require a “gelling of competences”.

He explained: “Currently, a construction project will normally have a project manager, an architect, a quantity surveyor, and a structural engineer, plus other roles.

“Many of these professionals operate in their own specialist area, but the Hackitt recommendations require an understanding of how all

these competencies meld together.

Combining these areas of knowledge into one set of safety requirements will require professional knowledge across the CDM spectrum. There is no standardised accreditation for this process.”

For Cox’s full CDM perspective on the Hackitt report, turn to page 42.

6

04_06.CMJuly18_prelims_sc.indd 6

19/06/2018 13:02

MAPEI’S SPECIFICATION TEAM OFFER A FREE, EXPERT SERVICE, PROVIDING TAILORED ADVICE AND TECHNICAL ASSISTANCE FOR EVERY PROJECT. KEEP UP TO DATE WITH THE RIGHT SKILLS AND CORE COMPETENCIES AT RIBA ACCREDITED CPDS, MAPEI PRESENTATIONS AND TECHNICAL SEMINARS. 5TH SEPTEMBER RIBA CPD AND PRESENTATION AVOIDING CERAMIC TILING FAILURES PART 2 AND LIGHTWEIGHT TILING PRESENTATION 19TH SEPTEMBER RIBA CPD AND PRESENTATION DAMP PROOF MEMBRANE AND SUB FLOOR PREPARATION 17TH OCTOBER RIBA TECHNICAL SEMINAR ROUTE TO CONCRETE REPAIR 24TH OCTOBER PRESENTATION COATINGS AND RENDER PROTECTED EWI SYSTEMS 7TH NOVEMBER RIBA CPD FAST TRACK SCREEDS 21ST NOVEMBER TECHNICAL SEMINAR MASONRY STRENGTHENING 5TH DECEMBER RIBA CPD AVOIDING CERAMIC TILING FAILURES PART 1 & 2 ALL CPDS AND PRESENTATIONS COMMENCE AT 12 NOON AND LAST FOR APPROX. 40 MINS PLUS Q+A SESSION. BUFFET LUNCH AND REFRESHMENTS ARE PROVIDED TO BOOK A PLACE OR IF YOU REQUIRE FURTHER INFORMATION PLEASE EMAIL CPD@MAPEI.CO.UK

0121 508 6970 | mapei.co.uk

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Stephen Jeffery CV l Left school with "minimal" qualifications then went on to do a mechanical apprenticeship

What does the role of chief technical officer (CTO) involve?

I will oversee all things technical across the group. It is a step change for us as a business.

I have been here for 22 years, and for the last three I have looked after the construction technical services team. I am doing exactly the same as CTO as my construction technical services role – but group-wide.

Why did Mace decide to create the role now?

There have been a lot of advances in technology while Mace has expanded very quickly. Our buildings are changing rapidly, whether it be IT, building management systems or lift technology.

Mace has an innovation strategy, with key topics to focus on, so a key benefit of my role is pooling all those resources into a one-team approach.

What further technological advances do you forecast?

There are four or five key things we are looking at from an innovation perspective and one of those is drones. They are generally used for surveying but we are very interested in using them for cladding inspections. We are also very interested in using sensors, whether that is in offsite fabrication, materials tracking, or actually during the build. On productivity, where we expect a big drive from the government, we are using data and analytics to measure our performance.

New technology needs new skills. Do you have responsibility for retraining people?

Quite a lot. With smart buildings, every building is getting more complex, so we need to train up our M&E managers to make sure we have the most capable people on these projects. I also oversee our Mace business school, which is where we train our external supply chain. The business school has been going 10 years now and we have trained about 10,000 people through it. Keeping that going and coming up with new information and new course content is really important to us.

l Worked for two firms in his career: Rosser & Russell and Mace l Has spent 22 years at Mace (since 1996)

Interview

‘Our buildings are changing rapidly’ LONG-TIME MACE EMPLOYEE STEPHEN JEFFERY RECENTLY BECAME THE FIRM’S FIRST CHIEF TECHNICAL OFFICER. HE TELLS NEIL GERRARD WHAT THE ROLE INVOLVES

“Companies should be incentivised to set up factories, rather than passing the risk down the supply chain” Stephen Jeffery, Mace

How has the “jump factory”, used to build two residential towers at the N08 East Village development in Stratford, progressed?

Like any innovation, it is the learning that you get out of what you are doing. This is the first time we have used that technology in the UK. I think it has been used abroad before but to actually build a tall tower over a few days per floor and then be fitting out those floors more or less straight away, is unusual in the industry.

What we ended up delivering was 18 storeys in 18 weeks across two towers at the same time.

l In 2004, became Mace's M&E director, and was later closely involved with the Shard’s construction

l In 2012, became technical services director for Mace Group l In 2018, became Mace's first CTO

In a recent appearance in front of the Lords Science and Technology Committee, Mace CEO Mark Reynolds said there was a perception that offsite construction wasn’t “tried and tested”. What are you doing to change that perception?

On all our projects we have a prefabrication or offsite strategy. I think what Mark was talking about was pushing the boundaries on what was out there, as we are doing at East Village, and encouraging clients to invest in prototypes very early on. You need a bit of time and a full-team buy-in. Companies should be encouraged and incentivised to set up factories, rather than passing the risk down the supply chain.

Is there enough government support for technological advances in construction?

I am sure Mark would say the Treasury should invest more money. Procurement is the issue for us – we need a collaborative approach. If we come into the process as a constructor late on, quite often you are hamstrung in terms of what you can do. We need the procurement process to allow constructors to be involved very early so you can add in buildability, constructability, clean energy. You can carry out the detailed design and look at the sub-assemblies and the gains possible with DFMA [design for manufacture and assembly].

What other organisations do you work with?

I am heavily involved in the Lean Construction Institute UK. We are working very closely with the CITB, as well as BAM and Costain and Skanska. Most major contractors are on that forum. There are trials of e-learning at the moment, the idea being that they will be available to the industry next year.

I have also been working on Project 13 [a proposed industry business model to boost productivity in infrastructure delivery], leading the integrated work stream which is about changing procurement processes so the constructor is on board much earlier. ●

8

08.CM Jul18.prelim profile_sc.indd 8

18/06/2018 15:51

“ During the week, I’m busy carrying out key stage inspections.

On weekends, I’m focussed on ki of a different kind.”

Brian Hinchliffe Quality Team Building Inspector & 8th Dan Karate Expert

Brian’s a black belt when it comes to the skills needed for building inspection. He encourages consistency, leadership and technical expertise in site managers to help them meet build standards.

Find out more about what our people can do for you, visit www.nhbc.co.uk or call

0344 633 1000 NHBC is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

NHBC is registered in England & Wales under company number 00320784. NHBC’s registered address is NHBC House, Davy Avenue, Knowlhill, Milton Keynes, Bucks MK5 8FP.

M350_Construction Manager_People Power adverts_RHP_FINAL.indd 1

12/06/2018 13:39

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Interview

‘Build bridges, not walls’ CHRIS SOFFE IS THE CIOB’S FIRST US-BASED PRESIDENT. HE EXPLAINS TO WILL MANN WHY CLIMATE CHANGE AND COLLABORATION AMONG INSTITUTIONS WILL BE TWO OF HIS KEY FOCUS AREAS OVER THE NEXT 12 MONTHS

Inclusive language and strong environmental messages are not what we’ve come to expect from a US-based president. But that’s exactly how Chris Soffe, CEO of Gleeds Americas and the new Chartered Institute of Building (CIOB) president, communicates.

“Our global society faces huge challenges in terms of increasing urbanisation, outdated infrastructure, climate change and much more – but we are only going to solve them by working together,” says Atlanta-based Soffe, who becomes the institute’s first US president this month. “We need to be building bridges, not putting up walls.

“That applies to the construction industry too,” he continues. “These challenges have to be met by several institutions working together, including the CIOB. It is important that the institutions’ various initiatives coalesce with the aim of achieving common goals for the industry.”

UK-born Soffe, who has recently obtained dual citizenship, sees these infrastructure

and urbanisation challenges at first hand in his home city.

“In the 30 years I have been in Atlanta, the population has grown from 2.7 million to 6.5 million, and the traffic congestion is terrible,” he says. “We’ve been trying to pave our way out of the problem but it’s not the solution. We are big proponents of expanding rapid transit systems, a far more sustainable approach to urban transport, but that’s not happening here at present.”

Soffe is waiting to see what impact current infrastructure planning might have on the city’s gridlocked traffic. Use of PPPs – or P3 in the US – may be key to financing new projects.

“We’re trying to build on what the UK and Europe has learnt. Unfortunately, PPPs don’t have a great image in the UK at present and, as individual states have to pass the P3 legislation, we need ‘buy in’ from the public sector. Georgia has now passed it. So that’s progress.”

On sustainability, Soffe is at odds with the White House’s attitude. “We can’t have

that head-in-the-sand attitude on climate change,” he says. “In any case, it is out of step with much of the country. There may be a perception that the US has turned its back on the environment because the administration has said it would withdraw from the Paris Agreement, but that’s not true. California and other states will adopt its goals regardless of what the federal government says.

“Also, at a project level, we are delivering greener and greener projects, which is what clients want.”

Many of Gleeds Americas’ projects have achieved LEED (Leadership in Energy and Environmental Design) certification, the rating system established by the US Green Building Council. These include the 12,000 sq m expansion of Kennesaw State University in Georgia, which achieved LEED silver, and the Riverside EpiCenter recreational facility in Atlanta, another silver rated project, where sustainable measures included recycling or salvaging more than 80% of construction waste.

10

10_11.CM July18.Prelim.president_sc.indd 10

18/06/2018 15:58

CONSTRUCTION MANAGER | JULY/AUGUST 2018 PRELIMS

Chris Soffe CV l CEO of Gleeds Americas. l Regional director on the Gleeds International Board.

l Responsible for North American and Caribbean operations with offices in Atlanta, New York, Chicago, San Francisco,

“We’ve seen LEED principles introduced into building codes and legislation, and even when clients don’t want the LEED certification, they do want the low energy use and low lifecycle costs,” explains Soffe. “Given the scale of infrastructure development that lies ahead, we need to keep a focus on sustainability and climate change. The CIOB’s Carbon Action Initiative has a key role to play here.”

Digital innovation in Daytona Along with innovation in sustainable construction, Soffe has worked on projects which harness BIM and emerging digital technology. Probably the most impressive is the $400m (£300m) redevelopment of the Daytona International Speedway in Florida, including an extension of the grandstand with over 100,000 new seats, where Gleeds was procurement advisor and provided project reporting.

“The team laser-scanned the original structure and used that to create the 3D model and plan how the new structural steelwork – some 20,000 tonnes, hot-dip galvanised because of the marine environment – would be integrated into the grandstand,” explains Soffe.

“We took the design to 60% completion, and then procured using a design-and-build novation route, appointing one single contracting entity as there was a drop-dead delivery date with major financial penalties for any overrun (it was delivered on time). The construction team was virtually paperless, using large screens to display drawings in the project office, and iPads on site.”

New steelwork on the grandstand extension at Daytona International Stadium, where Gleeds was procurement advisor and provided project reporting

Austin, Charlotte, Nashville and LA. l US-based for 30 years, instrumental in bringing Gleeds to the USA.

l Fellow of the CIOB, an Ambassador and a representative on the institute’s Members’ Forum.

Soffe is excited at the potential of digital technology to transform the industry. “When I started in the industry 47 years ago there were no calculators,” he says. “It’s an exciting time to be beginning your career.”

Does he feel the UK and other construction industries have much to learn from the US? “What I do like here is the ‘can do’ culture,” he says. “No matter the obstacle, there is a psyche that exists about meeting the programme and getting the job done well. I liked that when I first moved here and still do.”

But he adds: “I think there are plenty of areas where the UK construction industry is ahead of the US. We’re starting to see more modularisation over here, particularly for anything with repetitive build elements like hotels and prison cells, but the UK has been through Egan and Latham, and I don’t think the US is necessarily any more advanced or productive with offsite manufacturing.”

Culturally, he adds, the US construction industry faces similar issues to the UK. “We still see major projects running into difficulty,” he says. “The new Mercedes-Benz Stadium in Atlanta is at least 50% over its original budget. Compare that to how cost-effectively the London Olympics venues were delivered.

“We also see much stronger health and safety and quality management processes among firms from the UK and Europe,” Soffe continues.

“Construction sites in the UK are safer than in North America. When firms like Balfour Beatty, Skanska and Turner Construction came to the

l Fellow of the RICS and serves on the Americas Leadership Board.

Chris Soffe on…

Modern slavery “The CIOB has led the way in bringing this issue to the fore. Is it a problem in the US? Almost certainly. We’re talking about how we could use the CIOB’s groundwork and work with a body like the CMAA [Construction Management Association of America] to push the message here too. But we wouldn’t call it ‘slavery’ – that word has big negative connotations here – we would probably say ‘worker exploitation’.”

Diversity “We don’t have enough women in construction and we have a poor record on pay parity. We need to address both issues. When you consider we also have a skills shortage, why aren’t we doing more to bring women into the industry?”

Conservation “The built environment’s heritage is a part of all our lives and as construction professionals we have a central role to play in preserving it.

Rebecca Thompson [2017-18 CIOB president] has done great work to raise the profile of the conservation sector.”

US they brought a culture of quality and safety very different to many US firms.”

But he acknowledges quality management, in the UK at least, looks in need of an overhaul. It will be a key topic at the CIOB’s Toronto forum, with the findings of the Quality Commission, led by past president Paul Nash, up for discussion.

“Grenfell was a terrible tragedy and it’s sad that an event like that had to happen to show that inadequate construction quality can cause loss of life,” says Soffe. “We need to look at the whole chain of responsibility from client down through the professions to the labour on site. We need to engender a culture of responsibility where anyone who spots anything amiss should report it. That’s what has changed in the safety culture over the last 25 years in UK, and it’s made a huge difference.”

He praises the CIOB, RICS and RIBA signing of the joint memorandum of understanding on quality: “It shows how the professions can work together to effect positive change across the industry.” ● 11

10_11.CM July18.Prelim.president_sc.indd 11

18/06/2018 15:59

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Chris Blythe

Chief executive CIOB

On any big construction site the number of people on site who are on the payroll of the big name on the door probably represents no more that 10%, if that. There could be up to 20 different payrolls working on the site: a curse or a blessing, depending on your point of view.

In the professional end of our industry, more and more people are giving up the wage-slave existence and taking the opportunity to pick and choose the work they want to do, and who they want to do it with. It might not always pay the top rate, but what is money when you are working in a manner at odds with your personal values?

This disconnect between how people want to behave and what happens when all the corporate stuff takes over is at the heart of the culture issues referred to by the Hackitt report and must surely be the reason why Dr Barbara Lane, one of the Grenfell inquiry’s expert witnesses, said that “any construction professional” would have known this was not right.

What is a construction professional? Does the Lane observation include anyone who earns a living from the industry or is it restricted to having a string of letters after your name – or is it determined by how you behave?

I recently had the pleasure of doing a skills test on an airline pilot to renew his rating to fly a single-engine aircraft. He has a licence but no letters after the name. His approach to the test was testament to the culture and professionalism in the industry. The culture is what drives the right behaviours.

Comment

Put the focus on professionalism so construction can take wing PUBLIC CONFIDENCE IN CONSTRUCTION IS KEY AND THERE’S A LOT THE SECTOR CAN LEARN FROM THE AVIATION INDUSTRY, SAYS CHRIS BLYTHE

Construction professionals should need to demonstrate that they too have specific competencies in critical areas and not just assume the “licence” they got 20 years ago covers everything. Clocking up CPD hours and gaming the CPD system to follow the rules is not right and paradoxically it is unprofessional as well.

Demonstrating competence There are, though, similarities between construction and aviation. The aviation industry is very fragmented. It is full of subcontractors – from pilots to baggage handlers to cabin crew to ground staff – in many different locations, working in an extremely dynamic environment.

While construction has made great strides with worker safety, there is, as Grenfell shows, some way to go when it comes to systemic safety.

For aviation, safety is what gives the public confidence and that attention to safety makes it the safest form of transport in the world.

There is cost-cutting and some of it seems tedious, but the issue of whether you get a free sandwich is not a safety issue. As the equipment becomes more sophisticated, so does the need for constant updating. Hackitt is asking the same questions. If you want to design, build and operate high-risk buildings, why shouldn’t you demonstrate you are competent to do so?

Perhaps another quality required of the professional is humility as well. ● This column is dedicated to 90-year-old regular Construction Manager reader Ralph Chapman.

CIOB takes role on competences steering group The CIOB is to play a key role in a new independent steering group that has been set up to take forward key recommendations from Dame Judith Hackitt’s review of Building Regulations and fire safety.

The Steering Group on Competences for Building a Safer Future is a sub-group of the Industry Response Group (IRG), which was

set up in July last year, following the Grenfell Tower disaster, and will be chaired by Graham Watts, chief executive of the Construction Industry Council (CIC).

The steering group will develop a plan for an overarching body to provide oversight of competence requirements, after the Hackitt Review identified a lack of

appropriate skills, knowledge and experience of those engaged in construction and maintenance of “higher-risk” residential buildings.

The work will be undertaken by 11 working groups, reflecting the work set out in the Hackett Review, and the CIOB will lead working group nine, which will examine enhanced competencies for site supervisors.

l The CIOB is seeking new recruits for its Business Development Board.

There are two vacancies and it is seeking expressions of interest from members and fellows in the UK and Ireland, with a view to taking up the role in September. Expressions of interest should be e-mailed to: jtalman@ciob.org.uk. The full terms of reference are available on request.

12

12.CM July18.Chris Blythe.prelims_sc.indd 12

18/06/2018 16:02

New ads CM 208_255 template.indd 14

19/06/2018 12:55

INSIGHT• ONSITE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

When are contractors guilty of corporate manslaughter? p46

Feedback A selection of readers’ comments about news and issues in the industry from www.constructionmanagermagazine.com CM 30/05 Fire doors Kenneth Hughes

As far as I’m aware [Kensington in urgent replacement of fire doors], fire doors are certified as resisting fire in a test rig for 30/60 minutes (as applicable) and may well not last for the specified period in a real fire. While I’m at it, I would also challenge the DCLG logic in removing the requirement for self-closing devices on domestic internal hallway fire doors.

Kris Hodgson

I completed the Q-mark fire door installers’ certification scheme before the Grenfell Tower tragedy happened.

It is not only how the door acts and performs in the case of fire, but the way it is installed. You can have A 30/60 minute fire door fail in only 15/20min if not installed correctly.

Alan Brown

As a timber door manufacturer and certified Firas door installer, it is important that the product is installed correctly to maximise the burn time of the product [the fire door].

CM 21/05 Hackitt report Colin McEwen

I think the report portrays what a lot of older construction professionals already felt about the industry. The findings should not be considered as only applicable to highrise residential buildings [HRRBs], but all buildings under multiple occupation.

Mark Beard

What Dame Judith proposes is excellent in its own right, but the real test will be whether it is the catalyst for changing our industry's approach to quality standards at all stages of design and construction.

Unless we embrace the spirit of Dame Judith’s report and more widely the CIOB quality commission recommendations, do not be surprised to find future governments bringing in increasingly strong regulations.

Eric Doel

I don’t think that the final report goes far enough. I would like to see much more stringent fire safety laws and regulations put in place to deal with not only high-rise or complicated builds but across the entire industry.

Apprenticeship starts have fallen to a level nearly 25% lower than a year ago

CM 18/05 Fall in apprentices Chris Connelly

I think that the reduction is due to the work-based learning contracts finishing in March 2019.

The contracts are paid for

by European money via European social funding and as Britain will be exiting Europe next year the providers are not accepting new apprentices.

After 2019 nobody knows how work-based learning will be funded.

Roy A

I am now retired, however when I first went into the construction industry as an apprentice joiner, firms were paying apprenticeship levies.

Why are companies now reluctant to pay these levies? They have probably benefited from levies paid to train my generation.

Are these the same companies who are bleating about the current skills shortage (because of lack of investment)?

CM 18/05 Seddon mental health push after suicide Ronnie Bailey

Sad as it is, why does the construction industry need to play a big role in this? Is that not the job of the NHS and the families? Next we will be having safe rooms on building sites and cuddling each other on a daily basis.

A building site is a dangerous place to be when you don’t have mental health – let alone when you have suicidal tendencies.

Brian Wood

Wow, Ronnie Bailey [comment above]: “Man up”, snap out of it, get a grip. This is all part of a macho male culture that has perhaps contributed to a young man’s death at 25.

I recall way back in the 1980s, the sports entrepreneur-cummanagement guru Mark McCormack identified three hard-to-say things: I don’t know; I was wrong; and I need help.

Some things and people, including the construction industry it seems, are slow to

change. Even sports teams have huddles and rather “touchy-feely” celebrations.

Perhaps, together with safe rooms, we might have clean toilets and altogether more welcoming environments.

Hoping Ronnie might have a heart…

Marjorie Brooker

What is even sadder is the response from Ronnie Bailey [comment above]. Such a typical, heartless and “big tough man” response.

I say well done to this company for their very proactive initiative. May more companies follow their lead. Not every construction worker has immediate family living in the same town or even the same country to be able to turn to in time of need.

A sensitivity to these issues has to be developed across the industry.

Ronnie’s response is an indication of just how urgently that is required.

Provide your own feedback on latest industry issues by posting comments online at www.constructionmanagermagazine.com or emailing the editor at construction-manager@atompublishing.co.uk

14

14.CMJuly18.feedback_sc.indd 14

19/06/2018 13:26

New ads CM 208_255 template.indd 14

12/06/2018 10:56

PHOTOGRAPHY © UK PARLIAMENT/ MARK DUFFY

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Ringing the changes: the female construction workers on Big Ben THE CONSTRUCTION TEAM ON THE £61M ELIZABETH TOWER RENOVATION PROJECT AT THE HOUSES OF PARLIAMENT HAS A STRONG FEMALE REPRESENTATION. CM SPOKE TO SOME OF THE WOMEN WORKING ON ONE OF THE UK’S HIGHEST-PROFILE HERITAGE PROJECTS

Charlotte Claughton, client-side senior project leader, UK Parliament Strategic Estates Charlotte Claughton has to juggle the considerations of numerous stakeholders, while overseeing multidiscipline consultant teams and contractors, liaising with everyone from the police to the yeoman usher. She says: “The refurbishment works must be carefully scheduled around the business of the House of Commons and the Lords. For example, division routes to MPs’ offices must be maintained in case a vote is called in the Commons.

This is particularly challenging as the only entrance to the Elizabeth Tower and the contractor’s site compound borders the offices to the Shadow Cabinet.”

Back row (left to right) Charlotte Claughton (Strategic Estates), Ellie Daniel (Cliveden Conservation), Isobel Brodrick (DBR), Debs Russell (Cliveden Conservation), Andrea Walker (Cliveden Conservation), Polly Westlake (Cliveden Conservation), Anthea McDermott (Currie & Brown), Tessa Blundy (Strategic Estates), Farren Parker (PHD), Tih Nee Tan (Strategic Estates), Jessica Nguyen (Strategic Estates), Hannah Baldwin (Strategic Estates), Áine Downie (Strategic Estates) Front row (left to right) Kalypso Kampani (Cliveden Conservation), Rosemary Sunderland (Cliveden Conservation), Karina Oyo (Strategic Estates), Heather Oakley (Strategic Estates), Renata Valnarova (Strategic Estates)

16

16_18.CMJul18.bigben_sc.indd 16

19/06/2018 13:35

CONSTRUCTION MANAGER | JULY/AUGUST 2018 PRELIMS

The number of stone repairs Clare HartleyMarjoram, engineer at Sir Robert McAlpine, has to manage

Tih Nee Tan, electrical engineer, UK Parliament Strategic Estates Design Authority

Johanna Berntsson-Ärje, fire engineer, UK Parliament In-house Services

Tih Nee Tan maintains parliamentary electrical design standards, undertakes stakeholder engagement on technical matters and reviews all active projects on the estate to check for compliance and quality of installations. Her job is made more complex thanks to the variety of legacy and new systems which need to be integrated. “I’m helping by listening to stakeholders and gathering feedback on what is essential for current operations. This will enable future integration of other features in forming a technical brief to the design team,” she says.

Johanna Berntsson-Arje has an “interesting challenge” balancing the safety of the building’s occupants with the need to protect the Grade-I listed Elizabeth Tower from fire. She is responsible for reviewing technical proposals and ensuring compliance with national and parliamentary standards. “The tower is approximately 100m tall but has not currently got any facilities to assist firefighters needing to access the upper floors to fight a fire,” she says. She is working with the project team and London Fire Brigade to improve firefighting access and ensure safe evacuation.

Shauna Farrell, construction manager, Sir Robert McAlpine

Clare Hartley-Marjoram, engineer, Sir Robert McAlpine

Shauna Farrell, who oversees around 15 trades and four engineers, must manage the constraints of the small footprint of the building and the scaffold access. There are multiple elements to consider, with internal refurbishments including installing a lift and M&E upgrades, along with refurbishing the roof structure, stonework and clock faces. Detailed planning of overlapping activities is key: “To facilitate the installation of the scaffold from the clock faces up to the spire, we had to remove sections of the cast iron roofs out of sequence in order to install beams through the building for stability.”

Clare Hartley-Marjoram manages the sequencing and quality assurance of a variety of subcontracts, through their design development, offsite manufacture and installation. Her job includes about 10,000 external stone repairs, and squeezing a passenger lift into the old vent shaft using a slim, 65m scaffold tower. “A point-cloud survey of the masonry ventilation shaft showed us exactly where existing obstructions are, and confirmed the lean from plumb. This leaves a tiny clear vertical zone to squeeze the lift car and its steel structure into,” she says.

10,000

17

16_18.CMJul18.bigben_sc.indd 17

19/06/2018 13:35

PRELIMS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

“When constructing the scaffolding, the relationships we developed made the process easier, even when one of the cranes we used developed a puncture” Claire Rae, UK Parliament Strategic Estates

Tessa Blundy, deputy head of architecture and heritage, UK Parliament Strategic Estates A member of the principal architect’s team, Tessa Blundy is responsible for ensuring that any alterations to the 17 listed buildings in the estate, which has 22 buildings in total, is of appropriate design and use of materials, approved under planning legislation and executed to a high standard of workmanship.

She says: “Challenging aspects of the proposal were the insertion of the lift, including openings in the historic building fabric, a new glazed enclosure at belfry level, and the introduction of additional mechanical and electrical services for fire safety.”

Claire Rae, assistant project leader, UK Parliament Strategic Estates A mobile crane with a puncture is a typical example of the unexpected challenges Claire Rae faces as she manages operational issues arising from the refurbishment of the Elizabeth Tower and liaises with internal stakeholders to advise on the impact to others on the site. She seeks permissions to allow planned activities to continue, as well as ensuring that work doesn’t introduce any security risks to the estate, which means working closely with security and parliamentary logistics to ensure agreement with all proposals. Everyone working on site has to be security cleared, which can sometimes be a challenge on a tight schedule. “When constructing the scaffolding, the relationships we developed made the process easier, even when one of the cranes we used developed a puncture,” she explains.

Anthea McDermott, senior cost consultant, Currie & Brown As a chartered quantity surveyor, Anthea McDermott has to keep the budget rock steady. Leading post-contract management, she works closely with the project team to manage the risk profile and its impact on cost, as well as with the contractor in order to mitigate and reduce the impact of change.

If anything is likely to make the numbers start to crumble, it’s the stonework repairs to the facade.

“Close inspection and complete scheduling of repairs weren’t possible until the scaffold had been fully erected,” she explains.

18

16_18.CMJul18.bigben_sc.indd 18

19/06/2018 13:35

New ads CM 208_255 template.indd 14

19/06/2018 11:17

INSIGHT• ONSITE | ENVELOPE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

20-40

Insight • onsite TAKING AN IN-DEPTH LOOK AT CURRENT ISSUES AND PROJECTS

22 26 28 30 34 36

HOW FACADE CONSTRUCTION CHANGED AFTER GRENFELL THE FACADE SECTOR HAS HAD TO OPERATE AGAINST AN UNCERTAIN AND CHANGING BACKDROP IN THE 12 MONTHS SINCE THE GRENFELL TOWER FIRE. FACADE ENGINEER TUDOR POP EXPLAINS CURRENT THINKING, AND LOOKS AT WHAT THE FUTURE MAY HOLD

ENVELOPE: V&A DUNDEE ENVELOPE: PRATER AND BIM ENVELOPE: ROOFING WORKING AT HEIGHT COMMERCIAL RISK SURVEY ROUND TABLE: BIM AND FM Just over a year has passed since the tragic fire at Grenfell Tower on 14 June 2017. It is likely to have far-reaching consequences for the construction industry, though it remains to be seen if and how the recommendations in Dame Judith Hackitt’s Independent Review of Building Regulations and Fire Safety will lead to legislative changes.

In this context, facade engineers and other construction professionals have tried to adapt their approach according to specific project needs. Advice has to take into account material and product type, the nature of the building, its use and location, while bearing in mind the possibility that the legislative framework may change.

This has led to a low appetite for risk in the real estate industry in relation to facades. The large variety of modern facade systems pose many different challenges, making it difficult to understand and address all the concerns. Those asking the questions do so from different positions: landlords, tenants, developers, contractors, insurance providers and consultants.

Additionally, there is scrutiny from an educated public and the media.

So it is very difficult, in the current climate, to “future-proof” the modern facade in terms of fire safety, unless cost and time are completely removed from the equation.

20

20_21.CMuly18.facade_sc.indd 20

19/06/2018 13:43

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE | ENVELOPE

Who will foot the bill for recladding tower blocks post Grenfell? p44

Performance of modern facades The modern facade is best described as the non-loadbearing enclosure of the building. It provides the weatherproofing and aesthetic identity of the building. There are, of course, other aspects which influence the taxonomy of facades, and quite often modern facades will employ at least some aspects of traditional methods and materials.

Curtain walls and rainscreen cladding are just two types of modern facades, though some of the most prevalent. The reason for their popularity is due to the seemingly unlimited variety of designs and materials which can be incorporated.

It can be argued that high-rise buildings have been made possible by the advent of the curtain wall in conjunction with vertical transportation (lifts).

The high-rise building is probably the epitome of modern architecture, not only because of the complexity of designing and building such structures, but also because they fit with the demands of an increasingly urbanised society. However, the performance of the modern facade is highly dependent on the successful combination of the right design with suitable materials, followed by correct installation.

Industry professionals have always been aware of the fire risks that construction materials carry. But there is a danger that new risks in modern facade construction may not be identified because of reliance on incomplete sets of parameters or tests – for instance, tests on materials carried out in a controlled “artificial” environment (laboratory tests) and use of systems which do not relate to real-life designs and uses.

High-rise buildings which undergo external refurbishment, as with Grenfell, are particularly challenging in this respect. The scenario is similar to car fuel consumption tests, where the

environment used for the tests is very different from the real-life use of the car – where the car always underperforms. The same can be expected where a modern facade is fitted on an existing building if there is no“real-life” test data relevant for that particular design and structure, and in that specific location. So, it is essential that buildings are tested for performance in use, and there should be a cohesive framework of checks which supports this.

Meanwhile, materials tests would benefit from a more realistic approach.

For instance, extending fire safety tests to include, as standard, the assessment of toxic emissions would improve understanding of system performance.

Since last year’s Grenfell fire, facade construction on existing buildings has come under scrutiny and, in some cases, cladding has been removed, as on this tower block in Billingham, north-east England.

Disruptive events and consequences Float glass and aluminium curtain walls were the disruptive materials and technology which changed the facade industry. Since their advent, technology and materials have evolved immensely, assisted by CAD and BIM. However, the fallout from Grenfell is likely to be even more disruptive. Testing of materials as installed has revealed deep flaws in how both existing – overclad – and new buildings have been designed.

It is not only aluminium composite materials (ACMs) which are under review, but also non-ACM materials such as high-pressure laminate (HPL), rendered

insulation systems, glass fibre reinforced plastics (GFRP) and insulation.

This puts immense pressure on the industry to change at all levels. On the transaction side, the pressure is on the vendor to demonstrate that the facade is compliant or low risk. But compliance may be very difficult – if not impossible – to demonstrate for many existing buildings due to the lack of original documentation regarding the base build construction. A property changes ownership many times and there is always the risk of that information being misplaced or lost.

There are already signs that insurance premiums are changing. Rectification work generally needs to be inspected by insurers, who may have their own opinion as to what is low risk. This may not correspond to what the insured party considers an acceptable remedial measure or what the Building Regulations accept (in their present form).

There is a knowledge gap between facade engineering and fire engineering which needs to be closed. This may take the form of an interdisciplinary and collaborative approach, which is always preferable to assessment in isolation.

For instance, in existing buildings, a facade fire risk assessment (FFRA) may be carried out by a facade engineer with relevant experience and knowledge.

This would then be reviewed by the fire engineer, who updates the building fire risk assessment (FRA) if required. The FFRA is then appended to the updated FRA which remains with the building.

While there is uncertainty over how the Hackitt report will be implemented, construction professionals should keep an open mind about its recommendations, and how they apply to all buildings, irrespective of height and materials used. ● Tudor Pop is a facade engineer at CBRE. 21

20_21.CMuly18.facade_sc.indd 21

19/06/2018 13:43

INSIGHT• ONSITE | ENVELOPE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

2,429

The museum’s facade is faced with 2,429 horizontal precast concrete panels

THE PRECAST CLIFF FACE OF V&A DUNDEE

HUFTON + CROW

‘FLOATING’ ON THE TAY WATERFRONT, V&A DUNDEE HAS THE SHAPE OF AN OCEAN LINER AND A PRECAST FACADE RESEMBLING THE CLIFFS UP THE COAST. WILL MANN SPEAKS TO THE CONSTRUCTION TEAM AHEAD OF THE MUSEUM’S OPENING THIS AUTUMN

22

22_24.CM July18.VnA_sc.indd 22

18/06/2018 16:15

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE | ENVELOPE

Client Dundee City Council Main contractor BAM Construction Architect Kengo Kuma

Engineer Arup Concrete structure Carey Steelwork structure Severfield

The new V&A Dundee will be one of the most spectacular buildings to open in 2018. Situated on the banks of the River Tay, the design by architect Ke n go K u m a d re w i n s p i ra t i o n from the Scottish cliffs and is also a nod to the shape of the nearby RRS Discovery, the last traditional three-masted wooden ship built in Britain, now a Dundee tourist attraction.

The three-storey building, which stands 18.4m high, has an extraordinary form, with no straight external walls.

Visitors arrive on a walkway, surrounded by water, which runs through a tunnel (pictured above). The facade is faced with nearly 2,500 horizontal precast panels to achieve Kuma’s desired “cliff face”.

Main contractor BAM began work on the £80m project in March 2015. The 8,000 sq m museum protrudes out into the river on reclaimed land, created using a vast cofferdam following excavations to 6.5m and with piles to depths of 11m.

The unusual shape of the building, which slopes inwards and outwards, is formed from a hybrid structural frame, using reinforced concrete for the core, internal and outer walls, with structural steel at first and second floors and roof level.

“The core is the backbone which gives stability,” explains Malcolm

Precast facade Techrete Value: £80m Programme March 2015: Construction begins

Left: The unusual sloped shape of the museum’s facade was inspired by the RSS Discovery (right of picture) Below: The BIM model shows the cast-in brackets for the precast planks

January 2018: Main contract completed September 2018: Fit-out scheduled to complete

Boyd, construction manager at BAM. “Shears extend outward from the core, supporting the leaning external walls.

The outside walls also depend on the floors and roof for stability, so the whole structure is interdependent.”

Some 11,343 sq m of formwork and 1,000 tonnes of falsework were used to create the external walls. The temporary works scheme was designed by a 20-strong team from Peri and manufactured in five locations across the UK and Germany.

Initially, a sample panel was created using 96 sq m of formwork, 16 cu m of concrete and 7.3 tonnes of rebar. “We tested a complex section of wall, with a sloping and sweeping curve,” says Boyd. “Reinforcement is normally set out with 150mm centres, but because of the slope and angle, these centres had to reduce where the wall starts to curve.”

Every shutter on the project was bespoke, with around 800 to 1,000 sq m per month manufactured. Construction on site required a team of 30 joiners, working in squads of four or five.

“The outward-leaning shutter would go on first,” explains Boyd. “We used EDMs to scan the shutter, take readings, and draw up a heatmap on screen. Green indicated areas where the shutter was within the required tolerance. Where there was amber and red, it was outside the required tolerance which meant adjusting the four corners of the shutter.

“The EDMs were linked to our BIM model for the project, so we knew precisely what the tolerances had to be.

It was quite unusual to use this process for formwork but normally we build vertical walls!”

The shutters also had to position the Halfen channels for the precast brackets. “The BIM model included the coordinates for where these

“We used EDMs to scan the shutter and draw up a heatmap. It was quite unusual to use this process for formwork but normally we build vertical walls!”

Malcolm Boyd BAM Construction

Halfen channels needed to be located,” explains Boyd. “The positions needed to be accurate to within 2mm either way for the Halfen channels. Once this was achieved, the steel reinforcement fixers came in and then finally we could fit the internal shutters.”

The temporary works were supported by a concrete base around the perimeter of the building, a 300mm thick slab on steel driven piles set out on a 3m x 3m grid, which was intended to be temporary. “After a discussion with the architect, we decided to retain the base for the ponds which encapsulate the building – the design concept is for the museum to appear as if floating in the river,” explains Boyd. “The rest of the pond bed we tanked later.”

The design of the building meant the temporary works also had to support the building during construction.

“Some of the shutters were 2m to 3m deep due to curves, so we had to strengthen the timber to transfer the loads from the permanent structure,” explains Boyd. “At various points where the shutters couldn’t support the loads, we installed mega shores, 17 in total, around the building.

“Our concrete subcontractor Carey employed engineering consultant Alan White to check how the loading paths in the structure were affected as the concrete pour progressed,” says Boyd.

23

22_24.CM July18.VnA_sc.indd 23

18/06/2018 16:15

INSIGHT• ONSITE | ENVELOPE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

8,787m

Precast specialist Techrete carried out two months of preparatory works on site, to ensure the 8,787m of planks were installed smoothly

“After each lift, they would analyse the loading and provide a new set of propping drawings, and we would add the extra props as required.”

The loading paths also dictated how the de-propping could proceed. This could only begin once the 682 tonnes of structural steelwork in the upper levels, which forms a diaphragm, was complete.

“The loads don’t run vertically, but in circular patterns down through building, so we had long discussions with structural engineer Arup about how to schedule the de-propping to avoid cracking,” says Boyd. “So we had to take a balanced approach. If removing props from the north elevation, we had to do the same on the south elevation, likewise with east and west. We worked from the top of the building down to ground level to progress the changing load paths from temporary to permanent structure.

The bespoke precast panels were installed in a 28-week period “This was all modelled using BIM. Arup shutter. When the concrete gets poured, had a deflection criteria model which the Zemdrain draws off the water.” showed how much each wall would deflect “The fixings Structural works completed in March and these were measured on site and were specially monitored using EDMs. If the structure designed with 2017, three weeks ahead of schedule, with came within 5mm of deflecting, there was marine grade the removal of the final shutter.

Specialist precast firm Techrete was a traffic light warning system to flag it up, materials to appointed for the job of designing, but fortunately that never happened.” ensure there manufacturing and installing the 2,429 Construction of the external walls would be no began in September 2015, when the corrosion given precast panels which form the V&A Dundee’s facade. It began design work on first shutter was positioned. Around the maritime the £5.6m precast package in June 2015.

2,300 cu m of concrete was used for the location” Archie BIM was used throughout. “Every external walls and 1,300 tonnes of reinFotheringham, single precast plank was modelled by forcement. Pours were limited to around Techrete Techrete, which allowed us to go into the 40 cu m at any one time, Boyd says. model, zoom in and spin the plank around The concrete itself has black pigment to check it fitted the design,” says Boyd. and is faced with Zemdrain, a form liner “Once we removed the shutters, the used in marine environments because of brackets for each plank were then located its water-resistant properties. “It also using coordinates taken out of the model, gives good consistency in the finish and EDMs were used to measure their and provides a dimpled effect similar position on site. Hooks were cast into the to a patio slab,” says Boyd. “Zemdrain back of each precast plank, so in theory comes in rolls, a bit like wallpaper, with once the bracket was located, as long as an adhesive layer that is stuck onto the

the precast plank modelling was correct, they should fit into position first time.

As it turned out, we had an issue with only one out of the 2,429 precast planks.”

Archie Fotheringham, northern region contracts manager for Techrete, adds: “The fixings were specially designed with marine grade materials to ensure there would be no corrosion, given the museum’s marine location.”

The manufacturing period, which occupied approximately 15% of Techrete’s production capacity, commenced in August 2016 and lasted for a year. The precast specialist also carried out two months of preparatory works on site, to ensure the 8,787m of planks could be installed smoothly.

“The programme was initially intended to install all planks in a 36-week period, but because of the BIM modelling and use of the EDMs, along with the preparatory site works, we were able to reduce this to 28 weeks,” explains Fotheringham. “On occasions we were installing up to 22 planks per day.”

The planks range from 0.9 tonnes up to 2.8 tonnes, and are up to 4m long.

“The higher level planks were fitted using mobile cranes, but the lower level sections, which are underslung, were installed with bespoke lifting equipment, which we designed with one of our specialist suppliers,” says Fotheringham.

The onsite installation of the planks commenced in March 2017 and was complete by the end of October.

BAM’s main contract completed in January, but it has been retained to help deliver the fit-out, which includes a restaurant, shop and exhibition spaces.

Part of a wider £1bn waterfront regeneration, V&A Dundee is to open in September. Appropriately, given the shape of the building, one of its first exhibitions will be on ocean liners. ●

24

22_24.CM July18.VnA_sc.indd 24

18/06/2018 16:15

ad.CMApr18.Solibri.indd 14

16/03/2018 10:35

INSIGHT• ONSITE | ENVELOPE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Prater’s BIM visualisation of its work at Wimbledon No 1 Court (below) and the actual construction project (right)

PRATER’S BIM SERVICE IS A WINNER AT WIMBLEDON ENVELOPE CONTRACTOR PRATER, A KEEN BIM ADVOCATE, HAS SEEN ITS INVESTMENT IN THE TECHNOLOGY PAY OFF WITH HIGH-PROFILE CONTRACT AWARDS SUCH AS WIMBLEDON’S NO 1 COURT. CM FINDS OUT ABOUT THE FIRM’S DIGITAL STRATEGY

For the past few years, Prater has made BIM investment a key strategic priority, becoming the first building envelope specialist to achieve Level 2 accreditation in 2016.

The company’s expertise has helped it win bigger and higher-profile contracts, and was central to its approach on the second phase of Wimbledon’s No 1 Court, completed in time for the 2018 Championships this month. BIM was a critical part of the project.

Appointed by main contractor Sir Robert McAlpine, Prater’s scope of works includes fitting a BEMO standing seam metal roofing system, a waterproof hot melt package, and cladding to the outer wall facade with Bailey soffits installed to both the inner and outer bowl.

“BIM has been crucial for this project primarily becauseof thecomplexgeometry of the roofing system,” says Adam Fisher, senior designer at Prater. “The inner bowl

soffits also incorporate a number of penetrations for lights and ventilation, so it was key to run clash detection to reduce interface risks with M&E. “To facilitate the smooth delivery, Prater and its trusted supply chain all worked from the same model, checking every interface as we went around the bowl. With the complex geometry of the system, this would have been incredibly difficult and time consuming to do in 2D.” The opportunity to put its BIM skills into practice at Wimbledon is reward for Prater’s investment.

“Although adoption throughout the construction industry has been slow, we’ve positioned ourselves at the forefront of digital engineering, investing a significant amount into BIM so far,” says managing director Gavin Hamblett.

“We do have some designers who are largely still working in 2D, but this is down to the design legacy of the large

“Ultimately our plan is that by 2020 our entire design team will be working in 3D design” Gavin Hamblett, Prater

projects they are working on. Ultimately, our plan is that by 2020 our entire design team will be working in 3D design.”

While investing in its people, Prater has also built on its offsite facilities to drive digitally led fabricated solutions.

“Initial investments were made into training and software, but we are now making strides in linking our 3D designs to automatic manufacturing processes,” says Hamblett.

“In 2017 we invested £200k into our factories and this year we will be making a similar investment. Equipment such as the new four-axis CNC machine installed at our Thurrock site allows us to upload files from the BIM model directly to the machine, rather than manually programming it for each work package. This has increased capacity at the factory and provides high-quality, highly precise components ready for installation on site.”

BIM models are also an essential part of the bidding process for Prater. “When we bid for major projects now, we not only produce a 3D or 4D model to clarify our scope and to animate the construction sequence, but we also clearly articulate our BIM proposal,” says technical director Stuart Whiting. “Clients like that as it demonstrates professionalism.”

Hamblett recognises that construction is only at the beginning of a long digital journey, but says: “Those with the ability to lead the necessary change must do so in order to future-proof our industry. At Prater, as we clarify our future-proofing strategy, we will be motivating our key supply chain partners to take the methodologies on board and do the same.

None of us can complete the high-profile projects we work on independently. We must take our collaborative working ethos found on site and implement it to other avenues within our businesses.

BIM is fundamental to this.” ●

26

26.CM July18.Prater_sc.indd 26

19/06/2018 13:47

Hundreds of the best jobs in construction.

Recruitment news and insight.

Employers seeking CIOB members.

www.constructionmanagerjobs.co.uk

Palmers Scaffolding UK Ltd. is one of the industry’s leading access, scaffolding and related industrial services providers. Since 1880, our people have made a difference using their skill, experience and dedication – providing creative solutions to the most complex issues of our clients.

We offer bespoke scaffolding & access solutions for the following industries: Petrochemical Power Generation Construction Steel Manufacture Rail Airports Infrastructure Industrial Marine Palmers Scaffolding UK Ltd. // 331 Charles Street, Glasgow, G21 2QA, UK // P +44 141 553 4040 // F +44 141 552 6463 // info@palmersgroup.co.uk // palmersgroup.co.uk

HAKI UNIVERSAL ADVANCED GUARD RAIL SYSTEM MAINTAINS COLLECTIVE FALL PREVENTION

NO ADDITIONAL SCAFFOLD MATERIAL REQUIRED NO TEMPORARY GUARD RAIL TO INSTALL OR REMOVE SAFE. SIMPLE. FAST. ADAPTABLE. SUITABLE FOR ANY SCAFFOLD AND ACCESS PROJECT

WWW.HAKI.COM

27.CMJuly18.indd 14

#GETHOOKED ON HAKI PRODUCTIVITY NOW

18/06/2018 16:56

INSIGHT• ONSITE | ENVELOPE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

IN PICTURES: SIX INNOVATIVE UK ROOFING PROJECTS SOME OF THE BEST EXAMPLES OF ROOFING DESIGN AND WORKMANSHIP ARE HIGHLIGHTED BY THE NATIONAL FEDERATION OF ROOFING CONTRACTORS AT THE UK ROOFING AWARDS. CM TAKES A LOOK AT SIX OF THE MOST INNOVATIVE PROJECTS FROM THIS YEAR’S ENTRIES

Imagine, Dorset This private house on the exclusive Sandbanks peninsula was named after the song by John Lennon, who bought a house on the site for his aunt in the 1960s. This Eclipse Roofing & Waterproofing project involved installation of a two-layer system comprising Soprema vented underlay and Optima mineral cap sheet to the main flat roof. Soprema Alsan PMMA resin finish was applied to the lower flat roofs of a new extension. Imagine was a finalist in the Small Scale Project category.

Hurst Castle, Hampshire Given its location on a shingle spit of land in the Solent, logistics was a major challenge for contractor Infallible Systems on this 16th century castle restoration, with materials transported via ferry then tractor.

The project included asphalt repairs to the West Wing roof, while the East Wing roof was completely stripped, then laid with 150 tonnes of sand and cement screed, under 300 tonnes of IKO Permaphalt mastic asphalt. The project was shortlisted in the heritage category.

Chester Bus Station A standout feature of this U-shaped building is the 3,434 sq m NatureMat sedum green roof supplied by Blackdown Green Roofs, working with Alumasc Roofing Systems, installed over a Kalzip standing seam roof. The installers had to contend with varied roof pitches of between 0-35°, and liaise closely with the designer and site teams. The project was a finalist in the Green Roof category.

28

28_29.CMJul18.roofing_sc.indd 28

19/06/2018 13:58

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE | ENVELOPE

Lancaster University Chaplaincy This modernist building, constructed in 1969, features three circular roofs, with a three-pronged spire that was suffering from water ingress but needed to remain operational during the refurbishment.

Contractor Permicoat addressed the problem by installing Sika Liquid Plastics’ Decothane Ultra waterproofing membrane.

The chaplaincy was shortlisted in the Liquid Award category.

The Bund, Salford Envelope specialist Longworth Building Services partnered with SIG Zinc & Copper to install elZinc Rainbow Gold Protect cladding for a new restaurant in Salford Quays.

The team collaborated with Reid Architects using 3D software to design and construct the building’s complex angular polyhedron shape. The project took the Industry Choice Award, voted by the industry.

For more details on the winners and finalists at the 2018 National Federation of Roofing Contractors awards, visit nfrc.co.uk

Victoria Royal Pavilion, Ramsgate This derelict Grade II listed former concert hall, built in 1903 as the centrepiece of Ramsgate’s sea front, was renovated to become the largest Wetherspoon’s pub in the UK. The zinc-covered crown and mansard roofs were re-established by contractor Full Metal Jacket, along with 10 circular dormer windows. The original design features had to be maintained, while incorporating up-to-date ventilation details. The pavilion won the Roof of the Year Award.

29

28_29.CMJul18.roofing_sc.indd 29

19/06/2018 13:59

INSIGHT• ONSITE | WORKING AT HEIGHT JULY/AUGUST 2018 | CONSTRUCTION MANAGER

VR training modules devised by eLearning Studios and GKR model safety concerns at different heights on a construction project

CAN DIGITAL TECH MAKE WORK AT HEIGHT SAFER ?

FROM NERVE-JANGLINGLY REALISTIC VIRTUAL REALITY TO AUTOMATED SCAFFOLD COMPLIANCE CHECKING AND EXPERIMENTS IN BIM, SOFTWARE INNOVATIONS ARE CHANGING THE PLANNING OF WORKING AT HEIGHT IN CONSTRUCTION – WITH SIGNIFICANT SAFETY IMPLICATIONS. STEPHEN COUSINS REPORTS

When scaffolding and access company GKR Scaffolding decided to roll out virtual reality training to its workforce, a key objective was to engrain safe behaviour by exposing them to highrisk situations impossible to simulate in the real world.

But no one anticipated the powerful psychological effects many operatives would experience as they witnessed hazardous working at height situations play out in front of them in an ultrarealistic immersive 3D world.

In one training scenario simulated in the system, a worker neglects to secure a ladder to a scaffold and subsequently falls into the road outside an exclusion zone and gets hit by a car.

Operatives, wearing a Samsung Gear VR headset and earphones, see the man fall, watch the ambulance approach, hear the sirens wail, and must then listen to an emotional phone call to the man’s wife after he is pronounced dead.

“The experience is so realistic, some operatives needed a break between training modules to unwind,” says Helen Gawor, business strategy director at GKR Scaffolding. “The discussion post-training is often very intense as operatives come to terms with the possible consequences of their actions and attitudes on site.”

VR training is one of a number of innovative software technologies being deployed on construction projects to improve the safety of work at height, as well as to streamline the design, planning and monitoring of work.

Scaffolders are taking the first steps into the world of building information modelling (BIM), sharing intelligent 3D models and exploring the benefits of 4D animation to plan erection sequences. Meanwhile, new software and smartphone apps make it possible

30

30_32.CM July18.height_sc.indd 30

19/06/2018 15:13

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE | WORKING AT HEIGHT

25 to conveniently and accurately check the compliance of scaffold designs, carry out inspections on site, and identify worrying trends.

Work at height remains one of the highest risk jobs in the UK. In 2016-17 it was the second biggest killer, responsible for 25 fatal accidents. The Work at Height Regulations (2005) require duty holders, such as main contractors, to ensure that workers are competent and trained in the relevant system of work and related equipment.

The VR set-up deployed by GKR Scaffolding is intended to reinforce its existing safety training and to help employees understand how catastrophic and severe incidents can result from poor planning and work practices.

It is hoped that by exposing operatives to real consequences in an immersive environment, their perception and awareness of risk is heightened, thereby increasing safety awareness and hazard identification, and bringing about behavioural change.

Complacency at lower levels VR training specialist eLearning Studios helped develop the three modules which cover safety concerns at three different heights on a high-rise building, starting at ground level.

“Counter-intuitively, erection of the lower gantry is where most incidents and near misses tend to occur because operatives are more complacent and lack the caution that comes into play when working 40-50 floors up where there are very few incidents,” says Gawor.

3D visuals are generated based on accurate BIM models of scaffolding produced in Revit, while an inbuilt physics engine can realistically simulate the effect of accidentally dropping a tool or scaffolding tube from height.

Another company exploring the benefits of VR training is powered access hirer Nationwide Platforms, which has just revealed details of the first large-scale deployment of a hybrid VR system designed to boost the safety of road workers repairing the M5 Oldbury viaduct.

The Highways England scheme will see a joint venture of BAM Nuttall, Morgan Sindall and VolkerFitzpatrick replace 2.3km of drainage under the viaduct and install formwork and shuttering required for more than 5,000 concrete repairs.

The simulator units, created by Canadian VR developer Serious Labs, combine a replica platform basket and control panel with a full-motiontracking VR headset, to mimic the sensation of operating real boom and scissor lifts in a range of applications,

“The VR technology bridges the gap between theory and practical training” Peter Douglas, Nationwide Platforms

GKR’s workers use a Samsung Gear VR headset and earphones for the training

In 2016-17 working at height was the second biggest killer at work, responsible for 25 fatal accidents

including different ground conditions, restricted access, overhead hazards and loading and unloading.

The system allows trainers to provide live feedback on operator skills and behaviour to encourage safer operation.

Peter Douglas, Nationwide Platforms operations director, tells CM: “The VR technology perfectly bridges the gap between theory and practical training.

The ability for operators to make mistakes in a safe and controlled environment prepares them for how to react to danger and gives them a valuable experience that we feel will reduce the number of potential accidents on site, as well as damage to buildings and equipment.”

BIM processes and technology have gained widespread use among architects, structural engineers, and main contractors, but there has been limited impact to date on specialist subcontractors, including temporary works contractors that install scaffolding, props, falsework and formwork.

A key issue is different interpretations of BIM requirements, and related software, among main contractors, which can make it difficult for SMEs to throw their hat behind a single system.

The drive to bring projects to site can also preclude SMEs’ involvement in early design, says Garry Fannon, head of BIM at Willmott Dixon.

“Some large scaffolding firms offer us 3D BIM models on big projects,” he says. “However, we typically face tight time restrictions on project planning.

The customer needs to understand the value in doing more upfront design and planning in the virtual world.”

However, there are signs that interest in BIM is increasing in the supply chain, with some firms seeing the technology as a means to differentiate themselves from the competition.

31

30_32.CM July18.height_sc.indd 31

19/06/2018 15:14

INSIGHT• ONSITE | WORKING AT HEIGHT JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Using software to check scaffold designs

“3D PDFs are useful to help the main contractor or building owner, who are less familiar with technical scaffold drawings, understand the structure”

TG20:13 compliance can be verified online

Sean Pike, Layher

Civil and structural engineering software developer CADS says it has received more enquiries in recent weeks from scaffolders interested in BIM functionality within its new design software Smart Scaffolder.

The platform includes a BIM Toolbox module that enables users to build an accurate 3D scaffold model for a project, then export the file in open standard Industry Foundation Class (IFC) format for use in any BIM authoring software, including Revit.

Terry Roberts, software development manager at CADS, says: “The tool allows scaffolders to accurately coordinate the model to generate pricing information, construction drawings and material lists in line with the main contractor’s BIM model. Once in Revit it can be used to plan construction sequencing and the scaffold erection process in line with the programme.”

The latter process, known as 4D BIM, offers many potential benefits when planning work at height, says Fannon.

“If you know a mobile elevating work platform (MEWP) is working along an elevation where there is an open trench nearby, there may be justification in planning the work more fully to ensure the vehicle does not come near the trench,” he observes. “4D can be very useful at certain pinch points in the programme.

Layher’s PickList calculates load weights

There is definitely an appetite for it and our planners are trialling the techniques and building up their skillsets.”

Also innovating in response to the industry-wide drive towards BIM is scaffolding supplier Layher, whose software LayPlan OEM makes it possible to generate accurate 3D models and animations of scaffold designs.

Designed for use with the company's modular scaffolding system, the tool makes it possible to transform regular designs produced in the sister product LayPlan Classic into detailed 3D models that can be viewed as realistic static 3D renders or as walkthrough animations.

“These 3D PDFs are useful to help the main contractor or the building owner, who are less familiar with technical scaffold drawings, understand the finished structure,” says Sean Pike, managing director of Layher’s UK operation. “While the product is not fully BIM-ready at this stage, that is coming in the near future.”

The inherent risks of work at height may drive the deeper integration of temporary works into BIM following the introduction of the BIM Level 2 specification PAS1192-6 earlier this year.

The specification sets out requirements for the collaborative sharing and use of structured health and safety information and emphasises the need to identify and share “foreseeable risk” across teams much earlier on and throughout a project’s life cycle. This makes a strong case for bringing safety-critical activities such as falsework and scaffolding design into BIM much earlier than at present.

“We should be using the model to highlight areas of high risk, for example a birdcage scaffold being erected inside an atrium. Exclamation mark symbols can be added in to highlight a high-risk element of work that requires a specific method statement,” says Fannon. ●

Structural design calculations for scaffolds are critical to substantiate loadings, stability and rigidity, a process that was made simpler last year with the launch of the TG20:13 eGuide for tube and fitting scaffolding.

The eGuide, for PC, Mac and tablet devices (an Android version was launched last month) makes it possible to check that designs for standard scaffolds comply with good practice set out in the TG20:13 guidance by the National Access & Scaffolding Confederation (NASC).

The tool asks users to select the dimensions, loading, height and other criteria for a scaffold, then selects up to three suitable designs that comply with good practice, from a pool of several thousand.

An “enhanced” version is integrated into CADS’ Smart Estimator tool (pictured above – part of the Smart Scaffolder suite), which can automatically verify the compliance of all scaffolds across a 3D project model.

If a non-standard design is found, such as structural scaffolding, shoring for demolition or a large cantilever, it is flagged up, ready for a temporary works engineer to develop a bespoke design.

Terry Roberts, software development manager at

CADS, says: “If you have a more complex job with hundreds of scaffolds it will run through them all and produce a separate report for each one. The reports can be passed on to the main contractor to unambiguously demonstrate which scaffolds are compliant, with supplementary designs for those that aren’t. It’s a great tool for auditing and health and safety procedures.”

Apps are also making the lives of site managers responsible for weekly scaffold inspections easier by driving out the need to file paperwork, which can be a burden on complex sites with hundreds of small scaffolds.

The Smart Inspector app helps users manage the inspection process, using drop-down menus to record faults, attach photos and videos, then track any issues to ensure they have been corrected and reinspected.

“Main contractors can log into the system and access the inspection history to identify any recurring issues that may need addressing, perhaps resulting in the need for toolbox talks for the workforce,” says Roberts.

Such improved oversight could prove critical in reducing the disproportionate number of injuries and fatalities associated with work at height.

32

30_32.CM July18.height_sc.indd 32

19/06/2018 15:14

ed Unm atch pp o r t s t ock su off-th ewith fa s t, la bilit y sh elf avai

O pe rig a d r m in a gu van an l a r ce e n dr d t ail op t io n

D ne epo nat t w t ion ork wi , de

pe ... rsit ’s on al.

Personal relationships with customers have always been central to Layher’s success – because by understanding your needs exactly, we think we can provide the best access and protection solutions.

gic te er ip ra m sh S t s t o n er cu r t pa

y alit ed Qu ineer t s eng oduc pr

e u s al o i h In- nanc r t f i po ns p su u tio l so

Layher Service.

With us...

l gina Ori duct pr oovation inn

e us l h o ca In- hni s tecr vice se

In-house C ISRS- d appr ovecentr e training

p O su r o n-s se pp du ite r v or ct ice t s

So why not get to know us a little better?

Just call 01462 475100 or email info@layher.co.uk

The past, present and future of system scaffolding

FS 554413

Approved Training Provider

4989 Layher Construction Manager FP Ad SDAW.indd 1

Z-8.22.64 and Z-8-22-64.1

07 P

VGS-L 10

18/06/2018 13:49

INSIGHT• ONSITE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Appropriate level of margin for a main contractor 70%

n Traditional contracting arrangement n Design and build contracting arrangement n Fee-based construction management arrangement

60%

50%

REVEALED: HOW CONSTRUCTION MARGINS FAIL TO MAKE UP FOR THE RISKS THERE’S A WORRYING GAP BETWEEN THE MARGINS CONSTRUCTION PROFESSIONALS THINK COMPANIES SHOULD BE EARNING AND WHAT THEY ACTUALLY EARN, A SURVEY BY CM AND COMMERCIAL RISK MANAGEMENT DISCOVERS

40%

30%

20%

10%

0%

Below 1%

1 - 2%

2 - 3%

3 - 5%

Above 5%

Appropriate level of margin for a specialist contractor 70%

n Without design responsibility n With design responsibility

60%

50%

40%

30%

20%

10%

0%

Below 1%

1 - 2%

2 - 5%

5-10%

Above 10%

The margin that the majority of construction firms expect to make from projects and what they actually earn is “seriously imbalanced”, meaning the compensation they receive is often insufficient for the risks they undertake.

That’s one of the worrying findings from a survey of over 300 construction professionals by CM in partnership with Commercial Risk Management, which set out to examine where risk should sit on construction projects.

Nearly two-thirds (63.6%) of respondents say they would expect the appropriate level of margin for a main contractor under a design-and-build contract to be above 5% – well above the average achieved in the industry.

Even in fee-based contracting arrangements, just under a third (29.3%) think the margin ought to be 5% or above, while 35% think it should be 3-5%.

“The survey responses are communicating clearly that the ratio

of risk to reward in contracting is seriously imbalanced – put simply, the margins that contractors may expect to earn from projects is insufficient compensation for the uncertainty and risk exposure they face in delivering them,” Jason Farnell, managing director of Commercial Risk Management, says.

“Contracting procurement routes have changed over time and a significant contributory factor to the erosion in margins, in terms of both aspiration and actual achievements, is the blurring of the difference between what would once have been termed ‘hard money’ – traditional or design-and-build lump sum contracting – and fee-based arrangements – construction management and management contracting,” he adds.

The effect of this blurring of the boundaries between design-and-build contracts and fee-based arrangements means clients and contractors see both options as interchangeable, resulting

34

34_35.CM July18.risksurvey_sc.indd 34

19/06/2018 15:25

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE

42%

Only 42% of respondents are comfortable with their risk management approach

in the suppression of margins in both forms of procurement, Farnell contends.

When it comes to the specialist contractor markets, almost half of respondents believe that the margin for a specialist firm without design responsibility should be 5-10%. Another third (29.4%) think it should be 2-5%.

That compares with specialist contractors with design responsibility, for whom 41.3% of respondents think the appropriate margin is above 10%, while 48.6% consider 5-10% suitable.

“There is a greater level of consistency in the responses about the levels of margin that are appropriate in the specialist contractor markets, with a significant proportion of respondents recognising the risk inherent in design contracts and that this should be rewarded accordingly,” Farnell remarks.

Meanwhile, the scale of risk required means that only large contractors can compete for most design-and-build contracts, with more than 60% either agreeing or strongly agreeing.

When asked which party out of the architect, main contractor, specialist contractor, product manufacturer and employer should take more risk on design-and-build contracts, most respondents (31.6%) opted for the employer, then the main contractor (28.6%) and the architect (26.2%).

In association with

On traditional or lump sum contracts on the other hand, there is a clear choice in favour of architects (46.7%), followed by the main contractor with 27%.

“Design responsibility is a significant contributor to project delivery strategies and financial performance.

The approach to allocation of design responsibility has also changed over time and it is now rare to find a project where there will be absolutely no contractor design responsibility and usually there is either a significant o r c o m p r e h e n s i v e t ra n s f e r o f responsibility” Farnell says.

“The survey results indicate that the feeling in the industry is that only major contractors have the infrastructure and skills to deal with design and build contracts properly and that there should be more responsibility allocated to the architect, particularly in traditional contracts.”

In what Farnell calls a “particularly “The margins disturbing” development, only 42% of respondents either agreed or strongly that contractors may expect agreed that they were comfortable with to earn from their risk management approach, while projects is 27.5% were neutral and 30.5% either insufficient disagreed or strongly disagreed.

“This is certainly an area where compensation for the risk contractors and specialists can help exposure themselves, which will inevitably lead they face in to margin improvements,” he says.

Does the scale of risk required mean that only large contractors can compete for most design and build contracts? n Strongly agree n Agree n Neutral n Disagree n Strongly disagree (percentage)

Are you comfortable with your risk management approach on contracts you tender for? n Strongly agree n Agree n Neutral n Disagree n Strongly disagree (percentage)

How do you manage defects on your projects? n As we find them n At the end n Independent assessor or certifier n We don't have defects n Other

What is your inspection and approval process? n Clerk of works n Self-policing n Other

When it comes to defects on projects, 66% said they dealt with them as and when they found them, 14.3% managed them at the end and 8.7% used an independent assessor or certifier, while 3% claimed not to have any defects.

Most respondents expect insurance premiums to increase. “The insurance responses were consistent between design and build and traditional procurement routes, indicating that delivering them” premium increases do not seem to be Jason Farnell, determining the market for design Commercial Risk and build rather that bespoke policies, Management exclusions and liability caps will be the way in which the appetite for risk will be controlled,” says Farnell.

Summing up the findings, he adds: “The survey strongly supports a return to the allocation of design responsibility where it can be best managed and an indication that unsustainably low margins will not be tolerated.” ● 35

34_35.CM July18.risksurvey_sc.indd 35

19/06/2018 15:25

INSIGHT• ONSITE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

PANEL (Clockwise from top left) Amir Nabil Associate Consultant, Aecom David Throssell BIM and digital engineering operations manager, Skanska Deborah Rowland Director public sector affairs, Sodexo (ex Cabinet Office) Melanie Dawson Head of BIM, Graham Construction Andrew Gamblen Digital manager, Willmott Dixon Gary Pattison Certification technical expert – BIM and digital construction, BSI

PHOTOGRAPHY BY SUSANNE HAKUBA

Paul Cook Head of technology, ISG

BIM AND FM: REMOVING BARRIERS TO UPTAKE BIM HAS THE POTENTIAL TO DELIVER SIGNIFICANT BENEFITS TO FACILITIES MANAGEMENT AND REDUCE OPERATIONAL COSTS OVER THE LIFE CYCLE OF A BUILDING – BUT CLIENTS AND ASSET MANAGERS ARE SLOW TO EMBRACE IT. CM GATHERED EXPERTS FROM ACROSS THE BUILT ENVIRONMENT SECTOR TO DISCUSS HOW BARRIERS TO UPTAKE AMONG FM PROFESSIONALS MIGHT BE OVERCOME. DENISE CHEVIN CHAIRED THE DISCUSSION 36

36_40.CMJul18.roundtable_sc.indd 36

19/06/2018 15:43

CONSTRUCTION MANAGER | JULY/AUGUST 2018 INSIGHT• ONSITE

In association with

Denise Chevin: How much take-up are you seeing with FM clients wanting digital assets as part of the procurement process?

Deborah Rowland: We are still a long way from moving BIM away from construction – it started there and the industry really ran with it and FM was left behind. We have tried to bring FM into it but we haven’t moved forward. It’s been pitched totally at construction, not pitching the benefits to the life cycle to the FM community or to the client. The majority of FM is outsourced and if the client doesn’t drive it, it won’t happen.

If the client is equally as uneducated as the FM about what BIM can bring, then BIM will still sit in construction.

David Throssell: I see infrastructure clients more interested and knowledgeable and demanding about asset management and recognising the value – but the building sector less so.

DC: What are the barriers to greater take-up?

Amir Nabil: It is a cashflow issue. A lot of our clients simply can’t afford to do BIM retrospectively. You’re trunking your electricity round the building and you already have issues, but even in new buildings you have multiple stakeholders financing the project – they will finance the project until the end of construction but have little incentive to take it further.

They don’t have that long-term goal.

DR: Most FMs are running an existing estate, so to put BIM in it’s got to be a good business case. You are never going to decide to BIM the whole estate, it only really happens in a new-build scenario. It can be done – there are some great case studies – but you have to ask the client why they want it.

DT: There are tools available now to do image capture, and mobile tools etc are

available. You can make a 3D model of the whole building, but what client is going to want it?

Paul Cook: BIM has grown in its own silo yet it’s a process that’s meant to get people to work collaboratively but it doesn’t get taken up like that. We are not involving the client and FM. At ISG we have tried to change that approach. If BIM is made part of the design process right from beginning that valuable database of information you have at the end becomes part of the operation of building. CAFM [computeraided facilities management] software is written bespoke and BIM sits inside it.

It’s not about how to make BIM better it’s about how we consume it.

DC: And where is uptake and buy-in for BIM strongest?

Melanie Dawson: We were the first contractor in the UK and Ireland to achieve the BSI Kitemark for both BIM Design and Construction and Asset Management, and we are getting more contracts with clients asking for it. We do a lot of work on frameworks – the longer contracts of five or six years – and those lend themselves best to the BIM end-to-end life cycle.

We are more likely to get the whole team at the table at the same time. The frustration is getting the FM to that table, but the increase in number of frameworks should be a catalyst for change.

PC: I was at a frameworks conference and I hear again and again that operators aren’t involved at design phases so what I try to change in clients’ minds is “how can we design something that you have no idea what it’s going to be in the end?”

DR: FMs need to be there at phase zero, challenging architects and designers. We need to get them to a place where they are comfortable saying “if you design it that way, our cost of maintenance goes up here”.

“FMs need to be there at phase zero, challenging architects and designers… saying ‘if you design it that way, our cost of maintenance goes up here’” Deborah Rowland, Sodexo

DC: And what about consideration of life-cycle costs?

Andrew Gamblen: There is a disconnect between capex [capital costs] and opex [operational costs] and no-one is talking about totex [total costs]. Digital Built Britain is looking at it for the next level of BIM but it’s something that needs to be addressed now. Customers have a budget for capex and they don’t care what gets built as long as it meets that budget that year. The operation side comes from a different pot, not having the same restrictions as capex.

If you tell customers if they spend an extra £30K now and get us talking to your FM and asset management people we can save you x amount of money, but they don’t have that conversation and they don’t want it as they think they can’t afford it.

DR: Life-cycle costs far outweigh the cost of building, but it’s not a conversation they have.

AG: Clients who see the long-term benefit of BIM don’t mind that it costs a bit more or takes a bit longer, but it’s incredibly difficult to make people who don’t have that vision understand where the benefits are. They think it’s for the contractor.

If you have repeat customers it’s a lot easier. The difficulty comes with single customers who come in for one building every 15 years – the majority of construction is built up with SMEs and people who want single builds, not frameworks. It doesn’t matter how we try to persuade the big boys, we need to concentrate on the smaller companies and customers we need to educate.

DC: And how can we convince clients to push for BIM? DT: Are we coming at this from the wrong direction? What we’re trying to 37

36_40.CMJul18.roundtable_sc.indd 37

19/06/2018 15:39

INSIGHT• ONSITE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

BSI’s Gary Pattison (left) and Andrew Gamblen from Willmott Dixon (below)

do with information management is to collect and manage the information we need to hand over the asset information that goes straight into the asset management systems – not lobbing all the info over the wall at the end.

What we are trying to do is deliver information that you collect as you go to help you make decisions, and we will work to make sure all that goes straight into your FM systems – so that on day one you press the button and it works.

PC: But that’s the problem – you have a box of information about assets and that’s it. We also need information from the systems too: who’s in the building, what the temperature is, what’s the lighting. You want a big bowl of information from and about one place.

MD: It’s about communication. We choose not to use technical terms and use the word BIM – we avoid all technical terminology. We just ask “what systems do you use?” Planet and 3i are the two systems one client used so we said “Ok, read off the headings”, and they read off the headings – so we match our information to those headings, not using COBie. No interoperability is needed as it’s the same thing – it’s seamless. It’s asking the right questions that makes them want to communicate with you.

AG: The simplest way we have found that BIM and digital construction works is when you don’t speak about digital.

You use true plain language speaking: what do you use to run your building?

We have a project with FM involved at an early stage and we have been asking them questions. We presented to them at the end and said we can pass it across in any format you want.

Afterwards someone said “It now makes perfect sense”, and asked why we aren’t using this.

DT: In the utilities sector more and more clients recognise they need a physical and digital asset. You map it to their asset management systems, make sure you’ve captured it in the model or in a database. It’s just a matter of realising where those fields are coming from.

PC: Imagine if every system in the building talks to the same platform.

That’s where we are trying to get to.

That changes the value of BIM – we have to change the way we consume it.

What does BIM need to do? That’s what we have to ask.

DT: We shouldn’t think the digital asset has to be a 3D model – it is the information we need.

AN: The reality is about getting information from the people running the building. We spend more on soft FM than hard FM: it costs an awful lot to replace carpets, for example. There is a

“The simplest way we have found is when you use true plain language speaking: what do you use to run your building?”

Andrew Gamblen, Willmott Dixon

lot of technology chat, but on site it’s still a carpet-fitting company cutting carpet.

From an asset point of view there is still a huge gap between advised and actual. That’s the crux of the issue.

Do you use fitted carpet or terrazzo flooring? There are pros and cons but if you have an FM in the room they may be able to tell you they have these products across another 15 sites and they can tell you the economies of scale or the justification of spending more.

DR: BIM can only deal with hard FM it can’t really help you with the soft FM – the cleaning, catering, the people interaction elements. The people running and operating the building are the ones who have to live with what you design. The opex budget needs to be up front whereas at the moment it comes right at the end and that’s too late. It needs to be with the capex, as there’s a direct correlation – and that isn’t done at the moment.

AG: What’s being skirted around is the amount of time it takes to do this – to gather the info, to sit down with FM companies – the time to get this organised. You can’t have a single meeting and expect it to be sorted.

The FM manager is often split over several customers and may o n l y a l l o t a l i m i te d a m o u n t o f time for a particular project. If the customer wants to go from planning to construction in four weeks, how are you going to achieve that with asset management information? That needs to be addressed.

DT: A lot of clients think the contractor will deliver magically Level 2 BIM – but it’s too late sometimes. When you look at the standards, the onus is on the client to define their information requirements and operation requirements, so we have half a chance of delivering what they

38

36_40.CMJul18.roundtable_sc.indd 38

19/06/2018 15:40

New ads CM 208_255 template.indd 14

21/05/2018 15:23

INSIGHT• ONSITE JULY/AUGUST 2018 | CONSTRUCTION MANAGER

What characterises a successful project?

Seeing BIM results on site need. Often we’re starting at the end. At stage 3 if you have to do Level 2 BIM it is going to cost ,whereas if you did it as stage zero it wouldn’t cost you anything GP: At BSI we’re seeing a growing number of clients, both internationally and in the UK, looking to validate their adoption of BIM asset management with the BSI Kitemark, so it is happening where the client is taking an active interest in the end goal.

Melanie Dawson of Graham Construction (left) and Aecom’s Amir Nabil

DC: Where is it working? Any fantastic projects to hold up as models?

AG: It’s when you have a growth mindset rather than fixed. Fixed is doing things the same way; growth is “I know this is new but let’s see what happens, let’s try it out”. It’s willing to be collaborative, and those are the projects where things move better.

DR: Sydney Opera House is a great

example of where they’ve done it on an existing estate, on an iconic building.

They laser-scanned it, put it in the capex system and a portal that talks to all data definitions. They’ve proved it can work. If you can start capturing data then it provides big benefits in the future on investment decisions.

Obviously, there was some investment, but the savings they’ve made on the maintenance of that building is huge.

MD: We have our own scanner and they require minimal expertise. We scanned a hotel in Birmingham – a massive restoration project – so we could price it without flying to Birmingham. We can capture it all so we know what it looks like the day we got it and compare with what it will look like at the end.

From an asset management, we have done similar when a client will call to say “there’s a bulb out in the lecture theatre” so a guy in a van goes down there and finds it will take three weeks to replace.

The cost of the laser scan is a fraction of the cost of that rigmarole. It will happen that we will have the system making predictions, so we know if 500 of those bulbs are also likely to go, we can make decisions about their life cycle.

PC: The system should already be able to predict it and tell you instantly what model it is, and BIM will automatically order it. That’s artificial intelligence: when with regular reoccurrences then you’ve got machine learning. The technology to do this has been around for 10 years. It’s just about designing buildings properly.

DR: It will mean working smarter.

It won’t be cheaper FM but it will be more effective. Having information which allows you to analyse your estate investments? That’s good FM. ● To access a variety of free resources on BIM Asset Management, visit page.bsigroup.com/bim-for-fm

This is not about BIM – it’s about an industry working better together.

When it’s worked well it’s because FM was involved at stage zero.

Deborah Rowland The most successful projects are when the building is handed over to operation exactly as it was defined at strategic stage. That is utopia.

Paul Cook I have carried out assessments in which BIM is being retro-fitted to a Grade I-listed building that has worked well.

Gary Pattison When the complete team is involved is when it works. We all have one common goal: we all just want to deliver a fantastic building.

Melanie Dawson We need to understand that from an opex point of view we aren’t leading the conversation as to where the technology goes. We need to know how we adapt our services or how we get involved in that conversation consistently.

Amir Nabil It’s when you have a growth mindset rather than fixed. It’s willing to be collaborative and those are the projects where things move better.

Andrew Gamblen Where we have active clients, where it’s an agenda on their monthly meetings – that’s when it’s successful, as they recognise the value.

David Throssell

40

36_40.CMJul18.roundtable_sc.indd 40

19/06/2018 15:40

New ads CM 208_255 template.indd 14

18/06/2018 16:42

EXPERTS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

42-58

Experts KEEPING YOU IN THE KNOW ON LEGAL, TECHNICAL AND PROFESSIONAL ISSUES

44 CLADDING REPLACEMENT 46 CORPORATE MANSLAUGHTER 58 TRAINING AND RECRUITMENT

Martin Cox Pellings

Regulations

‘Pragmatic and common sense’: the CDM perspective on Hackitt HEALTH AND SAFETY PROFESSIONALS ACROSS CONSTRUCTION SHOULD WELCOME THE HACKITT REPORT – BUT THERE ARE A FEW RESERVATIONS ABOUT HOW IT WILL BE IMPLEMENTED, SAYS MARTIN COX

The final report from Dame Judith Hackitt’s independent review into Building Regulations and fire safety, in the wake of the Grenfell Tower disaster, should be welcomed by construction health and safety professionals.

The Hackitt review flags up the need for a set of “rigorous and demanding” duty holder roles and responsibilities to ensure a stronger focus on building safety, broadly aligned with those set out in the Construction (Design and Management)

Regulations 2015, fire safety legislation and Building Regulations.

Based on recent experience, the CDM 2015 regulations have been compromised by confusion over technology, lack of knowledge of the regulations in the construction industry and, most importantly, an ignorance of those regulations by stakeholders.

The Hackitt recommendations are a pragmatic and common sense approach to combating an insidious culture that has

been gradually creeping into construction – saving money at all costs, with safety taking a backseat.

For example, the recommendations refer to 10-storey and above buildings rather than buildings over 30m as in the Building Regulations. Recently there has been a tendency for architects to design buildings to 29.5m to avoid the need for sprinklers. Hackitt takes the equivocation out of the wording.

The recommendation for the setting up of the joint competent authority (JCA), involving outside authorities like the fire service, local authorities and building control is also a good move – but do these organisations have the capacity to fulfil this role? They would need funding for new recruits to those posts with sufficient cross-training. One potential offshoot of the JCA is a fire safety rating scheme on buildings similar to food hygiene ratings for restaurants.

The setting up of a database for systems and materials is an excellent recommendation because currently it is difficult to ascertain whether one is using a suitable product. The manufacturers’ recommendations are often in the small print, if at all. An easily searchable database would bring much-needed clarity to the specification process.

However, there are a few caveats. The proposed new regulatory framework must have teeth – which means better policing will be required. The report recommends increasing the time for cases going to court up to five or six years – which seems far too long. While thorough investigations are always

42

42_43.CM July18.experts opener_sc.indd 42

19/06/2018 15:49

CONSTRUCTION MANAGER | JULY/AUGUST 2018 EXPERTS

Hackitt: a ‘golden thread’ for construction?

The proposal for a ‘golden thread’ should be extended to all buildings, argues Hannah Mycock-Overell

“Should the review support the allegation of land banking, then the government will likely introduce measures to counter this”

“While thorough investigations are always sensible, quicker sentencing would provide a deterrent for others, and closure for everyone else impacted by the incident” sensible, quicker sentencing would provide a deterrent to others, and closure for everyone else impacted by the incident.

The recommendations will require a gelling of competences. Currently a construction project will normally have a project manager, an architect, a quantity surveyor and a structural engineer, plus other roles. Many of these professionals operate in their own specialist area, but the Hackitt recommendations require an understanding of how all these competencies

meld together. Combining these areas of knowledge into one set of safety requirements will require professional knowledge across the CDM spectrum. There is no standardised accreditation for this process.

If and when Hackitt’s recommendations are enacted, the legislation needs to be written by informed professionals and not rushed through like CDM 2015. These are due for review in 2020, therefore there is ample time for a period of consultation and implementation which will encompass all the recommendations of the report, providing clear advice and guidance in one place.

Overall, the Hackitt report is well written and – if implemented – will position UK plc as a world leader in construction design management, particularly regarding fire safety. The tragedy is that it has taken the Grenfell tragedy to move our regulatory system in the right direction. ● Martin Cox is head of health and safety and CDM at Pellings.

The Hackitt report is not what many hoped it would be. There is no ban on combustible cladding, nor specific recommendations for fire systems in high-rise residential buildings (HRRBs).

But arguably, it does something far more important. It pins down and highlights the failings which pervade the culture of construction and sets out recommendations for a major shakeup of the current regulatory framework governing building control and fire safety in HRRBs. Hackitt noted the system is beset with complex compliance processes which crumble in the face of poor record keeping and change control.

The new framework she proposed included a new regulator, the Joint Competent Authority (JCA), combining the roles and expertise of building control, the fire and rescue service, and the Health & Safety Executive (HSE), and a change control process requiring robust record keeping of all changes to plans previously approved, with permission required for more significant changes.

This proposed change control process, and associated record-keeping requirements, link to a recommendation for a digital record for every building: a ‘golden thread’ of information about each HRRB. But why not for all buildings? A single repository of information, from design through construction and all subsequent changes throughout occupation, would benefit all end users of buildings. Software developers maintain design and change logs, detailing changes made and why. Shouldn’t we have the equivalent for the buildings we live in, to ensure that they are safe and fit for purpose?

Such a record would help ensure accountability and disincentivise corner-cutting.

One build-to-rent developer in north London has exactly this goal in mind.

Quintain takes responsibility for managing residential developments through their life cycle, so has insisted on full transparency on data. The information used to construct the project through an integrated model will be used to manage and maintain it in future.

It is unclear if and how the Hackitt report will be implemented. But even if the necessary legislation is not forthcoming, the industry should not ignore its recommendations, instead taking steps to embed the principles promoted by Hackitt into their organisations and working practices.

43

42_43.CM July18.experts opener_sc.indd 43

19/06/2018 15:50

EXPERTS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Charis Beverton Winckworth Sherwood

High-rise residential buildings and the materials used in them continue to dominate the news. After last summer’s Grenfell fire, it was established that the cladding used on the tower – aluminium composite material with unmodified polyethylene filler (ACM category 3) – was not and would never have been compliant with existing Building Regulations.

The expert recommendation, supported by the government, is that all ACM category 3 cladding on buildings over 18m must be removed and replaced.

It is likely that ACM category 3 cladding will be banned from use in the near future and the next step is likely to be removal from the market.

On 16 May the government announced it would fully fund the removal and replacement of unsafe cladding by councils and housing associations, estimated at £400m. The money is reportedly coming from the affordable homes programme.

Taking steps to recover the costs While the commitment is to fully fund, it is likely the government will be asking owners, landlords or managers to continue to pursue others for costs. In other words, it is likely they will have to demonstrate that they are taking reasonable steps to recover their costs where possible, before the government allocates the remaining funding.

Most construction contracts require the contractor or consultant to: l Comply with all relevant statutory requirements including Building Regulations l Comply with good industry practice l Carry out the work with all due care and skill l Ensure new builds comply with NHBC or equivalent NHBC technical requirements l Comply with any applicable manufacturer’s guidance on use and installation.

In addition, there is usually a prohibition against the use of “deleterious materials”.

If cladding has been installed in breach of any of the above, there will be a contractual

Legal

Cladding replacement – who pays?

THE WIDESPREAD REPLACEMENT OF COMBUSTIBLE CLADDING FOLLOWING LAST YEAR’S GRENFELL TOWER FIRE COMES WITH A HEFTY BILL. WHO WILL PAY IT, ASKS CHARIS BEVERTON

liability for whichever contracting party took the risk of compliance. It will be for the relevant constructing party to show that it was not in breach of contract, or that approval by a building inspector broke the chain of causation reducing or eliminating that construction party’s liability, or both.

But what about approval? If the cladding was inspected and approved but should not have been, the inspector may have breached its duty of care to an employer, developer, contractor or another closely connected third party.

In these circumstances it may be possible to bring a contractual or tortuous claim against the inspector or surveyor alleging that it failed to identify the deleterious material or that it ought to have realised the material was deleterious.

In a recent housing case, a first-tier tribunal (FTT) decided the costs of replacing the cladding were recoverable from the leaseholders under the terms of the lease. The wording in the lease did have a caveat, namely that the freeholder could recover “reasonable expenses including rectifying or making good any inherent structural defect in the building(s) or any part of the development (except… under any insurance policy… or from a third party who may be liable)”.

The FTT thought the difficulty with the caveat was judging how far a manager should go in pursuing insurance or third-party claims before seeking to recover against tenants. This remains an open question, particularly in light of the government announcements on funding and political considerations around cladding.

Whoever is left with the cost of replacing cladding should therefore be exploring all avenues: government funds, contracting parties, insurance and leaseholders – to fund the significant cost of replacement and protect its position. ● Charis Beverton is a senior associate in the construction team at law firm Winckworth Sherwood.

44

44.CMJul18.experts.cladding.indd 44

19/06/2018 15:59

9-11 OCTOBER | NEC | BIRMINGHAM THE UK’S LARGEST BUILT ENVIRONMENT EVENT

9 SHOWS UNDER ONE ROOF

2018

ukconstructionweek.com CONTENT PARTNERS WORLD ARCHITECTURE NEWS.COM

RADIO PARTNER

ASSOCIATION PARTNERS

REGISTER FREE

EXPERTS JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Philip Williams Blackfords

Legal

When are contractors guilty of corporate manslaughter?

PHILIP WILLIAMS EXAMINES THE CIRCUMSTANCES UNDER WHICH CONSTRUCTION FIRMS CAN BE FOUND GUILTY OF CORPORATE MANSLAUGHTER

Corporate manslaughter has become a nationwide talking point once again with the first anniversary of the Grenfell Tower fire tragedy and the start of the official inquiry.

Following the fire last year, the Metropolitan Police investigated both the Royal Borough of Kensington and Chelsea, which owned the tower, and the Kensington and Chelsea Tenancy Management Organisation, which managed it, on suspicion of corporate manslaughter. Culpability for the tragedy has yet to be established. But from a construction perspective, when are companies culpable of corporate manslaughter?

And what should they do if accused?

What is corporate manslaughter?

Corporate manslaughter is a criminal offence through which a company or corporation is found responsible for a person’s death. The offence came into law in 2008 when the Corporate Manslaughter and Corporate Homicide Act 2007 came into being. Companies can be found guilty of this offence if their serious management failures led to a gross breach of duty of care.

If found guilty, firms could face an unlimited fine of up to £20m, depending on the severity of the offence, or the court could order them to overhaul their health and safety procedures.

As part of the 2007 act there are specific ways to determine if an incident falls under the offence of corporate manslaughter.

Following a fatality, the business’s internal processes which led up to the death will be examined, including any health and safety procedures, to determine if there were systematic failures which led to negligence.

In the construction industry, the implementation of health and safety procedures is even more vital due to the hazardous working conditions and proximity to heavy machinery. As such, it is crucial that any safety measures are not just sent out to staff, but followed strictly.

For a company to be accused of corporate manslaughter, it must be proved that there was a gross breach of procedure, which left workers or the public at a significant risk. This breach must be major, and be identified as a significant departure from expected standards.

In 2015, Master Construction Products became the 26th company to be convicted of corporate manslaughter after a worker was crushed to death by a machine used to sort waste materials. It was fined £255,000 and an HSE investigation uncovered that there was no safe system of work outlined for the machinery.

A significant part of the failure must also have occurred among those with decision-making powers. Construction managers are under extreme pressure to ensure their firm follows procedure and adheres to regulations to prevent serious incidents on site.

And not only should they safeguard their workers’ wellbeing, but they are also responsible for preventing injury to the public. Monavon Construction was the first company to be sentenced under the act, and received a fine of £550,000 after pleading guilty to two counts of corporate manslaughter, when two men suffered fatal injuries after falling into a well in 2013.

Public responsibility extends to the safety of materials used in a project. This underlines the importance of obtaining up-to-date documents relating to the safety testing of any product used. As managers, it is not just vital that you ensure your workers follow procedures, but that your third-party suppliers do too.

What next if you’re facing a charge?

It is likely that an investigation will be undertaken by the Health and Safety Executive (HSE) to ascertain blame for the fatality, which could also include a criminal prosecution for health and safety offences.

Once the fatality occurs, there are likely to be investigations into health and safety procedures, police visits to the site, and interviews with HSE among many other steps. Construction companies and managers could also receive publicity orders, requesting the business to provide details of previous convictions and fines, and a remedial act instructing them to overhaul procedures which resulted in the death. ● Philip Williams is a director of law firm Blackfords.

46

46.CMJul18.experts.manslaugter.indd 46

18/06/2018 15:47

Ensure you stay compliant with BS 7671 The 18th Edition IET Wiring Regulations (BS 7671:2018) is here!

The IET offers a full solution to help you get your workforce up to date and ensure compliance with the latest version of the Regulations.

Order your copies of BS 7671:2018 and expert IET guidance.

Go digital with a multi-user subscription to the full suite of IET publications.

All content is automatically updated for you when new versions publish, including BS 7671.

Meet your training needs with the IET Academy e-learning solution.

The IET’s C&G 2382:18 course provides interactive training at your own pace, online and offline through the Academy app, and includes three full practice exams.

Find out more at: www.theiet.org/18thedition-cm The Institution of Engineering and Technology is registered as a Charity in England & Wales (no 211014) and Scotland (no SC038698). The IET, Michael Faraday House, Six Hills Way, Stevenage, SG1 2AY, UK.

18th Edition Construction Manager Half Page Advert 188x115 2.indd 1

15/06/2018 12:49

The UK's best read digital construction resource.

Exclusive news, views, interviews, debate and case studies on all the latest digital technologies from 3D printing and robotics to off-site manufacturing and virtual reality.

How digital technologies are creating efficiencies and productivity for firms across the supply chain from designers to contractors and product manufacturers.

A site for anyone working in digital construction from beginners through to experienced practitioners.

Every part of the BIM journey provided by industry experts, software developers and industry bodies.

Project stories and case studies to guide you through BIM adoption.

www.bimplus.co.uk

47.CMJuly18.indd 14

19/06/2018 16:05

COMMUNITY JULY/AUGUST 2018 | CONSTRUCTION MANAGER

48-55

Community WHAT’S HAPPENING IN YOUR PROFESSIONAL BODY

50 51 52 54 55

Leadership

Each presidential year is unique, and mine has focused on three key areas: heritage, diversity and encouraging the next generation of construction professionals.

HIGHLIGHTS FROM OUTGOING PRESIDENT REBECCA THOMPSON FCIOB’S BLOG

Heritage Sharing conservation philosophy, values and practice with other built environment professionals has been a key part of my year. It’s been a privilege

A look back at my presidential year

MINECRAFT COMPETITION LEADING WOMEN SEMINAR CARBON COACH BLOG ME AND MY PROJECT MEMBER BENEFITS to be able to discuss both the science and practice of managing historic buildings, sharing the diversity of skills required to safeguard our cultural and built heritage, not only in the UK but worldwide.

In the UK, the CIOB Academy Heritage Certification Scheme and training course, ‘Understanding Building Conservation’, has been a huge success so far. The course has been designed by members to provide a comprehensive level of training in conservation for three different levels of expertise, providing professionals with the opportunities to expand their knowledge and specialise in this exciting sector (see p53). I was also pleased to chair the annual Heritage Conference at Somerset House in April, which was a sell out again!

As a global institute, the CIOB is making a positive impact in the heritage sector, with building conservation expertise and methodologies in demand internationally. I was honoured to sign a Memorandum of Understanding with Suzhou Wudu Construction Investment Company in Shanghai in December.

We will be working together on research, construction methodologies and training. Our construction professionals in China are keen to share their knowledge of cultural and built environment heritage supporting our aim to see the CIOB create a global high standard for conservation.

48 46-55communityNRFINAL.indd 48

18/06/2018 15:21

CONSTRUCTION MANAGER | JULY/AUGUST 2018 COMMUNITY

Members Forum 2018

Community is edited by Nicky Roger nicky@atompublishing.co.uk

Members' forum fever escalates THE ANNUAL EVENT PROGRAMME LOOKS SET TO DELIGHT AND STIMULATE

Diversity I have really enjoyed my work on diversity within the industry. This industry is about people, and delivering quality buildings for people, so we need diversity in every sense and description, not just gender diversity.

I have chaired a number of events on diversity, equality and inclusion and met some incredible leaders in this area. We enjoyed a workshop in February in York, led by Sonia Bate of EDIT Development, which helped to establish the purpose and values of the new Special Interest Group. And a key highlight of my year has got to be the Construction Manager of the Year Awards and being able to present the first female Margaret Conway, with that top prize.

I hope her fantastic achievement is an inspiration for more women to follow in her footsteps.

Next generation Against a backdrop of skills shortages in the whole construction industry, the heritage sector creates demand for truly specialist skills at technical and professional level. More needs to be done to ensure construction professionals are competent to maintain and restore our historic building stock.

While our professional qualifications are a trusted benchmark, the CIOB has been working hard to ensure that changes to further and vocational education are responsive to industry demands and positively redress skills shortages. Most training has focused on modern building, so we are now working to ensure traditional and heritage skills are not lost.

Some of my favourite events this year have been associated with encouraging the next generation of construction professionals. For example: an evening

“Most training has focused on modern building so we are now working to ensure traditional and heritage skills are not lost” with George Clarke at the University of Wolverhampton; Willmott Dixon Open Doors event at the Old Admiralty Building; The Worshipful Company of Constructors and CIOB joint event for the Ian Dixon Scholarship Awards – this was truly inspirational.

However, my favourite has to have been the reception at Westminster celebrating the young winners of the ‘My Kinda Future’ competition to design and specify a building to enhance their community.

One of my presidential highlights is the quality commission and I also received the highest honour being invited as a Woman of the Year to their event in September. I was also privileged to be a judge for the CIOB’s ‘Art of Building Awards’. ● To read the blog in full and Rebecca's legacy requests of members www.ciob.org/blog/ look-back-my-presidential-year Rebecca with Prince Andrew at York Minster

The CIOB Members Forum is almost upon us. Held in Toronto alongside the CIOB AGM, this unique event brings leading construction professionals together from across the globe to represent the interests of all members.

Members’ Forum takes place each year, in a new location to announce a new President and with a new focus for the industry.

The programme promises stimulating and enjoyable events across five days. It kicks off with an icebreaker event and welcome reception the evening before the AGM/EGM. A series of workshops will give members the chance to come together and focus on a specific topic; site visits and a cultural evening are also planned along with a debate on skills shortages and concluding with the President’s inaugural dinner.

The Members' Forum is a fundamental tool in shaping the CIOB and its policy and can make a real difference to the industry.

In 2014 the Forum in Qatar saw discussions about corporate social responsibility and the 'respect for people' agenda in the region. The CIOB signed a memorandum of understanding with the Qatar Foundation, encouraging uptake of their migrant

worker welfare initiative.

That Forum became the platform to kick-start the discussion on modern slavery in construction. Since then, the CIOB has worked with a range of organisations, including Amnesty International and Stronger Together. It has produced a toolkit and training to educate construction professionals as well as the publication of an in-depth report.

At the Members’ Forum in Cambridge in 2015, members identified a need for industry-led training and support which resulted in the creation of the CIOB Academy in 2016.

In Cardiff last year, the Forum workshop discussed quality.

By having the input and support from members at the Forum, the CIOB was well placed to provide guidance and suggestions to the Government as part of the Hackitt Review following the Grenfell tragedy. We’ve also signed a memorandum of understanding with the RIBA and RICS, ensuring collaboration is embedded across project teams and mitigating the chances of quality failures occurring.

The CIOB will be on social media leading up to and throughout the Forum, so join the conversation at #CIOBMF18.

49 46-55communityNRFINAL.indd 49

18/06/2018 15:21

COMMUNITY JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Below: Minecraft allows students to design and create cities

challenges in cities today. The lessons take place in Newtown, a specially created virtual city in Minecraft, to design, plan, collaborate and build solutions that develop a sustainable future for all its citizens. Exercises also include real life scenarios like the challenge of restoring Battersea Power Station.

For the final Bouygues competition participants, age 11 to 15, in teams of three or four, will be scored on five tasks including designing a centrepiece building of the virtual city, model building, creating a video blog and a presentation.

Shazad Ahmad, corporate responsibility manager at Bouygues North & Midlands says the compeition is part of the constructor's wider commitment to deliver social value.

"We promote the sector and the opportunities it offers to local schools and this has typically taken the form of careers fairs, guest lectures and curriculum workshops.

"Bouygues UK developed this initiative to encourage students to consider STEM subjects and to look at the huge diversity of careers available within the construction sector. We hope the competition will leave a lasting impression on the students taking part." ●

Education

Schools minecraft competition set for final showdown BOUYGUES AND CIOB SET CHALLENGE FOR PUPILS

B o u yg u e s h a s u s e d t h e C I O B Minecraft initiative to run a competition with local schools in Birmingham. Five schools took part in the challenge in June with final judging taking place in November.

Bouygues aims for the competition to become national in 2019.

Bouygues's 'Future City Challenge' incorporating the CIOB 'Craft your Future' will form the basis for the final presentations when judges will mark five deliverables the teams have to produce.

Craft your Future, developed by the CIOB, is a construction game aimed at 12-14 year olds that takes place in Minecraft. Through it young learners explore the methods and skills to become a construction manager.

Utilising four Minecraft Education Lessons, students encounter a variety of problems that reflect construction

“ Bouygues developed this initiative to encourage students to look at the huge diversity of careers available within the sector”

Leadership

Contractor creates forum for women INITIATIVE AIMS TO SUPPORT AND PROMOTE ROLES FOR WOMEN IN THE INDUSTRY

Walker Construction has introduced a Women in Construction forum for its employees.

"The purpose of the platform is for employees to discuss industry news, opinions and suggestions, says Charlotte Watts at the firm. “Its mission is to promote the role of women in the construction sector, across all levels and disciplines,

providing support and guidance to the team and to our wider community,” she says.

Goals for the next year include a careers fair and behind the scenes tour of all the different elements of construction; a role models campaign for Women in Construction; and encouraging STEM activities in local schools.

50 46-55communityNRFINAL.indd 50

18/06/2018 15:22

CONSTRUCTION MANAGER | JULY/AUGUST 2018 COMMUNITY

Left-right: Margaret Conway, Anjali Pindoria and Rebecca Thompson

Event

Ladies night: inspiration in abundance THREE OUTSTANDING WOMEN SHARED THEIR INDUSTRY INSIGHTS AT LONDON HUB EVENT Three of construction’s most inspiring and successful women discussed their experiences and shared their views of the industry at a recent panel event.

Rebecca Thompson FCIOB, the founder and director of Thompson Heritage Consultancy and president of CIOB was joined by Margaret Conway, project manager of McAleer & Rushe and the first women to win the coveted

Midlands

Expert speakers delight at Midlands events AN ARRAY OF VITAL TOPICS WERE COVERED ACROSS MIDLANDS REGION EVENTS An impressive array of expert speakers were out in force at recent Midlands HUB events. Birmingham HUB members heard about lean constr uction and off-site manufacturing from enthusiastic and inspirational speaker Dr Christine Pasquire, Professor of Lean Project Management at NTU and director and Trustee of LCI-UK. Following the event an attendee quoted: It was a fascinating presentation

CIOB Construction Manager of the Year Award and Anjali Pindoria an award wining surveyor and recipient of the Constructors Prize from the Worshipful Company of Constructors.

When posed a question about the challenges these women have faced as females, each had a very different experience. Margaret said she had always been treated as an equal; Anjali spoke about the issues she faces as a young, ethnic female subcontractor in the industry; and Rebecca commented on how much the industry has changed, but how much further it still needs to go.

The women also shared their views on technology in the industry. Anjali felt it would entice other skill sets into construction, and Margaret felt that BIM particularly can increase the planning phase substantially. ● from Christine and the discussion between the audience at the end provided very insightful with interesting points made about the practicalities of involving Lean within a company’s way of working.

And in May Birmingham also held a very well received, informative and thought-provoking ‘Building Regs & Fire Safety update’ with Richard Cymler and John Askew of Acivico Building Consultancy.

The Nottingham Hub held a very successful session on CDM with h i g h l y R o b e r t M aw s o n , FC I O B director at MLM Building Control; and the Bedford Hub held a good CPD event on lean management, which had everyone involved in small team activities. Positive feedback was given for the thought-provoking session from Tony Blanch, from Costain & Lean Construction Institute. ●

Members

University kicks off first phase of masterplan with Morgan Sindall MAJOR WORK ON CAMPUS TO START NEXT YEAR

FULL HOUSE FOR LESSON IN TALL BUILDINGS Southampton Hub had a full house for its event in April on ‘Tall Buildings Lessons Learnt since Grenfell’ which saw Chris Blythe in attendance for a Q&A session.

James Bessey a partner at Blake Morgan (pictured above) was the key speaker and will be creating a webinar on the topic for CIOB members available this summer.

Morgan Sindall has been appointed

by Salford University to design and build the first phase of its new masterplan – the £35m New Engineering Centre.

The new building will start on site in early 2019 involving CIOB members. It will house the schools of computing, science and engineering and will be located at the Peel Park Campus, adjacent to the Chapman Building, Chapman Square, New Adelphi and the Library.

It is key to the University’s Industry Collaboration Zone strategy – a programme that focuses on collaboration within and across the University with partners in particular industry sectors and will see the creation and development of Industry Collaboration Zones.

The University unveiled its masterplan in March. It focuses on regenerating several key areas of the University, a radical overhaul of the estate, and linking the campus with local industry, culture and residential communities.

51 46-55communityNRFINAL.indd 51

18/06/2018 15:22

COMMUNITY JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Present: Michael Gallagher FCIOB, Chair of CIOB’s Dublin Hub, Paul Nash FCIOB, CIOB past president, Ivan McCarthy FCIOB, Trustee of CIOB and the Lord Mayor of Dublin, Mícheál MacDonncha.

New Fellow: Greg Power FCIOB New Members: Shaun Bull MCIOB, Edward Cassidy MCIOB, Thomas Coyle MCIOB, Robert Donovan MCIOB,

Edward Kelly MCIOB, Aidan Maher MCIOB, Vernon McAllorum MCIOB, Keith McCahon MCIOB, Gerard McCarthy MCIOB, Cathal Moran MCIOB, Wayne Nolan MCIOB, Conor O Carroll MCIOB David O Meara MCIOB, Austin Rafferty MCIOB, Kevin Rafferty MCIOB, Keith Wilson MCIOB, Sam Winterton MCIOB

Conferrment

CIOB Ireland congratulates new MCIOB/ FCIOB ON SATURDAY 12TH MAY 2018, 1 FELLOW AND 17 MEMBERS WERE CONFERRED IN THE HISTORIC SURROUNDINGS OF THE MANSION HOUSE IN DUBLIN.

Opinion

The ‘carbon coach’ urges construction to take responsibility

AN EXCERPT FROM A BLOG FROM DAVE HAMPTON FCIOB, THE CARBON COACH AND CHAIR OF THE CIOB SUSTAINABILITY AND ENVIRONMENT SIG, WRITTEN FOR WORLD ENVIRONMENT DAY ON 5 JUNE.

“My generation grew without understanding all the consequences of our ‘throw away’ culture. Don’t want that?

Bin it then. And it was gone as if by magic. But now we can see it, all of it. We’ve filled the holes in the ground with rubbish, the sky with smoke (carbon) and the oceans with plastic. It’s time for all change now else it’s ‘game over’.

On a personal level, there are changes we must make. The first step is to say no. No to flying so much, using so much petrol, eating so much meat, to consuming anything that isn’t naturally renewable. No to plastic. Then the second step is to say yes. Yes to walking, yes to local shopping, yes to green energy. Yes to “reduce reuse recycle” but also yes to rethinking everything.

For those of us working in the construction industry, we want the built environment to

complement and enhance our natural surroundings. We need to think of that not just in terms of how it looks, but how it’s treated. As professionals we have a responsibility for the survival of this beautiful world and the future generations. Globally, our industry and our product, the built environment generates 30% to 40% of total greenhouse gas emissions. We also use 32% of the world’s natural resources.

We therefore, in this sector, have another step to take. That also begins by saying no.

Sustainability can seem daunting in our sector but it shouldn’t be, it can be seen as a critical friend. By being honest about the challenges and opportunities, our critical friend can be a huge asset - to improve the industry - rather than a burden that hinders it. We’ve already come far and attitudes

are changing. But it is time now to question every norm.

We need to always ask ourselves, and each other, why do we do things the way we do? Do we need layers of plastic around materials? Do we need to transport resources great distances when they exist locally? We need to view these questions as opportunities to change how we interact with each other and the planet and to respond enthusiastically to the new challenges, not bury our head in the sand. We all need to be ‘leaders’ who ask good questions and who ‘make the change’ showing there are alternatives and collectively encouraging one another to raise our game and lower our impacts.

Read Dave's full blog at www.ciob.org/blog/sustainingbuilt-environment

52 46-55communityNRFINAL.indd 52

18/06/2018 15:23

CONSTRUCTION MANAGER | JULY/AUGUST 2018 COMMUNITY

Event

Site visit to mega logistics park EAST MIDLANDS GATEWAY TOUR HOSTED BY WINVIC CPD

Conservation course ideal for working on heritage buildings such as York Cathedral

Book now for conservation skills course IMPROVE YOUR DECISION MAKING ON TRADITIONAL BUILDINGS Working with historic buildings?

Then the CIOB Academy course Understanding Building Conservation, will equip you with knowledge and skills.

The two day course will leave you able to apply practical skills towards building conservation, feel much better informed and with a certificate of attainment from the CIOB. Passing

the course means eligibilty for further recognition under the new CIOB Building Conservation Certification Scheme.

The course takes place in Glasgow on 19-20 July. London dates are 17-18 September and 12-13 November. It costs £295+VAT. ● Visit www.ciobacademy.org for full details and to book.

Event

a b i l i t y c a n a c t u a l l y g ro w,” h e says. “Sadly, most of us are not aware of this. We are prone to limiting ourselves and those we work with.

As a result our brains become wired to react the same old way – day in, day out. Our mindset becomes ‘fixed’.

How many times have you heard ‘attitude is everything’, but however hard you try you can’t change your thinking.”

Flatau will show how neuroplasticity allows us to rewire our brain for success. “You can literally change your brain structure to extinguish stress and light up your higher brain functions such as decision-making, creativity and interpersonal abilities.

This seminar will challenge you to unlock barriers and bring success, happiness and fulfilment throughout your workplace.” ● To book email vcoxon@ciob.org.uk

Train your brain for success FREE SEMINAR ON USING NEUROSCIENCE TO BE A BETTER LEADER Tom Flatau, leadership coach and acclaimed speaker, will enlighten members in Cardiff on 12 July on the neuroscience of leadership and how changing your mindset can transform your performance “The latest neuroscience and positive psychology research shows that success and outstanding performance are within everyone’s grasp because talent and leadership

NOVUS SNOWDON CHALLENGE HAS MATES IN MIND The team at CIOB Novus North Hub will be tackling Mount Snowdon this month to raise awareness and support for Mates in Mind and challenge the stigma and discrimination of mental health problems. The Manchester and Liverpool Novus Members Natalie Olson, Nicola Hodgson, Steve Dunn (Liverpool Novus Chair), Jessica Logan, Ema Klevan and Zoe Francis (Manchester Novus Chair) welcome any company on their charity event, scaling the Welsh 1,085-metre mountain.

To take part email Katrina Percival at kpercival@ ciob.org.uk.

To donate visit https://uk.virgin moneygiving.com/ CIOBNovusN

East Midlands members have the opportunity on 12 July to take a site visit with Winvic to the massive new rail-road freight interchange that is under construction next to East Midlands airport.

Winvic will take members on a tour of the SEGRO Logistics Park East Midlands Gateway (SLPEMG) – a 700-acre development with planning consent for up to 6,000,000 sq ft of logistics accommodation. The development incorporates a 50-acre strategic rail freight interchange (SRFI) which will include a rail freight terminal, capable of handling up to sixteen 775m freight trains per day, container storage and HGV parking.

In addition to the infrastructure works Winvic has recently commenced works on the first four development plots consisting of: l 1.5m sq ft fulfilment centre – £60m build value l 600,000 sq ft distribution centre including 35m high bay facility – £48m build value l 500,000sq ft distribution centre – £40m build value l 120,000sqft Distribution – £20m build value The visit will include a presentation of the scheme by Winvic operations manager, Rob Bull and project team members.

Booking numbers are limited to maximum 12 and PPE will be required. Book your free place by contacting gfloyd@ciob.org.uk

53 46-55communityNRFINAL.indd 53

18/06/2018 15:23

COMMUNITY JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Colin (main picture) in front of his zero carbon self build which includes 35 photovoltaic solar panels (left)

“We wanted to show there are other ways to build new houses. We built it in a fraction of the time of typical new builds with minimal environmental impact ”

Me and my project

Home grown A ZERO CARBON SELF BUILD LED TO AWARDS AND A NEW BUSINESS FOR THIS CIOB MEMBER

In 2015, Colin Heal MCIOB, former consultant project manager for Mace, and his wife Alison built their own sustainable home in a mere eight months. The contemporary building is fully sustainable and truly zero carbon.

In 2016 the building was awarded the Most Sustainable Construction award at the Hertfordshire Building Future Awards.

“We wanted to demonstrate how modern design and methods of construction can be used to create not only a sustainable home, but an attractive and desirable property,” says Colin. “We wanted to show that there are other ways to build new houses. We have created our dream home – one that is truly sustainable, whilst still being innovative and contemporary. We built it in a fraction of the time of typical traditional new builds, with minimal environmental impact. Although I would say it cost around five per cent more to build sustainably, we receive an annual income of nearly £3,000 from the electricity and ground source heat we produce. On top of that, you can’t put a price on the feelgood factor.”

The biggest contributor to the energy saving in this property is the recycled glass fibre insulation, which has been installed throughout the building. In addition the roof is fully constructed from 35 photovoltaic solar panels, (which

required a three-phase electricity supply to be installed to handle the additional power generated) and it boasts a ground source heat pump and automatic heat recovery and ventilation system.

Such is the success of his home, Colin set up ZEHo Projects, a project management consultancy specialising in sustainable developments. One of his current projects is a sustainable office block near Milton Keynes which includes a water source heat pump using the heat from an adjacent lake. ● Entry for the 2018 Hertfordshire Building Futures Awards closes on 6 July. For details see www.hertfordshire.gov.uk/ BFawards2018 Learn more about ZEHo at www.zeho.co.uk

54 46-55communityNRFINAL.indd 54

18/06/2018 15:23

CONSTRUCTION MANAGER | JULY/AUGUST 2018 COMMUNITY

Membership affiliations Membership of the CIOB brings with it many benefits, including 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.

MASTER PROJECTS WITH ONE-STOP, DEFINITIVE CONSTRUCTION INFORMATION

INDEPENDENT FINANCIAL ADVICE FOR CIOB MEMBERS FROM CHASE DE VERE

The Construction Information Service is an online product giving access to current guidance, standards and news for the construction industry. Updated daily, it contains 26,000+ documents from over 500 publishers, including full text British standards and CIOB documents.

CIOB Membership Affiliation Partners Chase de Vere are independent financial advisers. Without ties to products or providers we are able to offer unconstrained fully impartial advice.

Established almost 50 years ago, we have offices across the UK. Our financial and corporate advice services are available to CIOB’s 34,000 UK members. For example, we can help members save for the future, protect what matters most, enjoy their retirement, or pass on their legacy. We are working alongside the CIOB to provide help, guidance and useful information through articles and attending CIOB events both locally and nationally.

Our experience lies in assisting professionals to make sound financial decisions as they progress through their careers and their personal lives. By helping individuals and businesses build strong foundations for their financial futures, we have much in common with CIOB and its members and we are delighted to be associated with them.

Request a complimentary first meeting by calling 0203 1422507, e-mailing ciob@ chasedevere.co.uk or by visiting www.chasedevere.co.uk/ciob

Contact us for a free trial.

Email. CustomerCare@ihsmarkit.com or call us on 01344 328 300

Ever use a smartphone or tablet at work?

Ever thought about what would happen if you dropped it?

Not good eh?

It's time for your mobile to go rugged.

Get your exclusive CIOB Members trial at http://www.weareconker. com/ciob-trial now.

Official CIOB Partner.

As used by Balfour Beatty, Skanska, Keltbray... and 000’s more, UK & globally.

Premier BusinessCare is the CIOB approved insurance broker who specialise in sourcing the right insurance cover for construction industry professionals.

They can arrange insurance to protect your business, from single Professional Indemnity policies through to more comprehensive commercial insurance policies that can include Liability, Contract Works, Personal Accident and much more.

Talk to them today on 0330 102 6158 or visit www.premierline.co.uk/ ciob for a competitive quote.

Free2Move lease services offer multi-marque solutions, flexible rental periods and mileage up to 150 000 miles. You can select models combining low CO2 emissions, taxation and innovative equipment; reduce fuel consumption and ease daily life for your drivers www.peugeotcontracthire. co.uk/index.php/ciob

Recipro can help your organisation SAVE MONEY, REDUCE WASTE & HELP COMMUNITIES. 14% of materials ordered each year end up as waste – Recipro find a home for this material, and ensure it gets used for its original purpose, keeping them out of the waste stream, therefore reducing costs.

Elecosoft develops construction management software that’s used by many CIOB members. We can help identify the best solutions for your projects.

View this recording of a recent webinar: https://tinyurl. com/ybkm46jh An Introduction to BIM shown using Powerproject. Email info@elecosoft.com, or call +44 (0) 1884 261700. www.elecosoft.com

55 46-55communityNRFINAL.indd 55

18/06/2018 15:30

TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT TARIQ MOORE ON T: 020 3475 6813 Tariqm@media-shed.co.uk

Hundreds of the best jobs in construction.

Recruitment news and insight.

Employers seeking CIOB members.

www.constructionmanagerjobs.co.uk

56.CM.July18.Classified.indd 64

18/06/2018 10:11

JUNE 2017 For members of the CIOB

CONSTRUCTION MANAGER | SEPTEMBER 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

CONSTRUCTION MANAGER | JULY/AUGUST 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

CONSTRUCTION MANAGER | JUNE 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

CONSTRUCTION MANAGER | MAY 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

MAY 2017 For members of the CIOB

JULY/AUGUST 2017 For members of the CIOB

SEPTEMBER 2017 For members of the CIOB

3D PRINTING

WOMEN IN CONSTRUCTION

BUXTON CRESCENT

ONSITE AT LORD’S NEW WARNER STAND

WHAT WOMEN WANT

ON SITE AT VINCI’S £50M SPA REFURB

LOUGHBOROUGH UNIVERSITY ALUMNI TALK CANDIDLY ABOUT CONSTRUCTION

3D PRINTING AND THE RISE OF RAPID BUILDING

COUNCILS BEGIN TO BUILD AGAIN

constructionmanagermagazine.com

constructionmanagermagazine.com

constructionmanagermagazine.com

constructionmanagermagazine.com

REDISCOVERING BUXTON’S GEORGIAN GLORY

NEW HOPES FOR HOUSING

01.Cover.CM May17.indd 1

01.Cover.CM June17.indd 1

18/04/2017 11:17

01.Cover.CM JUL.AUG17.indd 1

NOVEMBER/DECEMBER 2017 For members of the CIOB

19/06/2017 16:26

01.Cover.CMSept.17.final.indd 1

CONSTRUCTION MANAGER | FEBRUARY 2018 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

CONSTRUCTION MANAGER | JANUARY 2018 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

JANUARY 2018 For members of the CIOB

HERITAGE

OFFSITE MANUFACTURING

CMYA 2017

RESTORING GOVERNMENT INSIDE PARLIAMENT’S VAST RENOVATION PROGRAMME

CELEBRATING THE INDUSTRY AT ITS BEST

COAL DROPS YARD KING’S CROSS

CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

CONSTRUCTION MANAGER | OCTOBER 2017 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

OCTOBER 2017 For members of the CIOB

16/05/2017 11:26

THE HOW, WHY, WHAT, WHERE AND WHEN

15/08/2017 13:18

FEBRUARY 2018 For members of the CIOB

KISSING AT KING’S CROSS BAM BRINGS HEATHERWICK’S DESIGN TO LIFE

11-PAGE CONSTRUCTION MANAGER OF THE YEAR AWARDS SPECIAL

FACTORY SETTINGS

HAS OFFSITE’S TIME FINALLY COME?

constructionmanagermagazine.com 01.Cover.CMOct.17.final.indd 1

18/09/2017 16:23

constructionmanagermagazine.com

constructionmanagermagazine.com 01.Cover.CMNovDec.17.indd 1

17/10/2017 14:08

01.Cover.CMJan.17.indd 1

12/12/2017 14:42

constructionmanagermagazine.com 01.Cover.CMFeb18.indd 1

23/01/2018 12:42

30,699* The largest circulation of any UK construction magazine.

58,000 Email newsletter circulation reaching CIOB members and other construction professionals.

Unparalleled access to the key decision makers leading the UK construction industry. *ABC audited July 2016 to June 2017

www.constructionmanagermagazine.com

CM Circulation ad filler.indd 67

20/03/2018 14:55

TRAINING & RECRUITMENT JULY/AUGUST 2018 | CONSTRUCTION MANAGER

Mind the information gap “I am project-managing the change element of the scheme” Ashley Rogan, Mace

Job spotlight Ashley Rogan Project manager, Mace

READY FOR CHANGE ASHLEY ROGAN HAS JUST MOVED TO MACE AFTER SIX YEARS AT BALFOUR BEATTY. HE IS WORKING ON A RETAIL PROJECT AND WAS CONFERRED WITH HIS MCIOB STATUS AT THE CIOB GRADUATION CEREMONY IN JUNE

You’re new to Mace: what prompted the job move?

I had spent almost six years at Balfour Beatty as a construction manager, starting as an undergraduate on its day release scheme and progressing to project managing sections of works in my final two years.

This gave me a second-to-none education, working with some of the best professionals in the industry. I felt that the time was right to move on in terms of career progression, start a new challenge.

What are you working on? Does your new role demand any new skills?

Mace is currently expanding Cheshire Oaks Retail Designer Outlet in Ellesmere Port, a £25m job that I arrived on around 12 weeks into the contract.

The scheme is reported as creating 25,000 sq ft (2,300 sq m) of new retail space for the centre, including new retail units, a visitor centre, expanded car parking facilities

and a number of other amenities – including a play area and new public realm. A new footbridge will also improve access for local residents. On paper this sounds straightforward.

Mace’s brief is to ensure that the outlet remains operational at all times with zero impact to the customer’s experience – while working in all four corners of the outlet, managing heavy plant and machinery, working from height, demolition and a total of 52 sectional completions each bearing their own liquidated ascertained damages.

I am project-managing the change element of the scheme, liaising with the client’s representatives from inception to tenant fit out – working with a novated design team, supply chain and Mace QSs and construction managers to deliver the client’s expectations.

The role at Mace is similar to one that I have undertaken with my previous employer; it needs an understanding that the retail industry is fast paced and one that can prompt change the second a tenant signs a lease agreement.

Excellent communication skills are essential to successfully delivering this project, also quickly picking up a good understanding of the design and contractual arrangements.

You just graduated as MCIOB. Has that been crucial to this job/your career?

The graduation ceremony on 8 June was a proud moment – and the title of MCIOB is one that I believe gives you instant respect from fellow professionals, colleagues, supply chain and clients.

Starting my MCIOB journey has been a great motivator from a personal level. ●

Hundreds of the best jobs in construction.

Recruitment news and insight. www.constructionmanagerjobs.co.uk

Ashley Poole-Graham, BIM manager at Speller Metcalfe, explains why all employees need knowledge of BIM The latest annual BIM+ Survey shows that although the industry is making progress in digital technologies, uptake of BIM Level 2 is still slow.

To help in the move towards total digital uptake, two things need to happen. First, more needs to be done by the industry to educate clients on the value of BIM, not only during the design-and-build process but also as a valuable tool in the long-term management of their asset, and secondly, industry professionals across the board need to be better educated in the benefits of BIM, rather than letting all the knowledge and know-how sit with those who use the technology on a daily basis.

At Speller Metcalfe we have developed a range of initiatives to directly address the gaps in skills and knowledge that exist both inside and outside of our organisation.

Externally we hold regular BIM Awareness Days with both clients and our supply chain, as well as leading project-specific BIM toolbox talks to engage with subcontractors on site. BIM and associated digital issues are regular topics of discussion at our CPD-accredited Knowledge Series events – a free-to-attend initiative that we developed in 2014 for sharing knowledge and best practice among construction professionals.

Within the company we have created in-house BIM training plans that include workshops open to all employees, offering varying levels of insight, from BIM for Beginners to job-specific advanced training.

Upskilling employees from all areas of the business – not just the designers and BIM professionals – helps us all to be champions of the technology, creating a team of BIM ambassadors who can engage in discussions on the benefits of BIM with our clients, consultants and subcontractors.

This holistic approach has also helped to streamline processes internally, with support staff learning how to administrate the common data environment and site management gaining a better grasp of BIM in the field.

Lack of knowledge and understanding is the most commonly cited barrier to using BIM, so as the experts we have a responsibility to share our experiences and lessons learned.

It is only by taking this approach that we can expect the industry to move forward.

58

58.CMJuly18.Recruit_sc.indd 58

18/06/2018 10:40

Get a global view of the built environment Global Construction Review tracks the complex flows of money, ideas and talent to provide a world view of the built environment business.

www.globalconstructionreview.com 65.ad.CM.JULAUG17.GCR.indd 9

20/06/2017 14:34

Official fuel consumption figures in mpg (l/100km) for the New Ford Transit Custom range: urban 36.2- 40.9 (7.8 - 6.9), extra urban 41.5 - 48.7 (6.8 - 5.8), combined 39.2 - 45.6 (7.2- 6.2). Official CO2 emissions 187 - 161g/km.

The mpg figures quoted are sourced from official EU-regulated test results (EU Regulation 715/2007 and 692/2008 as last amended), are provided for comparability purposes and may not reflect your actual driving experience.

60.CMJuly18.ad.ford.indd 14

19/06/2018 14:52