Construction Manager November 2018 by Construction Management

CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

NOVEMBER/DECEMBER 2018 For members of the CIOB

40 YEARS OF CMYA

CELEBRATING PROFESSIONALISM 40 YEARS OF THE CONSTRUCTION MANAGER OF THE YEAR AWARDS

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 CONTENTS

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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

In this issue

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

Prelims 04 Spurs stadium delays 06 Biometrics at Winvic 07 Mark Beard on cashflow 08 Chris Blythe 09 Feedback: Readers’ views 10 40 years of CMYA

CMYA 2018 12 Construction Manager of the Year Awards 2018 special

44 46 58

Experts Mediation: Putting theory into practice Dealing with dust risk Training and recruitment

48 50 52

Community Novus winner interviews Rebecca Thompson Restoration of E-1027 Welsh higher apprenticeships

30 34 36 38 42

Insight • Onsite Wates in Birmingham Interiors: Fit-out safety Interiors: New FIS CEO Digital education round table Data management survey

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Prelims THE LATEST NEWS, PEOPLE AND COMMENT

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BIOMETRICS AT WINVIC MARK BEARD ON CASHFLOW CHRIS BLYTHE FEEDBACK: READERS’ VIEWS 40 YEARS OF CMYA

Analysis

Will Spurs’ stadium delay hit CM’s reputation? MACE IS GETTING THE HAIRDRYER TREATMENT FROM TOTTENHAM OVER DELAYS TO ITS NEW STADIUM. BUT WILL THIS PUT CLIENTS OFF USING CONSTRUCTION MANAGEMENT, ASKS NEIL GERRARD

Mace is pulling out all the stops to deliver the delayed stadium before the end of the year

It wouldn’t be the first time in football that the manager has got the blame. With Tottenham Hotspur’s new £800m stadium, though, it is construction manager Mace that has found itself in the spotlight. The stadium had been due to open for a match against Liverpool on 15 September but issues with “critical safety systems” meant a delay that sees the club continue to play its home games at Wembley. It is still unclear when the project will be completed.

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Spurs stadium goes to extra time November 2015 Mace appointed as construction advisor; later becomes CM

“When you are looking at the type of client Mace is dealing with and the complexity of delivering a stadium, people will appreciate the difficulties” Jason Farnell, Construction Risk Management

Meanwhile Mace and the construction team have been getting the “hairdryer treatment” from Spurs chairman Daniel Levy. He has blamed “several contractors” for the delay, said the planned opening date “was not overambitious”, and that “the stadium would have been ready if not for the safety issues”. But does this mean clients should be put off construction management (CM) in the future? In truth, Spurs had little choice but to use CM for the new stadium, a huge and complex project. It is understood the football club couldn’t find a single contractor that would take the work on a fixed-price basis. Instead, Mace was initially appointed in a construction adviser role that evolved into a CM arrangement. But, like a chairman buying players without consulting his manager, it is thought the club negotiated up to 100 contracts itself. Mace built its reputation in CM and has delivered over 500 projects using that route. A spokesman for the firm said: “CM is a highly effective model to deliver complex projects as it allows complete transparency and provides

The pitch has now been laid at Spurs’ stadium

February 2016 Final planning approval received from Mayor of London

May 2016 Mace starts on site; September 2018 completion targeted

both the client and the contractor with the flexibility to manage risk appropriately. “Given the wider economic uncertainty at the time we were negotiating to build the stadium, we believed that CM was the only viable option for a project of this scale and complexity.” Mace started on site in May 2016, which meant it was given just over two years to demolish the old structure and build the new stadium. “The programme was clearly unachievable. Anyone in their right mind would look at it and go ‘that doesn’t seem right’,” a source close to the project said. Mace’s chief executive Mark Reynolds is understood to be on site nearly every day of the week, trying to progress the job as quickly as possible. But, of course, the nature of CM means that Spurs is picking up the tab for the overruns. “If Mace were left holding a JCT contract with a price of £250m and they ended up delivering it for £300m, they would have a very different problem,” said Jason Farnell, managing director of consultant CRM and a CM advocate. “The only thing that can really hurt you on CM is not delivering the scope of services in your agreement. Because you are a consultant, professional negligence is where you would be challenged and that is difficult to do,” he added. Gareth Jones, director of CM specialist InCo Projects, doubts CM is to blame for the Spurs stadium delay. “Huge projects like this inevitably have challenges and, regardless of the procurement option, the problems [that have occurred] would probably still have happened,” he said. “When you are looking at the type of client Mace is dealing with and the complexity of delivering a stadium, people will appreciate the difficulties,” Farnell added. The project source said: “Once it is all finished, Mace will think “we did a good job there” and rightly be proud of what they have achieved. Whether that is perceived in the market is another thing, but if I were a client, I would always go the CM route.” ●

August 2018 Spurs says stadium will not open in September

October 2018 Spurs says it is unable to give revised completion date

CM’s return to favour

Why construction management jobs are becoming more common Anecdotally, CM’s popularity seems to be on the increase. Sir Robert McAlpine is thought to be using CM on around half its workload, including the Stirling Prize winning Bloomberg HQ in central London, a £946m project. Mace is also using CM on the second phase of Battersea Power Station, valued at over £1bn, where it replaced Skanska. “At Battersea, you have got a 120-year-old listed, retained structure that has been messed about with for the last 40 years; the prospect of being able to put a lump sum price to that without putting in massive premiums is probably unachievable,” said CRM’s Jason Farnell. “Contractors will look at a job like that and say, ‘We won’t accept the risk unless it is in an environment where we are able to control the risk we are taking on’. Clients will think, ‘If we let that out on a lump sum, hard money contract, we are going to end up potentially paying a massive premium or we are going to end up in dispute’. So both decide they are better off with CM.” CM margins range between 2% and 6%, not dramatically different from contracting. For clients, the advantage is having construction expertise from the start of the project, while retaining control of their budget and supply chain choices. InCo’s Gareth Jones: “We did a hotel in Canary Wharf last year and the client went for CM because they wanted to use a couple of their regular subcontractors on the project. But they didn’t have all the subcontractors they needed. They also like to change the design. CM worked for them because they knew wouldn’t get clobbered with additional costs when they decided to make changes.” A warning from Farnell: “People think CM is interchangeable with hard money contracts. But they are different skillsets. You need a contractor who is capable of delivering in a CM environment.”

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Biometrics are playing an increasing role in all our lives – most commonly when we activate a smartphone with fingerprint recognition – and this technology is now appearing on construction sites. Winvic uses biometric sign-in across all its 35 live sites, after a trial on its Primark project in Northamptonshire which started four years ago. The firm worked with IT security specialist Biosite to introduce the technology. It is a significant investment in hardware and Winvic has spent £600,000 on the biometrics system this year, says health, safety, environment and quality director Ian Goodhead. Each site has at least two turnstiles. Winvic’s giant East Midlands Gateway project, where the perimeter fence is 7.5km long and over 500 workers are on site, has six. The turnstiles sit in a cabin and the Biosite software runs off a laptop. Workers are preregistered and assigned an ID number. When they arrive at site and use the fingerprint reader access control system, all their details are flagged up, allowing Winvic to check workers’ records. As well as recording site inductions, method statement briefings, time and attendance, the technology has helped the contractor identify competency issues. “Card schemes like CSCS and PAL are linked to the system, and it will flag up if a worker’s card is out of date,” says Goodhead. “When a worker is doing something they shouldn’t, they will be taken to one side and retrained accordingly, and this also gets recorded on the system. “We once had a safety breach on a site in Bradford, where we had to bar a worker. Then he showed up on another of our sites. That won’t happen with the Biosite technology because we can monitor all worker records centrally.” Goodhead says Winvic’s safety statistics are now “absolutely accurate” because Biosite records worker hours. “Previously the hours we used to calculate injury frequency rates were guesstimates,” he says. “It can also help us look at causes of injuries,” he continued. “We received a claim

How fingerprints help Winvic make sites safer BIOMETRIC READERS ARE TRANSFORMING WINVIC’S APPROACH TO WORKFORCE MANAGEMENT, WITH BENEFITS TO SAFETY, SECURITY, COMPETENCE AND MUCH MORE. WILL MANN REPORTS

Workers use a fingerprint reader to show they’ve read the site hazard board

for a subcontractor operative’s knee injury. We tracked all his work patterns using Biosite and discovered he had carried on working on the day of the injury and the next day. So he didn’t report it immediately. And we didn’t get the claim for three months. It was quashed by the insurance company.” T h e a c c u ra te h o u r s m e a s u re a l s o means Winvic can track how much time subcontractors are actually on site, useful if the project is behind, adds Goodhead. The system can help root out slavery and illegal immigrants. “We had a few Albanian workers on a Southampton site and with one of them, his fingerprint brought up three different entries, each with the same photo, but with three different names,” explains Goodhead. “They had created fraudulent identities, presumably to avoid immigration or tax authorities. We flagged it up to the labour supplier. We would like to link worker records to their right-to-work documentation.” Goodhead believes Winvic is “scratching the surface” of the technology’s potential and next steps could include asking delivery drivers to use a fingerprint reader to record a delivery. “With plant, if an excavator is producing black smoke, we could identify which subcontractor operative is responsible for that machine,” he says. Goodhead sees Biosite as another step in the industry’s shift away from filling out paper forms. “People might have seen it as another health and safety fad, but it is a significant cultural change,” he adds. ●

Fingerprint testing for drugs and alcohol For the past year, Winvic has been working with another technology firm – diagnostics outfit SureScreen – for testing drugs and alcohol using fingerprint readers. “In the past, the tests have used urine and saliva which are messy and long-winded,”

says Ian Goodhead, Winvic’s health, safety, environment and quality director. “SureScreen tests the sweat on the end of your finger and tests it for recreational drugs and alcohol. This allows us to screen workers for

impairment and we have had to stop some from going on site.” Goodhead adds that Winvic is now looking at using the SureScreen tests as a way of disabling ignitions on plant and machinery.

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Cashflow or profit? Bark of works: Meet Spot, the dog-like quadruped robot developed by US-based firm Boston Dynamics, which has been modified to conduct construction site inspections. The Spot robot will be available commercially in the second half of 2019 for a variety of applications. Watch the video at constructionmanagermagazine.com

ISG digital tech will scan for correct PPE FIT-OUT CONTRACTOR’S NEW TECHNOLOGY WILL CHECK WHETHER WORKERS ARE PPE COMPLIANT WHEN ENTERING ITS SITES Fit-out contractor ISG is set to launch new machine learning technology that will allow it to scan workers and ensure that they are wearing the correct PPE before they enter the site. ISG will use cameras at the entrances to its projects, which will facilitate a check of PPE compliance. The company mandates the wearing of five-point PPE on sites: hard hats, gloves, hi-vis, boots and safety glasses.

Construction’s uneven share of profit and cashflow is unsustainable, says Mark Beard

“The machine learning scans everyone who is going into the project and if somebody is missing an item of PPE, then we have a flashing light and signal which comes up on a smart screen which says: ‘You are not prepared for work, please review your PPE’,” ISG’s health and safety director Cavan Woods told CM. The programme is currently in the beta phase but the company is preparing to roll it out across its sites next year. The company believes it will be the first in the UK to introduce such a scheme, although others are believed to be looking at the technology. The innovation has been developed by ISG’s “tech incubator” team, which involves members of its IT and other key stakeholders. They are tasked with identifying ways in which existing technology can be turned towards improving ISG’s business practices. ● For more details on ISG’s health and safety innovations, turn to page 34.

I had a wry smile when I read Galliford Try Construction chief executive Bill Hocking likening construction to an egg timer: clients at the top, a squeeze in the middle which is the Tier 1s, then the Tier 2s and 3s below making sensible money. Hocking is spot on and the current position is not healthy. However, what also needs to be considered is the cashflow derived by Tier 1 contractors from building contracting. Most will be generating a positive cashflow at the expense of their supply chain. This uneven share of profit and cashflow is unsustainable, leaving too many participants unable to fund appropriate levels of training, investment, research and development, plus contractors with balance sheets that have no resilience should a few projects go badly, or the market turn against them. Tier 1s should look at what they bring to the party and how project cashflows are shared among participants. At Beard, we pay our supply chain promptly. Our average time to pay from receipt of invoice is 29 days. We could dramatically increase our cash balances by pushing out payment times to 45 days or 60 days. This would give us a tremendous short-term boost, but it would not be very long before our supply chain nudged up their prices to reflect the financial pain we had inflicted upon them and our profit would tumble. In fact, we have decided to do the opposite and gradually reduce the time we take to pay our suppliers. Hocking argues that Tier 1s have to turn the egg timer into a test tube by making margins closer to the rest of the supply chain. Great idea, but project cashflows will also need to reflect the shape of a test tube, which won’t happen if Tier 1s continue to prolong payment periods. As a medium-sized contractor, we are happy with 2% net margins and a small positive cashflow. While 3% with neutral cashflow would be better, and 4% with negative cashflow has its appeal, we would be a very different business, having very different discussions with our bank manager. Mark Beard is chairman of Beard.

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Chris Blythe

Chief executive CIOB

Comment

CMYA is a celebration of industry’s real professionals THIS YEAR’S AWARDS MARK 40 YEARS OF LEADERSHIP AND MANAGEMENT SKILLS IN A CHANGING INDUSTRY SAYS CHRIS BLYTHE

A year that began with the disaster of Carillion starts to draw to an end with us celebrating our Construction Manager of the Year Awards. As we celebrate 40 years of what are unique awards in the construction industry, it is worth thinking about the thousands of people who have entered over that time and the near one thousand medal winners. What comes across time and time again is the connection these professionals have with what they are doing. Through them you see that it is not just bricks and mortar or steel and cladding, or delivering a programme. The building is the means to an end and it is this that drives them. I remember one gold medal winner became very emotional as he described how his team rebuilt a paediatric oncology unit around the existing facility. He had to come up with a programme to deliver the work, but in essence through the programme he was directly enabling the continued treatment of the young patients. Without him and his team the doctors and nurses could not do their job. These themes get repeated year after year and are testament to the leadership and management skills at work, getting ordinary people to produce some extraordinary things. The 2018 winner has been described as “leading from the heart” and while we have people with such qualities we have a chance of overcoming the obvious problems that persist.

If high quality can be delivered by some, there is no reason why it cannot be the norm. What it needs though is a clear commitment from the client all the way through to put quality first. The professions have a leading role to play in collaborating to improve. The CIOB, RIBA and RICS have got together to produce a Quality Tracker. The CIOB is working with the LABC on Building Control degree apprenticeships. The Hackitt review is driving even more collaboration in respect of fire safety and it can only be hoped that this continues across other critical areas. I suppose this comes back to what professionalism really is. You see it in every single finalist in CMYA. Professionalism is a state of mind, about behaviours and values, which is about improving the quality of life of the building users, not whether they are members of a professional body, even the CIOB. CMYA is about identifying and celebrating the best construction professionals. As we move forward, CMYA will adapt and change to stay relevant and continue to be a showcase for the talent in the industry. We need to remind ourselves as much as possible of what we can do and how well we do it. One thing will not change – in 2028, when we celebrate 50 years of the Construction Manager of the Year Awards, the winners will still be described as “leading from the heart”. ●

New Quality Tracker tool aims to provide ‘golden thread’ A tool aimed at improving the quality of outcomes in the construction industry and providing a core component of the “golden thread” of information called for by Dame Judith Hackitt has been jointly launched by the CIOB, Royal Institute of British Architects (RIBA), and Royal Institution of Chartered Surveyors (RICS). The free-to-download digital tool – the Quality Tracker – will provide a constant

reminder of quality targets, which can be neglected as deadlines approach and costs rise. The tracker sets up a formal “chain of custody for quality” aligned to the RIBA Plan of Work, enabling all members of the project team to better understand their risks. Post-completion, the Quality Tracker gives purchasers, tenants, investors and asset managers a straightforward account about

the quality targets for the building and its development history. The wider adoption of the Quality Tracker will incentivise better quality in buildings, CIOB, RIBA and RICS said. For further information on how to sign up to the pilot, visit: www.architecture.com/ working-with-an-architect/buildingin-quality-pilot

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Dealing with the dangers of dust, p46

Feedback Firefighters have called for the government’s ban on combustible cladding to apply to all buildings

A selection of readers’ comments about news and issues in the industry from www.constructionmanagermagazine.com CM 05/10 Hackitt and value engineering John

If there is a problem with value engineering, it is that it gets decided between project managers (who more often than not have no design background), quantity surveyors (who only know about money), and clients who know little other than what their PM and QS tell them.

Vaughan Burnand

It’s interesting that Ms Hackitt is using the term incorrectly just as the industry does! What she wants to drive out is “cost thuggery” which isn’t in the subject of value management.

Brian Murphy

Ms Hackitt is using our terminology so we won’t be confused. We call cost cutting “value engineering” – a posh phrase that makes us sound more intelligent. Sadly we are not – the process is, more often than not, cost cutting of the crudest form.

the finished building. Perhaps if we exchanged “value engineering” for “sustainable performance engineering”, we might change both industry practice and client expectations.

CM 03/10 18m cladding rule George Tipping

It is a shame that such a high-profile person is allowed to use this term. It is apparent that she does not understand the term correctly. I come across this frequently. Value engineering is not cost cutting.

An 18m-tall building, residential or commercial, is between five to seven storeys. The risk of fire due to combustible cladding materials appears to me to be just as dangerous at 18m as a high-rise building. A multi-storey aged persons home, hospital or similar building cannot be evacuated quickly. If the insurance companies refuse as a group to insure buildings with combustible cladding, the 18m height becomes irrelevant irrespective of what the regulations state.

Michael Ian Watts

David Routledge

Keith Bennett

The problem in the public sector is an inability to define value. Anybody can define cash or cost, but a true definition of value requires far wider consideration. Value engineering should not be written off; instead it should be included as part of our professional training.

John Hesketh

The reality is that the industry is setting client expectations and ignoring the sustainability of

Ill-informed decisions are always dangerous. Before instant fixes are introduced can anyone confirm that the specification met the existing requirements of the Building Regulation/ Approved Documents, that construction was in accord with both regulations and the specification, and was certified as such on completion?

CM 04/10 Bionic vests Alan Blunden

I recall these type of vests being presented at the Vinci Innovation Awards in Paris in 2015. They are not just for lifting heavy loads. Vinci Construction in France used the vests for tasks where the operative had to sustain long periods of operating tools above one’s head, such as sanding a ceiling when undertaking renovation works. They received excellent feedback from the users regarding reduction of musculoskeletal issues and general fatigue. Further research and development of these vests is to be commended.

Sheila

Certainly beats people having to give their jobs to robots.

CM 08/10 Kier and pay Adrian Coppin

Sir Maurice Laing [former John Laing director] once said: “I know we are one of the largest construction companies in the UK, but understand this, we need the subcontractors more than they need us. Might, in this case, is not right and does not have the upper hand.”

Nicholas Everett

I am sorry but having endured both sides of this situation, I can say that only prompt payments indicate a solvent employer. One miss, well ok, two misses, extreme caution, three misses, off down the road, get out while you can and stay in front.

Mark

When will they stop claiming that contractors can get paid early via payment schemes. These are just an arrangement between the bank and the big boys and allow them to take a cut of the value from the SME when all they want is their invoice paid.

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

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40 years of professional excellence OVER THE PAST FOUR DECADES, THE CONSTRUCTION MANAGER OF THE YEAR AWARDS HAS IDENTIFIED AND CELEBRATED THE BEST INDUSTRY PROFESSIONALS. CM RECALLS THE PAST WINNERS OF CONSTRUCTIONâ&#x20AC;&#x2122;S MOST COVETED PRIZE

George Crowe Laing Construction Glasgow Royal Infirmary

Alan Crane CBE PPCIOB Bovis Wiggins Teape Building, Basingstoke

Michael Dearsley Higgs & Hill Adelphi project, London

Jack Walker Shepherd Construction Ridings Shopping Centre, Wakefield

Ken Williams MCIOB Taylor Woodrow Terminal 4, LHR

Bob Sanders Kyle Stewart Gallaher, Weybridge

Vincent Christie FCIOB Sir Robert McAlpine Crown Offices, Cardiff

Anthony Rosser Alex Gordon & Partners Crown Offices, Cardiff

Graham Wentzell RM Douglas Construction Hall 7, NEC, Birmingham

Colin Quigley FCIOB Fairclough Building Midland Hotel, Manchester

Edward Kear John Laing Construction Lansdowne House, London

John Westlake Wimpey Construction Cheltenham & Gloucester HQ

Dennis Bate Bovis Construction The Meadowhall Centre, Sheffield

Terry Davis FCIOB Taylor Woodrow Goldman Sachs HQ, London

Hugh Coulter Bovis Construction The Ludgate Development, London

Howard Shiplee Amec Manchester Airport Terminal

Ray Carter Bovis Lelliott Uppark House, South Harting

Tim Renwick Mace Departure Lounge, Gatwick

Wilf Hannon Laing Northern Fenwick Store, London

Phil Rowley FCIOB HBG Higgs & Hill Windsor Castle Renovation

David Hurricks FCIOB Willmott Dixon Fortnum & Mason, Piccadilly

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Ian Eggers FCIOB Mace, Stirling Square, 5 - 7 Carlton Gardens, London

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Peter Carruthers Sir Robert McAlpine West Quay, Southampton

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Richard Pike Laing O'Rourke National Ice Centre, Nottingham

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Malcolm Nelson Laing O'Rourke Festival Place, Basingstoke

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Paul Sims Lend Lease Paternoster Square, London

John Roper Sir Robert McAlpine Paul O'Gorman Building, Newcastle

Jeremy Williams Taylor Woodrow National Assembly for Wales

Simon Byford FCIOB Sir Robert McAlpine HBOS HQ, Edinburgh

Anthony Joubert Camerons Liberation Place & Station, Jersey

Lee Hutchinson MCIOB Mace St Paul's School, Barnes

David Wilson Morgan Ashurst De Grey Court, York St John University

Dennis Wilson FCIOB Lendlease The National Theatre, Southbank

Neil Matthias MCIOB Shepherd Construction Rockliffe Hall, Darlington

Roger Frost MCIOB Balfour Beatty Queen Elizabeth Hospital, Birmingham

Paul Marlow MCIOB McAleer & Rushe Unite, Angel Lane, London

Tim Hare Sir Robert McAlpine AirW1, London

Stephen Roome BAM New Council House, Derby

Margaret Conway MCIOB McAleer & Rushe 9-21 Adelaide, Belfast

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Construction Manager of the Year Awards 2018

DIANE AUCKLAND

THIS YEAR’S GOLD AND SILVER INDUSTRY WINNERS

Above: The V&A’s Sackler Courtyard with glazed cafe pavilion

DIGGING DEEP AT THE V&A PROJECT MANAGING THE VICTORIA & ALBERT MUSEUM’S NEW EXTENSION – WHICH FEATURED A 16M DEEP BASEMENT AND THE LARGEST COLUMNLESS GALLERY IN EUROPE – EARNED NEIL LOCK OF WATES THE ACCOLADE OF CONSTRUCTION MANAGER OF THE YEAR 2018, THE 40TH YEAR OF THE INDUSTRY’S MOST CELEBRATED AWARDS. CM REPORTS

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“The 25m-deep secant piled wall was installed just 2m away from priceless artefacts”

WINNER 2018

Neil Lock MCIOB Overall winner CMYA of the year 2018 Gold winner Public & infrastructure Wates

Neil Lock is Construction Manager of the Year 2018 after successfully delivering a technically complicated, high-profile and ultimately visually stunning project at one of the world’s most famous museums. The overall winner of the Chartered Institute of Building’s annual awards, in its 40th edition, was project manager for an extension of the Victoria & Albert Museum, London. The new gallery, courtyard space and entrance on Exhibition Road in South Kensington were delivered within the historic facades of the museum. And this was not just any extension. It required a vast excavation below the

HUFTON+CROW

Project: V&A Museum, South Kensington, London. Demolition of existing buildings and construction of gallery, courtyard and new entrance. Gallery works included full-perimeter secant piled wall, excavation of 16m-deep basement, and installation of a 40m fullwidth truss to create the largest columnless gallery in Europe. Completed in 166 weeks. Contract: GC Works 2011 Value: Tender £29m, final contract £38m

museum for the colossal 1,100 sq m columnless basement gallery. The logistical challenges alone were daunting, involving 6,000 lorry movements through a single entrance onto a major London road. The 16m-deep basement required a full-perimeter secant wall piled 25m deep, installed just 2m away from priceless artefacts in grade I-listed buildings. Just 20mm of movement for the existing

Top left: Wates’ Neil Lock is the 2018 Construction Manager of the Year Above: The new extension was built only metres from the Victorian buildings

masonry structure was allowed during the basement excavation and 5mm during the piling. The new basement is the largest columnless gallery in Europe, which meant installation of 40m-long single-span steel trusses weighing 12 tonnes apiece. A structural challenge of a different kind was the outside courtyard cafe created from 5m-wide structural glazing, curved and slotted into an existing stone facade. 13

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER Category sponsored by

Public & infrastructure Other finalists Malcolm Boyd MCIOB BAM Construct UK V&A Dundee

WINNER 2018

HAILEE KUKURA

Adrian Coleman MCIOB Willmott Dixon Lincoln Transport Hub

Jon Staley Kier Project: Aperture Building, Greenwich Peninsula, London. Construction of 2,200 sq m mixeduse building, with a cafe and deli, estate management suite, day nursery, community spaces and gym facilities. Completed in 74 weeks. Contract: JCT 2011, design and build Value: Tender £10m, final contract £11m

HUFTON+CROW

Lock overcame all these hurdles while accommodating some 1,000 change requests. He achieved this by building an excellent relationship with the client and professional team. From the outset, Lock ensured he was close to the client and that all supply chain partners were with him, and understood the key issues and drivers. He brought it all together to deliver a building that any construction manager would be proud to boast as a legacy.

Paul Limb MCIOB Morgan Sindall Civil Nuclear Constabulary Training Facility, Calder Bridge, Cumbria David McMahon CCG Scotland Scottish War Blinded Hawkhead Centre, Paisley

Above left: BIM visualisation of the steel trusses Above: The columnless gallery interior

Jon Staley’s successful delivery of this Greenwich mixed-use scheme included some clever rejigging of design, methodology and sequencing to keep the project on programme. He had to switch the tower crane location because of a crane radius clash with an adjacent site and redesigned its foundation pads to sit below the ground floor slab due to a below-ground obstruction. When a commercial kitchen was added, leaving the power infrastructure unable to take the extra load, Staley converted the temporary builders’ supply to a permanent supply for the building. The pronounced vertical fins posed the biggest design challenge. Staley proposed a unique cladding system which used the same profiles for both structural mullions and the fins. The mullions sit externally, supporting the glass and solid panels on a series of toggle fixings and supports,

so that the glazing floats between the building line and the mullions. This required careful coordination of design, manufacture and installation with the specialist supplier, building in allowances for approval processes. Ultimately, Staley delivered an unprecedented UK installation to the highest technical and aesthetic standard without breaching the programme or the budget.

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Information & Expertise In Partnership

The Construction Information Service Supporting every stage in the construction lifecycle. Over 85% of architects, engineers & consultants use The Construction Information Service (CIS) online every day to support concept and preparation, through to design, construction, operation and on-going use. Developed by IHS Markit and NBS, CIS provides instant full-text access to current regulations, standards, technical advice and a vast array of related news and briefings, available in a choice of packages to suit individual needs.

To find out more visit www.ihs.com/construction or call +44 (0) 1344 328 300 0771-VL-0918

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER Category presented by

Residential John Laycock MCIOB Wates Project: Vita Student Accommodation, York Refurbishment of grade II-listed former convent buildings and construction of 15 new blocks to create 644 student bedrooms. Works included demolition and extensive planting. Completed in 87 weeks. Contract: JCT 2011, design and build Value: Tender £47m, final contract £47m

Eamonn Laverty MCIOB McAleer & Rushe Project: Catherine House, Portsmouth. Provision of 1,000 ensuite bedrooms (291 studio apartments and 709 cluster flat bedrooms) by converting an existing building and constructing an 11-storey extension. Works included ground-floor retail. Completed in 102 weeks. Contract: JCT 2011, design and build Value: Tender £51m, final contract £51m

Budget was the crux of this student accommodation project, with the costed design of £52m well beyond the client’s £40m limit. John Laycock’s value engineering strategy – without comprising quality – was key to bringing the job within the cost envelope. This included changing the zinc shingle cladding for the envelope and roofs of four of the blocks to timber-clad walls and a standing-seam roof, saving £1.2m by eliminating the need for an additional roof under the zinc to achieve watertightness. The glazed roof of the heritage building’s internal courtyard was taken out, removing £1m from costs. A full MEP review yielded £1.5m. A drainage design review and rationalisation brought another £250,000 saving. Laycock brought further innovation during the build. He decided on shallow raft foundations for the new-build blocks

On this Portsmouth site, Eamonn Laverty was faced with two entirely different projects in one: refurbishment of a derelict 15-storey office block to provide 405 bedrooms, and a new-build extension for 595 bedrooms. In the existing building, Laverty faced challenges including adapting the floor slab edges for the proposed facade design, connecting the floor levels with the new-build extension, and refurbishing the lift shafts to meet modern standards. Laverty also had to manage repairs to the stripped frame, which included applying cathodic protection and galvanic anodes as corrosion inhibitors. All of the refurbishment works had to be completed within eight months so that the site could become watertight, allowing the interior and services packages to start.

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– eliminating piling – to mitigate the impact on the archaeology. He reused bricks from the demolition of existing buildings in supporting buttresses for the 5m-high listed walls around the ex-convent. Prefabricated bathroom pods and M & E p l a n t b ro u g h t q u a l i t y a n d programme gains, along with a labour force reduction, on a site surrounded by residential neighbours and with just a single point of access.

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Other finalists Noel Carson MCIOB Kier Neville & Sheraton House, Ustinov College, Durham University Darren Hancock MCIOB Willmott Dixon Ronald McDonald House, Cardiff Chris Harrison Mace Vauxhall Sky Gardens Terry Kirby Berkeley Navigation House, Marine Wharf, Deptford Alan McGinley MCIOB Berkeley Duncombe House, Royal Arsenal Riverside

Laverty coordinated striking of the scaffold with the internal fit out by starting the interior work from the top down to sync with removal of the scaffold ties, which were fixed through the facade to the underside of the slabs. Both builds had to progress concurrently, each with different challenges, but Laverty managed to bring the whole scheme in on time and on budget.

Graham Marshall MCIOB McCarthy & Stone Tudor Rose Court & Savoy House, Southsea Eamon Melia Berkeley Noble and Perkins House, Kidbrooke Village

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER Category sponsored by

Restoration

Project: Darlington Hippodrome and Theatre Hullabaloo Project outline: Refurbishment of grade II-listed Edwardian theatre and auditorium expansion (from 850 seats to 1,012), along with the design and construction of a linked 150-seat children’s theatre. Completed in 75 weeks. Contract: NEC 3 option A Value: Tender £12m, final contract £14m

Matthew Coleman MCIOB Osborne Project: Hackney Town Hall, London Project outline: Fourth and final phase of a six-year programme to modernise a grade II-listed art deco building, which remained in occupation throughout. Comprehensive M&E modernisation, extensive structural alterations and a complete reroofing. Completed in 133 weeks. Contract: NEC 3 Value: Tender £5m, final contract £15m

The major challenge for Sean McNicholas on this theatre refurbishment was the auditorium expansion, which had to be delivered in the shortest window possible – live shows continued until the day before the contract started and the panto season was to open the day following completion. The work also involved fitting in more seats – which were also wider and offered more legroom and a clear line of sight – without increasing the overall size of the space. McNicholas managed this by improving the gradient and inserting a steel cantilevered structure to replace two 400mm-thick concrete walls that supported the royal boxes. The project was £300,000 over budget at the design stage so value engineering was an essential. McNicholas maintained high-quality finishes for front of house, such as gold leaf decoration for the balcony fronts, while backstage corridors

The tripling of the value of this contract between tender and final account reflects a project that underwent immense design change. Matthew Coleman’s close relationships with the architect and structural engineer meant design resolutions for restoration of the art deco Hackney Town Hall could be agreed on the spot to avoid delays. He also brought his own innovative design ideas as work progressed, including transforming empty basements into space for catering facilities, an electricity substation and print rooms, possible through a reduced-level dig for the two new atriums. The original ETFE roof design was to span the width of both atriums and the roof of the council chamber, which would require a huge and expensive structural engineering solution. Coleman proposed a less intrusive ETFE roof,

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TOM MCGUIRE

Sean McNicholas MCIOB Willmott Dixon

had their planned ceilings removed and their walls built as fair-faced blockwork without plastering. The building had undergone numerous changes since its original construction in 1907, with unexpected problems lurking behind every corner which demanded repeated activity resequencing. Despite this, McNicholas delivered the project defect-free to a revised programme one week earlier than originally planned.

Other finalists Jason Bamford MCIOB Interserve Printworks Campus, Leeds Ruth Wells MCIOB Ridge Coombe Cliff Conservatory, Forest Hill

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with the same thermal performance and visual identity, but quicker to

install and easier to maintain. By rationalising the design of the concrete ring beams, the roof of each atrium could be independent rather than span both courtyards, which also reduced the transfer load to the existing building. This saved 10 weeks on the programme as well as considerable cost.

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Restoration Category Sponsor Construction Manager Of The Year Awards 2018

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Category presented by Philip Rowley MVO FCIOB, Construction Manager of the Year Winner, 1998

Refurbishment/fit out Eugene McCormick ACIOB Sir Robert McAlpine Project: The Sherwood, Westminster, London. Conversion of an eight-storey 1930s building from a backpackers’ hostel into 48 high-value residential units. Faience facades up to the sixth floor were repaired, and the top two storeys reclad. Completed in 174 weeks. Contract: Construction management Value: Tender £32m, final contract £65m

Richard Purcell Willmott Dixon Interiors Project: 39 Victoria Street, Westminster, London. Full-scale fit out of 11-storey 1980s office block. Completed in 44 weeks. Contract: NEC 3 option A Value: Tender £11m, final contract £12m

Eugene McCormick joined the project team midway through this complex conversion which was facing budget and programme concerns. He identified scope gaps in the professional team and brought in additional resources, agreed a revised project plan and reset the budget. The programme was rejigged but would still meet the client’s immovable completion date. Access was tricky, as the building was surrounded by busy streets and businesses, with a live gym occupying the bottom three levels. McCormick brought forward the installation of atrium bridges inside the building to improve logistics and to release the interior fit out earlier in the programme. However, after having to replace more of the beams around the perimeter of the atrium than originally intended, he was faced with a rapidly approaching

Vacant for two years before Richard Purcell project-managed a full-scale refit, this 11-storey Department of Health block had to be converted into 8,900 sq m of flexible office space to suit agile working and hotdesking. With a tricky refurbishment ahead in which services would be key to creating a modern working environment, Level 2 BIM was central to Purcell’s strategy. Yet his plans might have been held back by the almost total absence of BIM skills across the client team and the supply chain. With the client lacking any asset information on the building’s operations and maintenance, Purcell organised a point cloud survey, laser-surveying the spaces in the existing building to create a digital cloud of geometric data. As well as using the BIM model to verify dimensions, coordinate the design and detect potential service clashes, Purcell

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embargo on road closures for the crane needed to install the bridges, risking a four-month delay. The answer was to simplify the bridge connection design so that more work could be done off site and resequencing the beam replacement works. With McCormick driving a collaborative and innovative culture, the project hit all its budget, programme and quality objectives.

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Other finalists Colin Betts ICIOB Motte & Bailey The Old Dairy, Guildford Mark Lazenby MCIOB Laing O'Rourke Meadowhall remodelling, Sheffield Mike Perera MCIOB Kier 25 Wilton Road, London Adrian Roach ICIOB WRW IG Doors production facility, Pen-Y-Fan

generated visualisations, animations and virtual reality presentations to help the client understand the project. This allowed the modification of some material finishes and helped supply chain partners to get up to speed on the project before work began. The fast-track fit out was handed over with the distinction of no defects at all at practical completion.

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CELEBRATING

10 YEARS

NHBC Health and Safety Awards

Get the industry-wide recognition you deserve Exclusively for housebuilders, and celebrating its 10th anniversary, the NHBC Health and Safety Awards are now open for entries. We are extremely proud to have honoured over 500 new housing developments with a prestigious Health and Safety award since the competition started in 2009. We’ve seen first hand how health and safety best practice on site is going from strength to strength and the competition gets more exciting year on year. If you strive to be better than ‘compliant’ and your site demonstrates best practice health and safety standards then enter now.

FINAL DATE FOR ENTRY 30 NOVEMBER 2018

Entries for 2019 now open - visit www.nhbc.co.uk/hsawards

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Category presented by

Primary education

David Wright Morrison Construction Project: Whatriggs Primary School and Early Childhood Centre, Kilmarnock Project outline: Replacement of two primary schools with a single newbuild campus also featuring an early childhood centre (for 110 children) and a community library. Completed in 54 weeks. Contract: SBCC 2011 D&B Value: Tender £10m, final contract £10

David Wright’s optimising of the design, without compromising quality or specification, was central to successful delivery of this school scheme. His initiatives included reviewing the building structure in order to bring natural light into the school’s heart via roof lights and boosting the project’s environmental strategy through natural ventilation. Wright also reduced the materials palette, which helped unify the architectural identity, while minimising materials interfaces. The landscaping strategy was reworked to incorporate modern educational thinking on play and external learning, creating a more natural landscape with a wider variety of play spaces, walkways and natural planting. Wright substituted off-the-shelf play equipment with bespoke ideas conducive to play, exercise and learning,

CLOUD9

Project: Temple Learning Academy, Halton Moor, Leeds Project outline: Part new build, part conversion of an abandoned 25m swimming pool and leisure centre into a new school for 1,024 primary and secondary pupils. Completed in 76 weeks. Contract: JCT D&B Value: Tender £10.6m, final contract £10.6m

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existing roof. Similarly, he suggested that the existing cladding, which was structurally sound but looked tatty, could be treated and painted to match the new roof build-up. Fr yer also helped the school’s marketing by organising site tours – at night – during the construction phase, creating safe routes and walkways to allow parents and prospective pupils to see what the school would look like.

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Other finalists Haydn Boyce MCIOB WRW Penrhyn Church in Wales VC School, Pembrokeshire John Campbell McLaughlin & Harvey Roslin Primary School, Edinburgh Hadley Hands MCIOB Dawnus Ysgol Gynradd Lon Las, Swansea Neil Locke MCIOB Willmott Dixon Heathfield Academy, Croydon Richard Molyneux MCIOB Willmott Dixon Wixams Academy and Wixams Tree Primary School, Bedfordshire

LESLEY CURTIS

James Fryer MCIOB ISG

James Fryer worked closely with the client from the outset of this education project in Leeds, visiting similar local schools to learn staff and pupils’ key priorities. The scheme faced several cost challenges. The steep slope of the site had originally been addressed with a series of concrete retaining walls, which blew the overstretched budget. Fryer proposed a cost-effective slope stabilisation, which also created play space. Where the slopes were too steep for geotextile membranes to limit subsoil slippage, his introduction of geosynthetic cells allowed the earth to be stepped back and planted up with shrubs and plants. The new roof on the former leisure centre was also costly. Fryer used a drone survey of the existing roof covering and proposed an overroofing solution – avoiding the expense of removing the

which included a mud kitchen and a fitness trail. Quality was progressively signed off throughout, leaving no legacy problems or issues. Although agreement on important aspects of the fit out and finishes came very late in the day, the final testing and commissioning were successfully achieved first time round. There were zero defects or snags at practical completion.

Andy Walsham Morgan Sindall Littleport and East Cambs Academy

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 CMYA AWARDS

Category presented by Ian Eggers FCIOB, Construction Manager of the Year Winner, 2000

Secondary education Matt Crookes BAM Construct UK Project: UTC Portsmouth. Construction of three-storey academy in existing school’s playing fields, with engineering workshops, a lecture theatre, classrooms, catering facilities and a sports hall, natural ventilation and roof-mounted solar panels. Completed in 60 weeks. Contract: JCT 2011, design and build Value: Tender £10m, final contract £11m This three-storey new-build school had faced widespread local opposition, presenting Matt Crookes with an immediate stakeholder liaison challenge. He won their hearts and minds by personally facilitating scores of site

visits, rolling out the red carpet for MPs, university vice chancellors, Royal Navy Sea Lords, business leaders and potential sponsors. Crookes also hosted a construction expo and careers fair on site, inviting hundreds of local children and residents, and laying on cherrypicker rides and power tool try-outs. During the build, his philosophy was to put less in and get more out. He introduced acoustic lighting rafts with integrated fire detection, replaced suspended ceilings with exposed soffits, and stepped the groundfloor slab to minimise the reduce-dig. His site management was driven by a desire for experience and quality. Crookes appointed a site manager with crane expertise to be lifting coordinator, and with limited M&E experience on the team, he arranged for a local building services manager to do periodic quality inspections.

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Other finalists

Mel McMahon FCIOB Farrans Project: Harris Academy Tottenham (phase 2), London. Refurbishment of two teaching blocks and construction of new three-storey block. Works included installation of two link bridges, a new playground and a car park. Completed in 60 weeks. Contract: JCT 2011, design and build Value: Tender £11m, final contract £11m

Mel McMahon joined this project six weeks towards the end of its first phase, which was four weeks behind schedule, with sequencing disjointed and site relationships strained. His remedies included adding supply chain resource, evening working and restructuring the site team to target the areas that were furthest behind schedule. This turned the project round, paving the way for a much slicker second phase, where McMahon’s value engineering saved the client £170,000. His initiatives included substituting mobile cranes for a tower crane as well as cutting heavy prelim costs by wrapping multiple works into one subcontractor package. Another of McMahon’s innovations was redesigning the substructure to eliminate ground beams, creating a

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Danny Buckley MCIOB Morgan Sindall Oak Lodge School Centenary Building, Barnet Declan Doherty MCIOB Farrans East London Arts and Music Academy

flat slab linked to the pile caps, which avoided disturbing asbestos hot spots in the ground. McMahon was also able to absorb £700,000 of variations within the original programme. The project was completed 11 weeks early, with zero defects and snags – a significant achievement given the many complexities and an adjacent live school environment.

Brian Hanlon MCIOB Willmott Dixon Ysgol Glan Clwyd, St Asaph Stephen Lee Kier Callywith College Bodmin Andrew Ryan MCIOB Shaylor Group Bromsgrove School Performing Arts Facilities Andy Shepherd MCIOB Kier STEM, Plymouth

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER Category sponsored by

Higher education

Project: Ayr Academy. Construction of single-campus school for 1,000 pupils, with a 4G pitch, three gym halls, outdoor grass pitch, multi-use hall and a dance studio. Completed in 79 weeks. Contract: Design, build, finance, maintain Value: Tender £24m, final contract £24m Andrew McTavish’s programme mastery was the key to success on this three-storey academy build. His value-engineering list included retention on site of all excess material strip and topsoil, with 15,000 cu m used under the grass pitch.

Dave Nott ICIOB Wates Project: Sammy Ofer Centre, London. Conversion of two grade IIlisted buildings to an academic facility, with six lecture theatres and a new-build glazed link structure. Completed in 142 weeks. Contract: JCT 2011, without quantities Value: Tender £54m, final contract £75m On this refurbishment of two listed structures for use as an academic facility, Dave Nott had to twist and weave a mass of very different project strands together without tying himself up in knots. The challenges included the need to thread

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21st-century M&E systems – plus audiovisual and IT equipment – into a century-old building where no structural plans existed. The two buildings had been constructed very differently, and their potential to move at different rates made the construction of steel beams in the link building particularly problematic. The borders of the site, in the centre of London, included a busy road and Nott had

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GRAEME DUNCAN

Andrew McTavish Kier

When it emerged that ground conditions wouldn’t support the staff car park under construction, importing hardcore would have pushed the project into the red. McTavish instead picked a geotextile design that reduced the cost of the works by 70%. McTavish also solved the difficulty posed by having to install the steel frame for the gym block before completing the post-tensioned concrete frame of the main teaching block to which it connected. On a site with restricted access, he brought in two cranes, so he could erect the steel frame without waiting on the concrete frame. His close monitoring of the site, regular communication with the professional team and supply chain, and careful planning set high standards early on. By effectively completing construction a fortnight before the handover date, McTavish was able to put all his focus on the finishing trades to deliver a quality building.

to manage a team of 72 subcontractors and 300 site workers at peak. The initial quotes for the glazed curtain wall came back well over budget, but Nott found a subcontractor that delivered a 20% saving on the package, despite the complex design. In total he delivered over £3m of value engineering by reconsidering cladding, services and finishes as well as the structural items. He also treated the steel-framed building’s “Regent Street disease”, where the rusting of the metal over the years had destabilised the Portland stone cladding. With the local conservation authority reluctant for the facade to be removed to expose the steel frame for treatment, Nott turned to cathodic protection of the steel. He researched and sourced the specialists to install it with a 100-year guarantee.

Other finalists Alan Bell BAM Construct UK Coventry University Science and Health Building Nigel Harris MCIOB Willmott Dixon Faculty of Engineering, Queens Building New Wing, University of Bristol Lianne Lawson Interserve Piazza University of York Jamie O'Shea Bouygues Lady Margaret Hall, Oxford Ian Rainbow MCIOB BAM Construct UK Sarah Swift Building, University of Lincoln

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER Category presented by

Offices Dominic Hattee MCIOB Wates

GOLD

Project: Tasman House, London: Construction of 4,500 sq m block with class B1 offices from the first to the sixth floor, ground-floor retail, and a D1 unit in the lower ground floor. Completed in 86 weeks. Contract: JCT 2011, design and build Value: Tender £18m, final contract £19m On this six-storey office new build, Dominic Hattee demonstrated his ability to keep the client happy even when things go wrong. The killer moment came as the project approached completion. Fine surface cracks were discovered in the finish of the facade’s frames. Unnoticeable in dry

Allan Cameron Sir Robert McAlpine Project: Bloomberg London, City of London: Construction of 93,000 sq m of office space in two nine-storey buildings divided by a public retail arcade and linked by bridges on the upper floors. Works included a 260-seater auditorium, a common basement across the entire footprint and a full fit-out. Completed in 262 weeks. Contract: Construction management Value: Tender £532m, final contract £946m

The world’s highest rated BREEAM office building was a monster project for Allan Cameron to manage, involving 150 designers, numerous consultants, 200 trade contractors, thousands of site operatives and his own 100-strong management team. Standout features he successfully delivered included a bronze-clad steel ramp spiralling through the floor plates, folded aluminium petalled ceiling panels with integrated services, timber floors magnet-backed onto traditional raised floor tiles, and hollow bronze fins on the facade to naturally ventilate the building. The bronze cladding installation was particularly complex due to potential clashes with the structure – revealed in an as-built survey – so Cameron worked with the architects to agree a line of best fit for the already manufactured cladding. Using setting-out instrumentation from

weather, the cracks had drawn in moisture during a spell of rain and were incontestably unacceptable. Suspecting the cracking was exacerbated by the early striking of the concrete frames from their moulds, he told the manufacturer to produce a unit but not strike it until the curing temperature had cooled. The resulting crack-free frame allowed him to negotiate a way forward with the client: he replaced the units most seriously affected and applied a crack repair treatment to those that could not be removed. That was a big win on a contract heavy with challenges. He overcame the party wall challenges for the patterned brick cladding when it emerged that a neighbouring building had to be itself extended and supported from the new wall. Hattee’s hands-on ownership of the problem ensured a way past the numerous complicating factors.

Other finalists Jamie Cassidy McAleer & Rushe 35 Chancery Lane, London John Rabey MCIOB BAM Construct UK Tamesis 1, Egham David Wells Mace One Bedford Avenue, London

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the space industry, he positioned the cladding’s hanging brackets to a tolerance of 0.001mm. By doing this, he avoided the need to cut and amend the steel structure, giving a substantial programme saving. Cameron also had to deal with over 6,000 change requests worth £120m, a restored Roman temple in the basement and 106 work packages to be signed off as complete before the project could be handed over – a monster achievement.

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CMYA AWARDS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Category presented by Lee Hutchinson MCIOB, Construction Manager of the Year Winner, 2014

Leisure Karl Jordan MCIOB Gilbert-Ash Project: Hub by Premier Inn, Tothill Street, Westminster, London. Conversion of a seven-storey office block to a 339-bedroom hotel. Works included extensive basement, roof and internal structural alterations. Completed in 69 weeks. Contract: JCT 2011, design and build Value: Tender £20m, final contract £21m

Matthew Kemp MCIOB Willmott Dixon Project: Village Hotel Portsmouth. Construction of five-storey 153-bedroom hotel. Works included a swimming pool and a first-floor gym. Completed in 63 weeks. Contract: JCT 2011, design and build Value: Tender £17m, final contract £17m With just 12 weeks to go before practical completion on Matthew Kemp’s new-build hotel project, disaster struck. The wet wall panelling in an ensuite showed bubbles between the surface layer and the core material, caused by a manufacturing defect. A survey confirmed the worst: every one of the

This conversion of a seven-storey office block to a hotel provided a test of Karl Jordan’s leadership, technical and collaborative skills. During the client’s site strip, he undertook a full building survey to aid the design team and supply chain. The BIM model generated helped him realise that the planned 316-bedroom hotel had enough head space for 21 extra bedrooms, by fitting a double mezzanine in the basement. The client was delighted with the extra income stream for little extra capital outlay. Jordan then concluded that instead of completely removing the existing plant room, external walls and roof, he could leave the structure and most of the carcass in place and overclad it. This created space for two extra bedrooms – a further bonus. During the final fit-out stages, when an oversailing agreement could not be secured, Jordan had to manage the tricky

153 bedrooms was affected – more than 600 panels – threatening to blow out the whole programme. Kemp kept his cool. Rather than halt all subsequent works until the panels had been replaced, he sent the follow-on trades in to do their work as planned, then insisted each room was signed off as defect-free before the remedial panel works were undertaken. He also accelerated the bedroom fit-out to run concurrently with the remedial works, placing both packages with the same contractor. This wasn’t Kemp’s only contribution. He championed a hybrid hot-rolled and lightweight steel frame to deliver the large span open-plan spaces in the lower two floors and the cellular construction on the upper bedroom floors. With ensuite bathrooms on the outside walls reducing daylight ingress into the bedrooms,

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task of installing the new curtain wall 150mm back from its original position without damaging the internal finishes. He also met the client’s request for handover six weeks earlier to cover the unforeseen expense of the facade changes. The busy central London location, the use of modules for bedrooms and tricky party wall negotiations meant Jordan also had to demonstrate his logistics abilities to deliver the project successfully.

Kemp suggested using an electronically controlled transparent wall, allowing guests to turn a glass pane into an opaque wall at the flick of a switch. Across the project, he also processed £500,000 worth of contract variations – 20 of the 111 instructions were issued after completion – demonstrating his flexibility and client focus.

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Other finalists Phillip Brooks Willmott Dixon Waterside Drive, Walton-on-Thames Simon Cook ICIOB Willmott Dixon Romford Leisure Centre Martin Haigh MCIOB WRW Zip World Adventure Terminal, Gwynedd Aidan McCarron MCIOB McAleer & Rushe Hub by Premier Inn, King’s Cross Brian Oatley MCIOB Berkeley Royal Arsenal Hotel, Woolwich Paul Purser Kier Finlake Water Park & Fitness, Chudleigh David Rowell MCIOB Willmott Dixon Exhibition Building, Milton Keynes Museum Jonathan Watkins MCIOB Henry Boot Rudding Park Spa, Harrogate

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INSIGHT• ONSITE | NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

30-43

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

WATES TAKES BIRMINGHAM SKYWARD THE SECOND CITY SKYLINE WILL SOON HAVE ANOTHER SKYSCRAPER. WILL MANN MEETS THE WATES PROJECT TEAM BUILDING THE 102M TALL RESIDENTIAL TOWER AT THE BANK ON BROAD STREET

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INTERIORS: FIT-OUT SAFETY INTERIORS: NEW FIS CEO DIGITAL EDUCATION DATA MANAGEMENT SURVEY Wates is currently constructing Birmingham’s newest skyscraper – but it nearly wasn’t a skyscraper. The 33-storey tower is the second the contractor is building at The Bank on Broad Street – though it was originally planned to be two levels lower. “During our early discussions with Regal, we mentioned that if another couple of floors were added, the building would pass the 100m mark and be classed as a skyscraper,” explains Wates project director David Invernizzi. “The client thought this over, and obviously worked out that the business case would stack up, so went back to the planning authorities and applied for another two storeys. In the meantime, we were instructed to allow for 33 storeys in our foundation design. It was a risk, because if the planners had said ‘no’, the foundations would have been overdesigned. But the planners gave the green light.” At 102m high, the 217-apartment tower will be the latest in a spate of tall buildings planned for the Second City, which is feeling the bounce from HS2 and major financial institutions like HSBC moving offices up from London. It is also the second project for Wates on the same site. In July, the contractor completed a 21-floor neighbouring tower, valued at £21m and housing 189 apartments. It was awarded the £36.5m second tower, a

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Client Regal Main contractor Wates Architect Glancy Nicholls Structural engineer D2E

Contract JCT 2011 Value (Tower 1) £21m Value (Tower 2) £36.5m Programme (Tower 2) 128 weeks (started July 2017)

“As there is limited space at ground level, the entire floor construction has had to operate off floor plates, moving upwards as the structure advances” David Invernizzi, Wates

negotiated deal, in June 2017. Invernizzi has been project director for both. As land values rise in central Birmingham, sites are becoming tighter, and this one is no exception. A traffic island 550 sq m in area, there are public interfaces on every side and a listed building on the southern corner serving as Wates’ site office. The two towers are just 7m apart, and with the first handed over and now occupied, there is only 6m to spare around the second tower. For Invernizzi, this has meant a complex logistics operation, with deliveries planned weeks in advance and specialist contractors working on completed floor plates in the absence of much space at ground level. Additionally, many trades are overlapping so Wates can deliver a “keen programme”, as the project director puts it, one of many cost savings identified in pre-contract discussions with Regal. The contractor was also able to take its experience – and 90% of the supply chain – from the first tower across to the second, which uses largely similar construction methods. Wates started work on the first tower in July 2016. “We were in conversation with the client for over a year beforehand to bring the cost within the client’s affordability envelope,” explains Invernizzi. “Other contractors pulled out, but we were asked to do a value engineering exercise, working with the architect Glancy Nicholls and

Subcontractors: Piling Keller Concrete frame MPB Cladding Longworth Curtain walling Apic

SFS and partitions Isec Electrical Barrie Beard Mechanical JS Wright

structural engineer D2E, who were subsequently novated to us.” The site was formerly occupied by a bank – hence the scheme’s name – and the vaults are still in place, currently serving as the site canteen. Surveys showed basements from previous buildings, a 30m-deep well and a Virgin Media distribution box which supplies broadband to central Birmingham. “We had to cap and pressure grout the well and move a couple of central piles to bridge the well and the corner piles where the Virgin box was located,” explains Invernizzi. The second tower’s foundations involve a 1.1m-thick raft slab and 88 CFA piles, 750mm diameter – slightly wider than the 600m diameter piles used on the shorter Tower 1 – and driven to an average depth of 18m, and to 20m below the core. Some 893 cu m of concrete was used in the foundations. The value engineering savings, for both towers, chiefly involved the frame and facade. The slabs were reduced to just 205mm thick with post-tensioned cables to stop deflection. “It would be difficult to get them much thinner on a high-rise,” says Invernizzi. “However, the reduction in concrete and steel rebar meant significant value engineering savings.” On Tower 1 alone, this totalled £900,000.

Top and left: The new tower is being constructed just 7m from the already completed Tower 1 Below: The site is a tight traffic island

Both towers have reinforced concrete frames. Tower 2 has a slightly larger core, using just over 2,000 cu m of concrete and 211 tonnes of rebar. The frame uses shear walls up to level 10 to strengthen the central core, with levels above having a more standardised layout with columns spanning a maximum of 8.9m. Retail units will occupy the ground floor of the second tower, where the floor height is 6m to the underside of the first floor slab. Otherwise, the storeys are 2.85m from slab to slab, except for the two extra levels at the top, where the floor height is 3m to allow for “penthouse” style apartments. The single cores on each tower, which contain two lifts, a staircase and the main M&E risers, have been constructed using full-storey-height slipform rigs. The concrete is poured into the rig, which then moves up a level, and then the slab construction follows behind. The only precast element is the stairs. “As there is limited space at ground level, the entire frame construction has had to operate off floor plates, moving upwards as the structure advances,” explains Invernizzi. “So the frame contractor occupies the four or five plates below the top of the build, where they store materials and assemble rebar and other prefabricated elements. “Then these materials and elements are wheeled out onto a CantiDeck loading platform, which projects off the face of the building by 5m, and lifted by the tower crane up to the top of the structure.” For the envelope construction, the first tower used a punched window detail, but Tower 2 has a curtain walling system. “Punched windows would not have worked because of the wind loading on the higher levels,” says Invernizzi. “There are similar cladding details, but additional fixings to cope 31

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At 102m high, the 217-apartment tower will be the latest in a spate of tall buildings planned for Birmingham

“The further up the building you get, the higher the risk of bad weather delays as the winds are higher and the temperature colder” David Invernizzi, Wates

with the wind loads. This was modelled using a wind tunnel. “Also, the original design of the cladding detailing used a secret fixing, but we have reverted to face-fixed detailing, which has saved hundreds of thousands of pounds.” The facade comprises glazing plus rainscreen cladding – a brass and tortoiseshell effect – with Rockwool Duo Slab insulation, and a Siniat weather defence board, fixed back to a lightweight steel framing system. “We were halfway through constructing Tower 1 when the Grenfell fire happened, and we went through numerous external consultations to validate our facade design,” says Invernizzi. The facade is constructed in situ, with mast climbing work platforms (MCWPs) used for facade build-up and the glazing then installed from inside the buildings. “We use a Glassboy floor crane, with hydraulic lifting arm and vacuum cups to lift up the glass,” says Invernizzi. “The heaviest glazing units weigh 150kg. The external panels are relatively lightweight – the heaviest is around 25kg – so these are handled manually, but all workers on the MCWPs use tool and material tethering.” There are eight MCWPs on Tower 2, supported by scaffold structures at ground level which also protect pedestrian walkways. “We are using two

on each elevation, because when we have to fit the curtain walling at the corners, it involves two MCWPs, which stop other trades from working.” says Invernizzi. Invernizzi says Wates would have opted for a unitised facade system for a tower above 33 storeys. “That comes with a higher price though,” he adds, “but it does mitigate the risk of downtime from poor weather that we have with insitu construction.” The lean programme is targeting 18 weeks per floor plate on Tower 2, where there are seven apartments per floor (there are nine on Tower 1, reflecting its slightly higher spec). “We release the envelope in bands of five to the facade contractors,” explains Invernizzi. “These are then completed and waterproofed, at which point the facade contractors move up to the next band of five and the fit out starts. And so on up the building.”

The facade glazing is installed from within the building

“Obviously if we have an issue with the frame or the facade – and we have had delays due to weather, notably during the ‘Beast from the East’ in March – then it can impact all the trades following behind. And the further up the building you get, the higher the risk of bad weather delays as the winds are higher and the temperature colder.” When the hoist comes out and then the tower crane, two more MCWPs will be installed in their place to accelerate the final stages of the programme. “Obviously we cannot install the curtain walling and fit out the apartments where the hoist stands, so those areas have been temporarily waterproofed to stop rain getting in,” says Invernizzi. The apartments are serviced by gas and electric – only the retail space has gas – and both towers have individual sub stations. The plant is housed mostly on the roof along with the sprinkler tank. For speed, the M&E first fix is proceeding in front of the internal wall partitions. The high-spec fit out is under way with the show home nearly finished. Wates is “on schedule” for completion in autumn 2019, says Invernizzi. Logistical challenges have included closing Sheepcote Street on the site’s northern edge for a weekend to allow erection of the tower crane using a 500 tonne mobile crane – and organising vehicle movements around the utility works for the tram extension along Broad Street. “The tram extension is a bonus for the client – an extra selling point for the apartments,” says Invernizzi. When complete, the Bank skyscraper will – briefly – be Birmingham’s second highest residential tower. It will soon be overtaken by another skyscraper – a 42-storey apartment block is planned for the opposite side of Broad Street by developer Moda. ●

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TECH BOOST FOR FIT-OUT SAFETY ISG HAS SET UP A DEDICATED UNIT TO EXAMINE HOW TECHNOLOGY CAN IMPROVE NOT JUST ITS PRODUCTIVITY, BUT ALSO ITS APPROACH TO HEALTH AND SAFETY. NEIL GERRARD FINDS OUT MORE It’s a little-known fact that bubble wrap was originally developed in 1957 as a textured wallpaper, before IBM saw its potential for a completely different purpose: protecting its delicate 1401 computer while in transit. Sometimes a technology ends up being used for an application beyond the one for which it was originally intended, and it’s with that in mind that ISG has created a dedicated

“technology incubator ”, which involves members of its IT team and other key stakeholders. The incubator team has been tasked with identifying ways in which existing technology can be turned towards improving ISG’s business practices – and it is already having a marked impact on the way in which it approaches health and safety. One example is its use of QR codes, as health and safety director Cavan Woods explains. “They are utilised massively in retail and manufacturing but construction doesn’t seem to have identified just how flexible they are,” he says. In recognition of its multinational workforce, and the fact that in order for workers to truly understand the health and safety hazards in their place of work they need information in their own language, ISG has started quizzing staff on some sites about their native

tongue before applying a QR code to the worker’s hard hat. If the worker’s native language is French, for example, they can then stand in front of smart screens equipped with a camera that will read the QR code and display the relevant safety information in French. The scheme is currently being piloted on a number of ISG sites, with more set to be rolled out next year. While the cost of translation is not cheap, a smart screen and camera is relatively inexpensive at £700-800 and worth the investment for a better educated workforce, Woods says. And it isn’t the only application for QR codes. ISG has also applied them to all its safety information sheets on site to increase worker engagement. “A good example would be the safety information sheets we place outside of an energised switch room,” says

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ISG uses smart technology to communicate with its workers on site

Woods. “They talk about the hazards and what people need to do in order to remain safe. At the bottom of the bulletin it will say ‘Do you want to know more? Scan the QR code.’” The code will take a worker’s smartphone to a slideshow which gives them additional information on the hazards in that area. In the case of an energised switch room, that includes a millisecond-by-millisecond description as to what happens when an arc flash occurs. There’s also a link to a YouTube video showing an arc flash in real time. “We have discovered that by imparting such in-depth information, people, especially the younger generations coming up through the industry, are very willing to engage,” says Woods. Perhaps more futuristic still is one of the latest projects ISG is working on – using machine learning to detect if workers are wearing the correct PPE. “It is still in the beta phase but I think we are nearly there and we are looking at a roll-out next year,” he says. “We are looking at placing cameras at the entrances of our projects when you go into the construction area and it does a check of PPE compliance. We mandate the wearing of five-point PPE when working on our projects: hard hats, gloves, hi-vis, boots and safety glasses.

“The machine learning scans everyone who is going into the project and, if somebody is missing an item of PPE, then we have a flashing light and signal which comes up on a smart screen which says: ‘You are not prepared for work, please review your PPE’.” Already in operation is the company’s Bluetooth beacon technology. “These tiny little Bluetooth chips can send out signals and what we have found is they are eminently programmable,” Woods says. “In conjunction with the tech incubator team, we have programmed them to send out safety signals.” What this means in practice is that workers are invited to download an app on their phones. Bluetooth beacons, set to transmit only for a short distance are then placed around the project in so-called “safety zones”. When a worker enters that zone, they can open the app to read safety information relevant to that area, including what PPE is required, how to report hazards, where to follow designated paths, and so on. Not only that, but ISG can use the system to send out push notifications to workers’ phones if there is an emergency such as a fire alarm going off, or if they want to update the workforce with a relevant safety bulletin. Different construction sites can also be linked up together if required, and

“If somebody is missing an item of PPE, then we have a flashing light and signal which comes up on a smart screen” Cavan Woods, ISG

ISG also has the ability to geofence certain areas of a project. That means that if a worker is working on a project and is only permitted in a designated zone but tries to enter another, then ISG would get a notification, helping to enhance project security. Given that all of this is already going on now, where does Woods see technology helping to improve worker safety in the future? He is excited about the potential of haptic technology, which allows devices to communicate with people via feel. The aim would be to add the technology to PPE, perhaps via a vibrating silicone bracelet handed out on induction. “Then if they were to go near a hazard, we could send a signal to signify it’s a hazard,” says Woods. Another idea, perhaps a little further off, is the type of airbagequipped clothing now available in motorcycling and skiing, which Woods sees as a way to help prevent injury in falls from height. “The applicability of technology is only limited by your imagination,” he says. “We are not developing products for technology’s sake. We are in the business of developing products which are going to have a tangible safety benefit for our project and for the industry.” ●

BIM’s role in fit-out safety training

Smart screen use at an ISG data centre

ISG has started to harness the power of building information modelling (BIM) to improve its health and safety training. Recently the company embarked on developing a new lockout-tagout training process on electrical systems.

“We are working with our BIM and AI teams on this,” Woods explains. “We can show in virtual reality the components that need locking out, how the locks are to be applied, and what to do if more than one lock is applied, how it is tagged and recorded and how they are applied along the line.”

It is, he says, a great way of showing workers systems and procedures in isolation from the actual area. The next stage will be to expose people to hazards in the AI world without putting them at risk in the real one to further enhance their training.

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What areas are your members telling you they need help with? Fire safety is number one without a shadow of a doubt, but with that goes quality. I genuinely believe we are starting to move to an environment where people are starting to look for more quality in construction and question some of the value engineering that goes on. Also fundamental to quality construction are things like acoustics, wellbeing and sustainability. We need to start measuring all of those things more effectively. How is the FIS responding to the Hackitt review? Grenfell was a game-changer. People suddenly had a pretty horrific reminder as to what risks they carry and what the result of failure could be, so we have to start looking at competence from a point of public safety. We are supporting the Hackitt review. It is easy to come up with simple systems but construction is incredibly complicated and that is where our three Ps are fundamental. They are: Product – keep records of the specification, test evidence, purchase orders and delivery notes;

FIRE SAFETY AND QUALITY TOP FIS PRIORITIES RECENTLY APPOINTED AS CHIEF EXECUTIVE OF THE FIS, THE TRADE BODY FOR THE FINISHES AND INTERIORS SECTOR, IAIN MCILWEE TELLS NEIL GERRARD WHY THE INDUSTRY’S CULTURE IS CHANGING

STEWART ATTWOOD

What are your plans for the FIS following your appointment in July this year? The FIS exists to help. The interior fit out sector is probably one that is not that well understood. My plan first and foremost is to make sure people understand what the sector is and the value that it delivers. The FIS is already a strong community but we need to develop and grow that and bring new people and fresh ideas in. We shouldn’t be static – we should evolve around the need of the industry.

Process – keep dated site images of the installation, especially elements that will be covered up in the final build; and People – record who installed the system using records from their CSCS cards and their relevant qualifications and training. One of the things that happens in construction is that as an industry – and this is a sweeping generalisation – we have been very good at working out how to cover everyone’s bums rather than manage project risk. We have been involved in supporting the creation of the RIBA Plan of Work for Fire Safety and that also gives us a really good process to follow and manage safely through the construction supply chain. What work are you doing when it comes to skills in the sector? Skills is another massive area for the FIS. It is about how we continue

“Grenfell was a game-changer. People suddenly had a pretty horrific reminder as to what risks they carry” Iain McIlwee, FIS

to manage and monitor quality on the people side in a sector with a high labour force of labour-only subcontractors. FIS has some pretty ambitious skills projects running at the moment, starting with our “I Built This”, which aims to attract people who want work in construction, through to “Build Me” which is around people who have already opted for construction doing diplomas and making sure they have work experience opportunities. And we have got “BuildBack” which is about bringing long-term unemployed people back into the sector. We are also moving towards a more carded workforce. How many members do you have and how much do you hope to grow? It stands at about 450 companies at the moment. The target is to get as many people as possible into membership but we should be able to get to 1,000 over the next three years without breaking too much of a sweat. What other hot topics are affecting the sector at the moment? The productivity of construction is a key theme at the moment. Two of the areas where we have let ourselves down since time immemorial is with contractual terms and payment. FIS takes a very active role in looking at how we can improve both of those. We have been supporters of the Aldous Bill. We support Build UK’s Roadmap to Zero Retentions – it is just the “by when” bit that we have concerns about, because cash retentions have no place in the modern business world. We waste too much time and money faffing around on contracts and parcelling up risk and not allowing money to flow through the supply chain as it should. ●

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IS EDUCATION HELPING TO DELIVER A DIGITAL BUILT BRITAIN? THE CENTRE FOR DIGITAL BUILT BRITAIN HAS ORGANISED A SERIES OF DEBATES TO EXAMINE WHETHER THE BUILT ENVIRONMENT IS DELIVERING ON THE GOVERNMENT’S DIGITAL PROGRAMME. FIRST UP, SENIOR FIGURES FROM THE ACADEMIC SECTOR GAVE THEIR OPINIONS ON WHAT IS WORKING, AND WHAT NEEDS TO CHANGE. CM JOINED THE DEBATE

Inconsistency across courses and certification, a lack of accreditation, a gap between academic tuition and industry needs and insufficient rigour in CPD programmes – these were just a few of the concerns highlighted by education professionals in a recent debate organised by the Centre for Digital Built Britain (CDBB). The event, hosted at the Chartered Institute of Building (CIOB) central London office, was the first in a series of discussions which will involve all sectors of the industry, including contractors, consultants, FM providers and clients. CDBB will use the sessions to help understand how BIM is currently being adopted and to inform the future CDBB agenda. Terry Stocks, leader of the CDBB BIM Level 2 workstream, launched the academia debate by observing: “Unless we have got a skilled workforce, and a skilled base that we are

growing, it is going to be really difficult to deliver the government’s aspiration for a digital built Britain.” One of the first issues raised was that BIM and digital training is too often separated from “core” built environment education. “It is seen as a specialism; you train as a structural engineer or an architect, but then go off and do a separate BIM course,” says Gareth Sewell, BRE’s associate director for BIM. “But BIM and digital should be part of your daily job and, to reflect that, it needs to be integrated into training for every discipline. “The training should also teach people to integrate with other disciplines. But most of the courses are separate. An architectural course is purely architectural and provides no contact with structural engineers, QSs, mechanical engineers or other roles.” The different professions in the industry are all at different levels of

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Does education help to deliver the government’s aspiration for a digital built Britain?

ability, adds David Greenwood, director and co-founder of the BIM Academy. “Architectural technologists are at the top, followed by construction; civil engineers are near the bottom.” The potential “silo” effect in digital learning is a concern Iain Miskimmin has attempted to address as manager of the Crossrail-Bentley Information Academy, which has trained over 6,000 people. “From the launch in 2012, we made sure people didn’t end up in silos according to their role and organisation,” he explains. “Whether they were a CAD manager or project manager, we concentrated on giving them the digital skills that they needed to use in their job from day to day. It wasn’t a bolt-on. We also called it the Information Academy rather than the BIM Academy to stress that this isn’t just about modelling – it’s about digital asset delivery.” There is general agreement on this. “We are in danger of talking too much about BIM education when it is just one aspect of digital technology,” says Paul Allford, CITB qualifications and standards policy manager. “There is also AR, VR, drones, the internet of things and more.” Ka re n A l fo rd , w h o l e a d s t h e Environment Agency’s asset data strategy, adds: “All we are talking about is doing the traditional things that have always happened but putting in some technology so it can be done smarter.” “It is about making people aware of what tools are out there and how they can then be used,” says Rob Garvey, senior lecturer at the University of Westminster. Another concern for Allford is “inconsistency” in courses at all education levels. “Standardisation is lacking – we need to define the skills sets required,” he adds.

Academic leaders came together to debate the future of digital education: (left to right) Gareth Sewell, David Greenwood, Niraj Mistry and Rob Garvey, with CDBB’s Fiona Moore and Terry Stocks

Rob Garvey, University of Westminster No. This is much wider than just digital. That is part of the solution. But we have to get the basics right and that means the education system. We need to make digital learning more readily accessible. Niraj Mistry, UK BIM Alliance & Stroma Certification It needs kicking into shape. We need common competencies across industry that we can all map to and which work at different levels of the industry. That means alignment between all the training providers, because at the moment we don’t know who to trust.

“BIM and digital should be part of your daily job and, to reflect that, it needs to be integrated into training for every discipline” Gareth Sewell, BRE

Steve Pittard, South Bank University No. Based on my experience of a recent project where BIM Level 2 was mandated, I was surprised how the organisations working on the execution plans put them together so poorly. And these organisations were accredited and certified – which shows the system doesn’t work. Gareth Sewell, BRE No. It has been pushed too far into BIM and become differentiated from construction, so it is a specialism. Also, not having clear programmes that are delivering the same thing and teaching the same thing means we haven’t got a true learning outcome framework.

David Greenwood, BIM Academy It helps and it hinders. One of the major problems is the skills shortage; not the people that the education system is turning out, but the educators. There is a “meta skills” shortage among the educators. Paul Allford, CITB No. We need to widen current education programmes to be digital, not just BIM specific. We also need standardisation through competency. Nigel Midmer, NACF We are asking for a single point of reference for templates and documents which we can use to certify, accredit and build courses and training. Digital needs to be an embedded business-asusual function, not a bolt-on. Julien Sample, Harlow College Yes. There has been an improvement in digital skills development in compulsory and post-secondary education and it is constantly improving. People who aren’t in any education have the lowest digital skills and will be the hardest to educate. Ian Miskimmin, Bentley As with all new adoption, we like a pilot study. The academy at Crossrail had clear leadership, boundaries, definitions, and a big vision. We could do that in the wider world but we need clear vision – and strong leadership with teeth.

Karen Alford, Environment Agency No. We have had too much focus on construction and not information management for the whole life of an asset. CPD is an issue; we need to bring along the people in the industry who will probably be with us for another 40 or 50 years. Sarah James, ISG We are recruiting some excellent graduates but to better prepare them we need a common set of competencies. That would give them the right grounding. Thomas Harrison, BSI There is always room for improvement. The 2016 mandate wasn’t the end of a journey towards BIM, it was the start. But this is not a problem construction in isolation is going to be able to solve. It is vital that clients are brought along – who can put pressure onto contractors to produce useful information in formats they can use. Eleni Papadonikolaki, UCL Bartlett School of Construction & Project Management It is not a yes or no answer, as the technology and standards are still under development. We have many different tools coming into the market, so it is more about understanding the reasoning behind using them rather than specific skills and software needs. 39

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Action points for academia from the debate

An exciting vision of a digital built Britain – to encourage new entrants into construction.

A “Bloodhound” programme for construction in schools.

This suggests we need a syllabus, says Fiona Moore, BIM Level 2 programme manager at CDBB. “We have one of sorts in the Learning Outcomes Framework, but it needs to be updated and adopted more widely,” she says. “We need to ask, ‘what does it mean to be digitally literate?’,” says Julien Sample, assistant principal at Harlow College. “The Department for Education and Alpha Plus are doing some work on this, developing a set of digital standards for adults similar to literacy and numeracy. That might start to address the digital skills deficit.” “So, if and when something like that is launched against the backdrop of Digital Built Britain it starts to create that bigger education picture,” says Stocks. But aside from the lack of standardisation, there is concern around quality and relevance of course delivery.

Ensure young people’s digital learning is nurtured and progressed post statutory education.

Professional institutions need to insist on digital, BIM and collaborative content in courses.

Courses should be accredited to ensure consistency of message.

“You have got to either bribe, seduce or scare staff into getting good at these things by either grants or something like the 2011 BIM mandate for digital education” David Greenwood, BIM Academy

CDBB’s Terry Stocks: "Does the industry feed through to academia its BIM requirements?”

“With research we carried out in Scotland, you could take 10 courses which had the same title across 10 universities and you would get 10 versions of what should be being taught,” says Allford. “That is down to having one lecturer who knows everything about BIM, so it gets packed into that course; while another lecturer doesn’t know much at all, so students will get very little BIM.” It raised the tricky question of whether, Stocks asks, “educationalists are close enough to digital to deliver training?” Sample believes the statutory sector has made great strides in digital education (see box, p41) and says Harlow College has been able to get funding to send staff out into industry for specialist training with engineering companies. “When they come back they are then at a level where they can pass that knowledge on,” he explains. Greenwood adds: “Increasingly at the very top levels, with PhDs or engineering doctorates, we are seeing a trend of increasingly involving industry, which is great.” But he also feels there is a “big barrier” to training the trainers. “You have got to either bribe, seduce, or scare staff into getting good at these things by either grants or something like the 2011 BIM mandate for digital education,” he says.

Academic leads should be supported by industry to maintain industry knowledge.

However, South Bank University’s BIM lead Steve Pittard argues that apprenticeships can play a role in bringing industry and academia closer together. “If we spent a bit more time trying to make the apprenticeships work rather than using it as a cash cow to fund part-time degree courses, it could help bring these digital skills into the industry,” he says. “We academically train people but it has to be relevant to what they end up doing. It takes time to get them to a point where they are useful in the industry.” Sewell believes that the absence of the mentoring process is partly a cause. “That has gone and it used to be key when you started in construction,” he says. “We need to link academia, apprenticeships and mentoring together.” “We can learn in academia but it is not until you get into the real world and actually start working that you can learn what the industry actually needs,” says Niraj Mistry, head of BIM at certification body Stroma. Though Greenwood says: “The role of vocational courses in the academic world is to protect people from the real world. So they can learn.” ISG’s national framework director Sarah James provides perspective on how “digital ready” new graduates are on joining the contractor. “We are seeing the newer students coming through who are much more comfortable with digital side, but a big variation with who is coming through,” she explains. Eleni Papadonikolaki, BIM lecturer at the UCL Bartlett School of Construction, says both her undergraduate and postgraduate programmes have components of digital and BIM. “At the postgraduate level, it is more optional, but for the undergraduates it is skill based and it is mandatory

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 INSIGHT• ONSITE

Digital training in statutory education Maintaining the momentum for the next generation

for second years,” she explains. “The school is looking at the construction industry from a client perspective; they need to learn the argument for digital.” “Does the industry feed through to academia its BIM requirements?” asks Stocks. Mistry says he is working with the BIM4 communities, which aim to understand the competency requirements for industry sectors by getting feedback from special interest groups. “With water, for example, there are assets which will be around for quite a long time so there is a massive amount of information to be managed,” he explains. “But then rail will have its own specialist requirements.” “I am working with 78 companies, half of them Tier 1 contractors, but the feedback I get is that they don’t know how the current standards apply or even understand the information that is passed down to them from their employers.” Is this where CPD has a role to play? “We have talked about younger people entering construction but we need to address the professionals already working in the industry,” says Nigel Midmer, digital chair of the National Association of Construction Frameworks (NACF). “CPD is a really important vehicle but if it is not getting the message out, then what is the point in it?” says Garvey.

Paul Allford (right) says "standardisation is lacking”. Nigel Midmer (left) and Steve Pittard look on

“We have talked about young people entering construction but we need to address the professionals already working in the industry” Nigel Midmer, NACF

Moore asks: “Is it true to say that a lot of the CPD-type education to date has been based on BSI standards and an understanding of them rather than an application of them to the real world?” “It is about an application of the process, not just reiterating what the standard says,” Sewell replies. “The BIM4 communities are doing the best they can but they are staying within the regional groups,” says Midmer. “There isn’t a feed from central government going down, so they aren’t able to ask questions.” “I’m looking for a single source of truth that we can all reference to provide scalable training programmes – that way we can create an educational process all the way through the age groups.” Stocks summarises: “So what I’m hearing is that we need to define a digital set of capabilities which educational institutes can draw down from, whether for CPD, a vocational course, or a PhD.” But, he adds, how do we measure the success of a digital education? Although there are certifications available for digital training, none are accredited. “Would accreditation of that certification make it more useful?” asks Moore. “We are talking about standardising an education here so that it isn’t every organisation’s opinion of what an education is.” On this there is agreement across the board. ●

Harlow College’s Julien Sample says that he has seen “definite improvement in the development of digital skills” at school level and it is “constantly improving”. “As they move into further and higher education and then into work, there will be that natural improvement in digital knowledge in the industry,” he adds. “If statutory education is providing young people with a better level of digital awareness, then we need to enhance it, and make sure we don’t flatten it,” says CDBB’s Terry Stocks. “They could go into a traditional construction organisation and lose those skills.” He asked the academia panel what else could be done to enthuse schools about DBB. Bentley’s Iain Miskimmin observed how successful the Bloodhound Supersonic scheme had been for engaging schoolchildren with engineering. “Who doesn’t like sticking a rocket motor up the backside of a car and flying it across the playground?” he says. “Everyone wants to be an engineer after experiencing that, but they want to be an automotive engineer – not a civil engineer.” “So we need a Bloodhound for DBB,” says Stocks. “We are starting to do that at ISG,” says Sarah James. “We will bring groups of schoolchildren in to redesign our office or see who can build the strongest bridge or tallest tower. We are only one step away from doing a digital version of that.” UCL’s Eleni Papadonikolaki adds: “We have an academy at Swiss Cottage and the engineering department teaches about digital modelling, 3D printing, laser cutters and CNC machines. It is exciting to see students at high school working with these tools.”

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INSIGHT• ONSITE NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

USING TECHNOLOGY TO IMPROVE INFORMATION MANAGEMENT A RESEARCH PROJECT ORGANISED BY CM, IN PARTNERSHIP WITH NEWFORMA, ASKED WHAT ROLE DIGITAL TECHNOLOGY AND IMPROVED INFORMATION MANAGEMENT CAN PLAY IN BOOSTING INDUSTRY EFFICIENCY. WILL MANN REVIEWS THE FINDINGS

Improved information management is regarded as central to delivering the government’s digital built Britain goals – yet construction is currently showing limited ambition in using data and digital technology to improve its efficiency. That was the broad finding of an industry survey organised by CM in partnership with project information management (PIM) software firm Newforma. It is apparent that data management innovations such as collaborative platforms and file sharing are not widely used to support project development and collaboration. Just 17% of respondents report that new technology is used by over threequarters of their organisation, while almost half say the tools are used by less than 25% of their workforce. This is partly due to challenges in the integration of digital tools in an organisation, with 49% of

respondents blaming a lack of existing digital skills in the workforce. “The lack of adoption of new technology remains below efficiency levels expected by the industry bodies,” says Paul Daynes, regional director with Newforma. “This deficiency is further compounded by 38% saying they lack the skills to integrate digital tools. Platform technology choices would seem to be a factor if internal skills are not available.” While 36% use a PIM or document management system (DMS) which they are happy with, 17% are unhappy with their systems’ effectiveness and some 43% do not use any system at all. “This is a good indicator that information is not accessible by those who need it and that information is not distributed enough to support collaborative working,” says Daynes. “Where project information exists in a variety of silos, and is not held in a DMS, the consequence is clear;

“We may be witnessing a paradigm shift away from hosted cloud or common data environments” Paul Daynes, Newforma

collaborative working is restricted across organisations.” Respondents were also asked about their data storage platforms. On-premise servers remain the most used data storage system (59%) with only 22% using hosted cloud or common data environments (CDE). Daynes observes: “The construction industry has seen firms suffering notable consequences from flawed information management strategies in the past few years. In the wake of the failure of the contractor Carillion – and access to asset data post Carillion’s collapse – questions of where data is stored has become commonplace. “After the Grenfell Tower disaster, finding other assets that were fitted with the ill-fated cladding has also raised issues over searching for information across multiple projects held in platforms that are single project focused.” He adds: “We may be witnessing a paradigm shift away from hosted-cloud or common data environments. It will be interesting to monitor whether this is a trend or phenomenon given the requirements of BIM Level 2.” Information sharing is still dominated by email, with 68% of respondents saying it the common means of sharing data on projects. Only 12% of ad hoc file transfers are shared. “The biggest driver of information sharing on construction projects comes from traditional sources,” notes Daynes. “Though email use remains high for communication it should also be viewed as another source of information that should be held in context to all other project data. Additionally, maintaining audit trails of what information is shared across all project-related data is key to resolving disputes.”

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 INSIGHT• ONSITE

In association with

What challenges do you experience when integrating new digital tools? 0%

60%

Lack of digital skills Software incompatibility Lack of digital training Too much data None Other

What data storage platforms does your company use? 0%

60%

On-premise servers Cloud Hybrid Other

Paul Daynes, Newforma

File Replication

What is the biggest risk in managing information? 0%

40%

Not being able to find information Project performance impacted Wasted time Lack of audit trail Compliance obligations Running over budget

What are the main barriers to effective collaboration? 0%

Technology not being adopted at the same pace across the industry A reluctance to evolve working practices Lack of education of platforms available Explosion of data as working practices change Other

“The UK construction industry must find a way to manage the basics with greater consistency”

40%

Interestingly, 34% of respondents see movement of data into a configured cloud environment as the best approach to managing information – the most popular choice – though a quarter recognise that keeping data in expert systems connected together could also be an effective approach. Daynes says: “One may predict a more connected environment will become the norm, where data is held in expert systems of choice whether cloud- or on domain-based.” The risks of ineffective data management for their organisations are identified by all respondents. Over a third say the biggest risk is not being able to readily find related information, while 22% cite project performance, 15% say it simply wastes time and 13% worry about a lack of an audit trail to support disputes. Barriers to collaboration Finally, the survey asked what the main barriers are to effective collaboration on projects. Nearly 40% report that technology is not being adopted across all project stakeholders, effectively restricting collaboration. Almost a quarter report a reluctance to evolve from traditional working practices, and one in five blame a lack of education of platforms available to deal with the information explosion on projects. “To exploit the next generation of technology and become competitive on a global scale, the UK construction industry must find a way to manage the basics with greater consistency,” says Daynes. “Efficiency-boosting project information management tools that connect seamlessly across all existing systems can simplify the information discovery process, and in turn ensure the collaboration of project stakeholders.” ● 43

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EXPERTS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

44-58

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

46 DEALING WITH DUST RISK 58 TRAINING AND RECRUITMENT

Christopher Reeves Mediation for Construction

Legal

Mediation: Putting theory into practice IN THE THIRD AND FINAL PART OF OUR MEDIATION SERIES, CHRISTOPHER REEVES PROVIDES AN EXAMPLE OF A TYPICAL PROJECT THAT OPTED TO BRING IN A MEDIATOR – AND HOW IT PLAYED OUT

In the past two issues of CM, we have seen how the mediation process typically works – but what is the experience like for construction professionals? This education project demonstrates how mediation works in practice. The school’s bursar – the client – had been warned by the architect that problems with the financial side of the project were coming to a head. Despite certification and payment of the priced items in the bill, the failure to agree loss and expense for delays, plus disagreements

over variations which had rumbled on for six months, meant that the contractor was threatening to suspend works. Two weeks later the architect issued a further payment certificate after the contractor took a leap of faith in the mediation process. The project reached practical completion. Mediation worked. But how? It started with a phone call to the bursar from the architect, warning that the contractor was planning to go to adjudication. The

architect was convinced that a fresh pair of eyes would break the deadlock, and wanted the bursar to write to the contractor, suggesting mediation. The contractor, fed up that claims which popped up in monthly applications had not been resolved and were now left for the final account, responded positively. First, a meeting date was fixed. Importantly, the parties wanted to meet for a constructive discussion rather than have an argument. They wanted to reach an agreement and move on.

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 EXPERTS

Digital construction: cult or culture? Sarah Fox worries that digital construction is becoming a secretive world, where the industry’s rank and file fear to tread Each knew there was a compromise to be found. It was about trying to “find the number” – the amount of money the contractor would accept and the architect would certify. Beforehand, I suggested the architect send me a spreadsheet with the latest application for payment, listing all items, and a confidential section with four columns: ● Agree with contractor. ● More information needed and I am likely to certify it. ● Possibly could live with it without any more information. ● Might lose in adjudication. I asked the contractor to send me the same but his confidential columns were: ● Agree with architect. ● A good claim which can be backed up with records. ● A reasonable claim but I cannot find any records to support it. ● Might lose in adjudication. We then organised the spreadsheets with highest value first. They ran to over 200 items. A lengthy, confidential telephone call with each then followed. Those items that begged more information from the contractor led to information being released. The contractor was initially reluctant to disclose supplier invoices but relented. By the meeting, the architect had approved a number of items. Progress. The meeting took place on the site, a classroom with two “breakout” rooms. It was challenging. The contractor arrived with his

QS, who had not got on well with the architect on applications for payment. Interestingly, contractor and architect did get on well at the meeting. A side meeting was arranged with them which led to both having a better understanding of where distrust and pinch points lay. The smaller items were soon resolved on roughly a 50/50 basis. We then discussed some of the bigger items. This gave both parties a chance to think about the strengths and weaknesses of those items with some questions from me that challenged their views. We also discussed the alternatives. Adjudication. But what if that did not resolve things? Litigation might follow. And how much would litigation cost? How long would it take? What were the best and worst case outcomes? In the end, resolution was achieved by both parties scoring each item on the spreadsheet using a percentage system according to the likelihood of a settlement in their favour (see box). By taking the two percentage figures, we were able to come up with a settlement range. Once the parties had identified their settlement range on the claims, they then tried to “find the number” – the amount the contractor would accept and the architect would certify – in that range. They found it. The result was a payment certificate the parties agreed which represented settlement of the dispute. Full and final. The contractor is now on another project for the architect. Fingers crossed. ● Christopher Reeves is a construction lawyer and founder of Mediation for Construction.

Playing the percentages to reach a settlement figure Assessing risk on a percentage basis is common in mediations. The mediator can ask difficult questions about how the risk score has been arrived at and whether the parties accept there is room for doubt. An example could be a claim for additional work where there is an argument about whether

the work was deemed to be included in the contract sum (as in this case). Assessment of the risk might look like this: l Claim of £50,000. l Contractor’s assessment of its likelihood of winning is 60%, so it scores the claim at £30,000 (£50,000 x 60%).

l Employer’s assessment of its likelihood of defeating is 60%, which means a 40% chance of losing, so it scores the claim at £20,000 (£50,000 x 40%). The settlement range therefore covers £10,000 (£20,000 to £30,000) and the mediation parties then try to agree a number in that range.

Digital construction has its leaders and followers, but are they creating their own cult, enforcing their vision, or bringing true cultural change into the industry? The difference between a cult and culture is not to do with the technology used, the language spoken or the behaviours demonstrated. The nub is whether the rules are imposed from above – by a leader or by government – or created by the members themselves. At times it can feel like those involved in digital construction are part of a secret society, and if you don’t know the password you can’t enter. Instead of opening up construction to the current amazing pace of change and innovation, it creates a world into which mere mortals fear to tread. Yet we desperately need individuals to be free to trigger innovation and change: to challenge the normal ways of working and to lead those who are unsure on this journey of discovery. We cannot allow digital to become a cult. It’s just too important. The construction industry already has its own culture – the intangible glue that ensures a project team works towards completion, project after project. Culture is the way we work together. The rules of behaviour are set by each project team. However, there are signs of immaturity in the industry’s culture – poor payment practices, fingers of blame, risk dumping, contractual bullying and professions designed to protect members at the expense of others. Our biggest barrier to a digital construction industry is neither the technology itself nor the cornucopia of jargon used to discuss that technology – it is our conduct. Digital construction and BIM require collaboration. This doesn’t happen in a vacuum. It requires standards to provide a common understanding of what needs to happen and when. It requires contracts to describe the digital procedures required to create the physical project and its digital twin. It requires users to contribute to the debate and set the new ground rules. In short, we all need to get involved. Sarah Fox is author and founder of contracts business 500 Words.

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EXPERTS NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Chris Lucas Health & Safety Executive

It’s no secret that construction is one of Britain’s most dangerous industries – last year 38 construction workers were killed and it is estimated an additional 64,000 were injured. But conversations around “health” haven’t been as commonplace. Yet the latest figures on work-related ill health now show a loss of 1.9 million working days within the industry, equating to around 8,000 construction workers being absent from work for a full year. One of the Health & Safety Executive’s (HSE) biggest concerns is the health of construction workers’ lungs. Many common jobs on a construction site produce a lot of dust, including removing old materials or using power tools like cut-off saws. What is sometimes less well-known is that this “general dust” can contain hazardous substances like asbestos, silica and even wood – and breathing this in can cause serious longterm lung damage. Together these different types of dust are linked to chronic, and sometimes even terminal, lung diseases including cancer, silicosis and chronic obstructive pulmonary disorder (COPD). Even when they are not fatal, each of these conditions can have a significant impact on a person’s quality of life. Scale of the problem HSE estimates that past occupational exposure to known and probable carcinogens accounts for about 8,000 cancer deaths each year – and the construction industry has the largest proportion of these deaths, around 3,500. The majority are linked to asbestos and silica. As many as 4,000 people a year are also estimated to die from work-related COPD, and it is reasonable to assume construction workers form a significant proportion of them. So, for every fatal construction accident, approximately 100 workers die from diseases, particularly of the lung, caused or made worse by their work. This is why the HSE is currently undertaking a national programme of health

Health

Time to bust the dust risk THE CONSTRUCTION INDUSTRY NEEDS TO DO MORE TO PROTECT THE HEALTH OF ITS WORKERS’ LUNGS. THE HEALTH & SAFETY EXECUTIVE’S CHRIS LUCAS EXPLAINS WHY

“For every fatal construction accident, approximately 100 workers die from diseases, particularly of the lung, caused or made worse by their work” inspections, visiting construction sites large and small across the UK. Our inspectors will be particularly focusing on work that can create a risk to the lungs of construction workers. They will be looking for evidence that those running construction firms, managing construction sites and responsible for working practices know the risk, plan the work and use the right controls – that they are fulfilling their legal duties.

Identifying and managing the risks Before beginning any construction activity, managers should establish what the dust and other risks are likely to be. This is particularly important regarding the location and condition of any existing asbestos. Think about the work or tasks involved and who might be affected, as it is your legal duty to identify and assess the significance of these. Make sure that your workers also know about the risks and what they need to do in relation to them. Consider how best you can prevent the risks through design changes or using different methods of work. For example, is it possible to carry out the building work avoiding the risk of asbestos exposure altogether? The law requires you to look at these options first as it is more effective than trying to control these risks once the work is underway. It is often more cost-effective too. If that’s not possible, decide on the work methods and equipment that are necessary to provide effective control together with the arrangements needed to implement them. When work is underway, people need access to the right controls and appropriate training to use them effectively. The greater the risk, the better these controls will need to be. For example, the right water damping or extraction will prevent silica dust getting into the air, but a mask may also be needed as well. Following these key steps will protect the health of Britain’s builders and will show our inspectors that construction firms, site managers, and anyone else responsible for construction work, are complying with the law and looking after their workers. If you do not, you will leave your business open to enforcement action. If you have broken the law, you will also have to pay for the time it takes us to help you put things right – a “fee for intervention” (FFI). Is your site ready for a health inspection? ● Chris Lucas is construction health policy lead at the Health & Safety Executive.

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18/09/2018 10:58

COMMUNITY NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

48-55

Community WHAT’S HAPPENING IN YOUR PROFESSIONAL BODY

50 51 52 54 55

Interview

Jamie: Was there a defining moment of your presidency? Rebecca: Hearing the young scholars with the Worshipful Company of Constructors talking about 3D printing on the moon made me sit back and think 'my goodness that could really happen'. We are moving on at a pace with innovation. Giving a talk on heritage to young people from Winston Churchill’s office was quite incredible and overwhelming and a moment I won’t forget. Presenting to children who had entered a CIOB competition and who gave a presentation at Westminster was really brilliant because the MPs were so engaged with what we were doing as well. That’s another thing the CIOB does so well – making an impact in policy and government. China was another amazing trip, I did that twice. I love China and what it is doing and the changes it is going through with heritage, inclusion and cultural changes and wanting to work with us in the West in construction. It was just a fascinating year.

WINNER OF THE NOVUS 10 ANNIVERSARY COMPETITION, JAMIE YOUNG, WON THE OPPORTUNITY TO INTERVIEW CIOB PAST PRESIDENT, REBECCA THOMPSON. HERE IS AN EXCERPT.

Jamie: Margaret Conway winning the CMYA awards last year was a defining moment for women in construction and diversity. How do you see us on that journey? Do you think we are making inroads now? Rebecca: It was such a fantastic moment and actually quite emotional that we had a really worthy female winner. There

Question time

MODERNIST PRESERVATION HUB OPPORTUNITIES WINNING RESEARCH ME AND MY PROJECT MEMBER BENEFITS is a step change now as there are more female applicants. Personally I feel we still need more diverse applicants. We are making inroads but not fast enough. We are not selling to women and young people that are making decisions about their career path. It’s not an easy sell as when you google images for construction manager, quantity surveyor or builder it often comes up with white men, hard hats, high vis and building sites and it doesn’t show the innovation and technology behind the scenes, people working flexibly and in offices or people being intelligent in finance. We produced a diagram that showed that every career options leads to construction. Whatever you are good at in school it is tangible in the construction industry and we need to use that more. We need to get into schools and colleges and show people the options that are available. Jamie: How do you think we start to change people’s perception of the industry? Rebecca: We lead by example, we celebrate success and we use the next generation, like Novus, who just think that racism and sexism is nonsense. I speak to young people and they say ‘well why would people act like that?’ We have got to encourage young people to show what is normal for their generation which is much more inclusive than my generation was.

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 COMMUNITY

Trustee recruitment

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

Influencers and leaders needed TAKE YOUR PLACE AS A LEADER IN CONSTRUCTION AND APPLY FOR A POSITION AS A CIOB TRUSTEE

“If we don't get the next generation of professionals lined up we will lose our heritage or we will have other nations build for us” Jamie: What does Novus mean to you? Rebecca: Every Novus group I have met has had energy, innovation and foresight. You are our barometer and we need to look to you as you are our future. You are coming in starting your careers and influencing and shaping the industry. We need to guide and mentor you as young people but we also need to learn from you. We need to celebrate success that is happening now in inclusion and keep it normal that there are young women, LGBT and people of different origins working in the industry. Diversity is everything not just about women so we need to make it diverse in every sense. Jamie: How do you see Novus’s role developing in the next 10 years? Rebecca: My advice would be that you do need to go into schools more and influence at a younger age. We do have Minecraft and MyKindaFuture which we can always do more with, but it’s also about influencing teachers and parents too. Approaching this category yourself, peer to peer, there shouldn’t be barriers, people need to be brought up thinking they can do anything. It could be helped by banning pink lego as this is a shocking thing they did for making it gender bias. As a Novus group you could set your own KPIs and ask yourselves how diverse you are as a group. Are you targeting each area of diversity

within your group and do you have representatives from every person that reflects every client you could serve. You could look at what more could be done at Members’ Forum. If we are going to target young people could we think of name of a group to get them in at young age (mini builders perhaps) so can start getting them interested. Perhaps an app/video game could be invented and used to get them in and as they are making decisions we can show them that whether they are interested in science, art or physical education every path leads to a career in the industry. Jamie: How important is it, to the CIOB and to the industry that we get the next generation involved? What are the repercussions if we don’t? Rebecca: It is crucial. If we don’t get the next generation of professionals lined up then we will either lose a lot of our heritage or we will have other states and nations who will come in and have to build for us. We all need infrastructure to live in, to work, to go to school and hospitals so they need to be built and developed. If we can’t do that in the UK then other countries will. It is really important that we continue to be leaders in UK; people see us as having good health and safety, knowledgeable and good qualifications that people can aspire to, like what is offered through the CIOB. We need to ensure that quality stays and is justified. ● Jamie Young is senior design

engineer for Wates and the chair of Cambridge Novus. Read the full interview at www.ciob.org/ question-time-novus-interviewrebecca-thompson

MARKERS NEEDED FOR CHARTERED MEMBERSHIP PROGRAMME The CIOB is calling for markers for its November Open Book exam for the Chartered Membership Programme (CMP). CMP replaces the Experienced Practitioner Assessed Programme and is assessed through a time limited open book exam delivered through a virtual learning environment, Moodle. The Education Department is now seeking additional members for the Assessment Committee: Examiners – with experience of assessing at level 6 or above; and Internal verifiers – with experience of assessing or moderating at level 6 or above. These are paid roles and applicants should be able to work on a selfemployed basis. Training will take place on one of two days in the CIOB London Office. To apply for any of the roles contact Jo Bennett on 01344 630822 or jbennett@ ciob.org.uk

You belong to the largest construction management community in the world; formed, shaped and led by members since the CIOB began back in 1834. Now is your opportunity to help set the future trends of the industry. If you are an MCIOB or FCIOB member and want to help the CIOB grow its influence on the big issues and drive forward the corporate plan, then a Trustee position could be the platform for you. The CIOB vision is for every member to have a consistent and valuable experience no matter where they are located, and to support the industry with benchmarksetting learning and knowledge through the CIOB Academy. With some trustees now reaching the end of their three-year term, the search is on for a new crop of strategic thinkers and influencers who can join the Board and carry on the work of their predecessors. A trustee term is for three years and past and present trustees say that it was a unique and rewarding experience working alongside inspirational colleagues from a variety of backgrounds. The role is about making tough and challenging decisions that not only benefit the CIOB but the wider construction sector. In June 2019, three (3) Trustees will step down and the CIOB is recruiting to fill these positions. Two (2) of these vacancies will be elected to the Board of Trustees through a ballot of members; the remaining trustee will be selected by the Board. The application process begins on 19 November 2018 and closes on 11 January 2019. The application portal and the election process will be run through a trusted third party supplier, Mi-Voice. To find out more about the role of a trustee visit www.ciob.org/trustees or ask Samantha Teague, associate director – governance/institute secretary at trusteerecruitment@ ciob.org.uk. All enquiries are treated in strictest confidence.

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COMMUNITY NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Leff and below: E-1027 in the south of France, a classic example of modernist architecture

Architecture

Crowdfund plea for modernist home of trailblazing female designer REBECCA THOMPSON FCIOB, CIOB PAST PRESIDENT, HAS LEANT HER SUPPORT TO A UNIQUE PROJECT – THE PRESERVATION OF A MODERNIST BUILDING IN FRANCE.

Left: Eileen Gray who's former home is seeking funding for preservation

Known as Building E-1027, a villa in the town of Roquebrune-Cap-Martin is part of a complex of modernist buildings and sits just below Le Corbusier’s Cabanon, awarded world heritage status by UNESCO. The villa and its contents were designed and built by Irish architect, Eileen Gray, who built a reputation in France in the early 1900s as an avant-garde and inventive designer.

In 2014, the Association Cap Moderne (also known as Cap Moderne) was set up in order to protect, preserve and restore the site of E-1027. Long after Gray moved out, the villa fell into disarray. It was rescued by the Conservatoire du Littoral in 1999. The conservation plan is part of a global project to create a centre of learning at Cap Moderne and open the site to the public, including the adjacent Le Corbusier buildings, and making it accessible for disabled visitors. As it encompasses such unique examples of modern architecture, the site will also serve as an international laboratory campus of living architecture, welcoming scientific, technical and artistic communities from all over the world. As part of the fundraising strategy, Cap Moderne launched a crowdfunding campaign and aims to raise £50,000 (€55,000) to be match funded by the French government. Although all the essential structural work of E-1027 has now been completed, there is still some work to be done regarding the reinforced concrete, which suffers from conservation problems resulting from its location on a steep Mediterranean seaside site. Previous studies and analysis have already revealed that there was an advanced degree of degradation of the concrete’s composition due to the

carbon steel corrosion. The hope is trial a method called cathodic protection, whereby a small externally generated current is applied to the steel. Where the concrete has been excessively damaged by the steel corrosion, the structure is to be purged to reintroduce a healthy and sustainable material. “Our international heritage comes in many forms, the best sites have a great story about the people behind the design and use,” says Rebecca Thompson. “It is important to preserve this exceptional architecture and enable access for everyone. It is an opportunity to share the skills of heritage professionals across the globe. I hope it will capture the imagination of the next generation to be as daring, courageous and innovative as Eileen Gray.” Gray’s achievements have never been more relevant, both in her designs and her passion for living. Androgynous, bisexual and entrepreneurial, she lived an extraordinary life. As it stands, few people outside the architecture and design world know who she is: a woman who was bashing down gender barriers before women even got the vote. ● To make a donation towards the restoration of the building, visit Cap Moderne’s crowdfunding page: www.indiegogo.com/projects/ irish-female-bisexual-genius.

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 COMMUNITY

Obituary

David Burgess FCIOB AND SENIOR PARTNER BURGESS & PARTNERS 17 JUNE 1928 7 SEPTEMBER 2018 Recognition

CIOB’s CEO honoured with a doctorate CHRIS BLYTHE CONTRIBUTION RECOGNISED BY UNIVERSITY Chris Blythe OBE has been awarded an honorary degree by the University of Wolverhampton, receiving his doctorate at a ceremony in September. The CIOB’s chief executive is now an Honorary Doctor of Professional Practice. The University awards honorary degrees to people who have made a significant contribution to their field of expertise.

Opportunity

Represent your profession locally

MEMBERS ENCOURAGED TO TAKE ON A HUB ROLE The CIOB is looking for members who want to get more involved with their local community Hubs to help influence the industry. There are many CIOB Hubs worldwide that deliver local events, CPD and networking opportunities that members can join and take part in. The CIOB is currently asking members who are interested to re g i s te r a h e a d o f a p p l i ca t i o n s

After becoming a management accountant, Chris worked in a number of financial roles. In 1991 he joined the North & Mid Cheshire Training and Enterprise Council, becoming chief executive in 1994. For more than 25 years he has been involved in vocational education and training, together with business development. Chris has been the CIOB’s chief executive since January 2000. In the Queen's 2017 New Year’s Honours list, he received an OBE for services to t h e co n s t r u c t i o n i n d u s t r y a n d government. In his honorary degree acceptance speech, Chris chose the theme of seizing opportunities. "Take the opportunities as they come along; have belief in yourself," he said. "You can do anything you want to but above all be kind as you do it”. ● opening. You can do that online at www.ciob.org/webform/comm ittee-hub-respresentative Representing the profession in your local area is both a responsibility and a rewarding opportunity. It will help to develop local networks, build strategic and leadership skills and, most importantly, expand knowledge and expertise by giving something back to fellow construction professionals. To lead these hubs the CIOB looks for chartered members who care about helping others in their area, that have a strong sense for the issues and topics that members need to know about and that can help the CIOB showcase professionalism in the industry. In return members will get a unique platform to raise your own profile and inspire others. ●

CIOB chief executive at his honorary doctorate ceremony

“Representing the profession locally is a responsibility and a rewarding opportunity”

David Burgess was born in 1928, educated at Ackworth and qualified from the Welsh School of Architecture with distinction in 1951. He begun his architectural working life in London initially with Farmer & Dark designing power stations, then Booth & Ledeboer in a variety of public sector projects. In 1952 David joined Haydn his father who was a successful architect & surveyor in Pontypridd, who despite losing most of his left arm in WW1 managed to draw using the stump to move the set square. Haydn died suddenly in 1955 leaving David and the other young partners to carry on. Burgess & Partners grew to eight partners and 60 staff in several offices in the UK and around the world at the time of David’s retirement in the late 1980s. The practice was the second largest in Wales and won several awards including the gold medal for Welsh architecture in 1970s for the construction of the Llwydcoed Crematorium (now grade II listed). In 1963 David decided to rationalise the process of designing and constructing buildings, which created an enduring relationship with Bjorn Binslev, a successful Danish architect with similar aims. Together they evolved a system based on SfB for codifying the necessary information to construct buildings using computers for the first time. The system was used in the UK and abroad but unfortunately was not widely adopted, mainly because it was ahead of its time. David, a Fellow of the CIOB, gave many lectures on the problems of constructing buildings efficiently. After retiring from Burgess & Partners, he continued as an expert witness in construction disputes earning praise from judges for his impartial reports. He became a Fellow of the CIArb. David married Do in 1952 and they have five children, 11 grandchildren and five great grandchildren. He died at home in France surrounded by his family.

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COMMUNITY NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Research

Starlings and Brexit prove worthy winners CIOB SUPPORTS RESEARCH AWARDS

Training

Higher apprenticeships launched in Wales to meet construction growth UNIVERSITY AND CIOB COLLABORATE

The University of Wales Trinity Saint David has announced two new higher apprenticeship programmes in construction management and quantity surveying. With Wales set to lead UK construction growth, with over 12,000 new construction roles forecast to be created in the nation over next five years, the two new higher apprenticeships have been developed to meet this demand. The University is working directly with industry partners and in collaboration with the CIOB, the Construction Wales Innovation Centre (CWIC) and the Construction Industry Training Board (CITB) to deliver these programmes at the Faculty of Architecture, Computing and Engineering from next month. The construction industry has been fundamental in the creation of the new apprenticeships.

Gareth John, chair of CIOB in Wales Cardiff Hub said: “We believe that the skills shortages we face as an industry can best be addressed through collaborative working by the key construction industry stakeholders here in Wales. Through a collaborative approach with UWTSD, CITB, CWIC and employers, we have been able to identify both the current skills needed, and also the future skills needed for this fast moving and ever-changing industry.” The development of these two new higher apprenticeships will provide much needed and appropriate good quality training and development opportunities that meet the requirements set by industry employers for their present and future employees.

Gerard Graham, chair of the CIOB Belfast Hub, with Nina Koch-Orvad winner of the best 'Innovation and Sustainability Paper'

The Association of Researchers in Construction Management (ARCOM) held its international conference in Belfast in September. As part of the awards ceremony, Gerard Graham, chair of the CIOB Belfast Hub presented the CIOB-sponsored best ‘Innovation and Sustainability Paper’ to Nina Koch-Orvad for her work on ‘Murmuration as metaphor

for sustainable innovation processes’, and the ‘Best International Paper’ to Tara Burke, Lloyd Scott and Duga Ewuga for their work on ‘The impact of BREXIT on cross-border trade by the construction sector in Ireland’. The successful event was attended by over 200 delegates. ● Visit www.arcom.ac.uk.

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2018 COMMUNITY

Daniel Morris MCIOB

Meet a member

Asset Manager at VIVID Housing Ltd in Hampshire

Event

get invited to the Viva Voce interview at CIOB HQ. Achieving this level of qualification would be the pinnacle of my career, something which I have been aiming for, but more importantly for me to give something back to the industry which I am proud to be part of.

A magical dinner for Kent professionals ANNUAL CONSTRUCTION DINNER RAISES SMILES AND CHARITY MONEY

PHOTOS BY GAVIN SAWYER @GAVINSAWYER

The Tudor Park Hotel and Country Club, Maidstone was the setting for the popular annual CIOB Maidstone Construction Professionals’ Dinner. The event is attended by companies and construction professionals across a wide range of disciplines based throughout Kent and the South East. Chair of the Maidstone Hub Kevin Hogwood FCIOB, welcomed guests including Charles Egbu FCIOB, vice president of the CIOB, Malcolm Clarke MD at Baxall Construction and Steve Walker Chair of Walker Construction (UK) Ltd. Magician Robert Fox completely enthralled guests throughout the evening with his mind blowing and unbelievable tricks and illusions. Sir Geoff Hurst, football legend and hero of the 1966 World Cup squad was the guest speaker providing guests

with often hilarious anecdotes about his life on and off the football field. Sponsors for the event were BAM Construction; Hays Recruitment; Quigg Golden; Walker Construction (UK) Ltd. The nominated charity for the evening was Crossroads Care, an independent Kent based charity who supports carers and the people they care for. £2,000 was raised from the proceeds of a raffle with prizes donated by local companies including AD Bly Construction ; BAM Construction; CA Drillers; Crofton Design; Jenner; K i e r ; M a i d s to n e N o v u s G ro u p ; Marriott Tudor Park; Quigg Golden; Teampol; Walker Construction (UK) Ltd and WW Martin. ●

Below: Guests of the chairman at the dinner Photo by Gavin Sawyer

You’re working towards FCIOB... tell us more. Why is this a goal? What’s involved? I’ve been working on my application to become a Fellow of the CIOB. Part of this has been for me to identify a recent construction project (within five years) which I’ve been leading on at a senior or strategic level. I have to give a reflective account of my professional practice showing how my project has affected the industry, sector or society in general, and highlight the main learning points arising from it. I chose a cladding replacement contract that I am leading on in Portsmouth to illustrate how I am leading the project team to deliver the contract, alongside showing the benefits created to the local community and the legacy for the wider industry. My mentor has helped me finalise a 3,000-word reflective account in line with each of the set standards. Next steps will be for me to create a case study to showcase my project to the rest of the industry, to help others with the construction management of such projects. Once this is completed, I’ll submit the full application and hopefully

What do you love and loathe about your job/this industry? I am a great believer in developing our youngsters to lead the way in the future, and VIVID has supported the recent employment of an apprentice in my team. This is such a rewarding part of my job, seeing a young person develop in confidence and knowledge and then eventually advising our customers with professional advice on construction related matters. I do not like the current uncertainty surrounding the future of the Building Regulations in relation to rain screen cladding installations. We are currently in a state of limbo regarding this and it is causing lots of design headaches, especially on replacement projects on existing buildings. Clarity is urgently required! What do you do for fun? I am a keen amateur photographer, and in particular I love taking great dramatic shots of castles and historical buildings. Don’t ask me why, but they have always fascinated me and I know that they have all helped shape our country in one way or another.

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COMMUNITY NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Wilmcote House went from a failing building to a better looking building, improved living environment and extended asset life

“We have been keen to share best practice and evaluate the project's success ” Residential block, Wilmcote House, is situated in the most deprived area of Portsmouth and is within reported 10% most deprived area of England. The building was failing: residents were complaining about the excessive costs of the existing electric night storage; maintenance of the building was costly with the windows and roof at the end of their serviceable life; restricted access doors were broken creating ineffective security; decorations were required throughout; and water penetration issues existed within properties and communal areas. The 11 storey block of flats built in 1968 had an average EPC SAP rating for the properties of 55 (Band D). We engaged with the University of Southampton, who installed data loggers into a number of properties and the results were compelling: residents weren’t heating their homes to World Health Organisation comfort levels. They were living in fuel poverty as they simply couldn’t afford to heat their homes. World's largest scheme We conducted a thorough options appraisal before taking the decision to refurbish rather than demolish. We decided to instruct ECD Architects to design a scheme to the ambitious EnerPHiT standard, which is the retrofit equivalent to the Passivhaus standard for new build, and adopt a fabric first approach. The project is the largest residential EnerPHit scheme delivered with residents in occupation in the world. The extent of the £13M contract included insulating the external

Implementing the technical requirements was the biggest challenge for the design team and contractor; they had to work together to overcome numerous issues and unforeseen works on site to meet the EnerPHit requirements. REFURBING A COUNCIL BLOCK'S ENERGY USE TO From a client perspective delays PASSIVHAUS-LEVEL WAS AN EDUCATIONAL CHALLENGE resulted in the project being completed FOR STEVE GROVES MCIOB, HEAD OF BUILDING later than originally anticipated and we MAINTENANCE AT PORTSMOUTH CITY COUNCIL had to manage the residents throughout the extensive works to their homes. However we have learnt from all the challenges that the project created and it has informed how we undertake resident liaison and consultation on future projects. We have also reflected on how we procure larger projects in future and our role as a client to manage similar refurbishment schemes, particularly the roles of resident liaison and clerk of works that were more effective when we provided the roles directly.

Me and my project

Coming out from the cold

envelope with cladding and EWI, replacing the roof, installing triple glazed windows, fitting new hot water cylinders, electric showers and MVHRs, extend the lounge and enclose the communal balconies, decorations throughout and converting the existing office area to four new additional flats. Principal contractor Engie began work in July 2014, and the project completed in September 2018.

Above: Retrofitting Wilmcote House to EnerPhiT standard was a success

Best practice study We have been keen to share best practice and evaluate the project’s success and have continued to engage with the University of Southampton to monitor the building throughout the retrofit process and beyond. We have also linked with the London School of Economics who have studied the social impact of the refurbishment of Wilmcote House on residents. Preliminary feedback from the universities has indicated that the energy performance of the properties has greatly increased, residents living environment and internal temperatures have improved: residents' fuel bills have been reduced by 40%. This is in addition to an aesthetically better looking building, improved living environment and an asset that has had its life extended from a maintenance point of view. ●

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CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 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 YOUR PROJECTS WITH ONE-STOP, DEFINITIVE CONSTRUCTION INFORMATION Developed by IHS Markit and NBS, the Construction Information Service (CIS) is an online tool to access current regulations, construction standards, technical advice and industry news on building, engineering, design and construction processes in the UK and Republic of Ireland. Updated weekly, the CIS offers authoritative information with easy-touse search filters allow you to query 26,000+ documents. Subscribe to the CIS today to: l Complete projects accurately and on time l Keep pace with new technological advances l Receive automated document change alerts to keep you up to date l Use project folders to help you organize and manage your documents l Link from CIS to NBS Specification products to ensure your specifications are thorough l Access our collection of UK construction catalogs, equipment information and CAD drawings Â For a free trial contact CustomerCare@ ihsmarkit.com or call on 01344 328 300

PREMIER BUSINESSCARE HAS BEEN ARRANGING INSURANCE FOR CIOB MEMBERS SINCE 2013 AND UNDERSTANDS THE UNIQUE AND SPECIFIC DEMANDS FOR THE CONSTRUCTION SECTOR. As an insurance broker they arrange insurance for small contractors through to large construction companies. From single Professional Indemnity policies through to more comprehensive commercial insurance policies that can include liability cover, contract works, directors and officers, personal accident they can help you. The construction industry can be a risky business; accidents and mishaps can happen when you least expect them. Insurance must be a top priority for any construction industry professional to protect you, your customers, employees and others around you. Premier Businesscare will provide you with an insurance solution that is competitively priced, regardless of size, trade or location. So even if your needs aren't needs aren't simple, they make arranging your insurance easy and hassle-free.

Chase de Vere, a national firm of independent financial advisers, understands the financial needs of busy professionals. They are highly rated for client service and completely impartial in their advice. With their own professionalism and experience they offer help, guidance and advice to individual and company CIOB members. Request a complimentary first meeting by calling 0203 1422507, by e-mailing ciob@ chasedevere.co.uk or by visiting www. chasedevere.co.uk/ciob

Elecosoft develops software solutions that are designed for construction and used by many CIOB members. We help you identify the best solutions. Interested in 4D planning? This short, recorded webinar shows the principles using Powerproject BIM software: https://tinyurl. com/y8wobqnf For more information email info@elecosoft.com, or call +44 (0) 1884 261700. www.elecosoft.com

You rely on tablets and smartphones when working in the field, but itâ&#x20AC;&#x2122;s frustrating when you cannot fulfill your work due to connectivity issues or a broken device. Conker manufactures Rugged, IP rated Tablets, Smartphones and PDAs, to ensure your productivity never suffers due to unreliable tech. www.weareconker.com

Recipro can help your organisation save money, reduce waste and help communities. Fourteen per cent of materials ordered each year end up as waste; Recipro finds a home for this material and ensures it gets used for its original purpose, keeping them out of the waste stream, therefore reducing costs. www.recipro-uk. com/ciob

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

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TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT IAN HARTLEY ON T: 020 7183 1815 ianh@media-shed.co.uk

Academy

The CIOB Academy offers a range of training, qualifications and online resources designed to assist companies and individuals achieve excellence. Key features include: • Portfolio of core construction management skills training • Access to industry recognised certifications in BIM and Conservation • Site Management and CIOB Membership courses • Variety of online CPD webinars and articles • Dedicated team available to help with bespoke in-house training needs. For more information call the CIOB Academy on +44 (0)1344 630810, email academy@ciob.org.uk or visit www.ciobacademy.org

Hundreds of the best jobs in construction. Recruitment news and insight. Employers seeking CIOB members.

www.constructionmanagerjobs.co.uk

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22/10/2018 09:44

Connecting Global Competence

The future of building

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How are you ensuring compliance with BS 7671:2018?

09.08.18 16:10

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Find out more and request a bespoke quote at www.theiet.org/business-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.

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22/10/2018 11:44

TRAINING & RECRUITMENT NOVEMBER/DECEMBER 2018 | CONSTRUCTION MANAGER

Trading places “Once you make the first move by opening up, it gets easier” Darren Barden, Hilti

Job spotlight Darren Barden Account manager, Hilti

STABBING PAINS DARREN BARDEN, ACCOUNT MANAGER FOR TOOL FIRM HILTI, WAS THE VICTIM OF A BRUTAL KNIFE ATTACK WHICH RESULTED IN A SEVERE BREAKDOWN. THIS YEAR HE PUBLISHED A BOOK ABOUT HIS ORDEAL AND JOURNEY BACK TO GOOD MENTAL HEALTH

to requirements. Colleagues, partners and employers were not able to help as I was trying to keep my true feelings hidden. Do you feel the industry is doing enough to raise awareness of mental wellbeing? Is it more difficult being a man in a traditionally male-dominated industry to open up? No, we have yet to put together mental health related toolbox talks or posters up around sites giving people an outlet. For me opening up as a man and saying “Help, I am having trouble coping” is tough – you believe it will have a detrimental effect on your position. Since launching my book, Let’s Skip to the Good Bits, I have heard from many men who are suffering with mental health issues and without exception they all spoke in strictest confidence. It does not have to be this way. Once you make the first move by opening up it gets easier and then when you accept help it can have a positive effect on personal and work life. Do you see your future as a campaigner to promote openness around mental health or will you combine this with the “day job”? I have been extremely lucky to find an employer like Hilti who genuinely believes in a work-life balance, and who gave me the time to write my book. Since the launch I have been overwhelmed by messages from all walks of life telling me how my story has inspired them. ●

How did your mental health issues impact on your career and work? How did colleagues and employers responded? For years I allowed my mental health to dictate how my career path was mapped out. I have always had a drive and a passion for work but when things got tough I just buried my head in the sand. This was not pressure from my peers but from myself. In my experience the feeling of being so alone was only second to feeling surplus

To read more or to buy Let’s Skip to the Good Bits, visit www.darrenbarden.com.

Hundreds of the best jobs in construction. Recruitment news and insight. www.constructionmanagerjobs.co.uk

Dr Graham Paterson, executive director of City Building, reflects on the need for more women in craft roles, and why diversity is essential to productivity and survival Throughout my 38-year career in construction, there’s been discussion about the need to attract more women into the sector. Yet, despite concerted efforts to tackle male dominance within the industry, only 2% of craft trade roles in the UK are occupied by women. Stereotypes about what a construction worker should look like and lack of confidence in women’s ability to succeed all contribute to gender disparity. However, the industry should not accept this as inevitable. Successful businesses require input from different people. They require variety in opinion and diversity in approaches to ensure optimal productivity. An inclusive workforce is also crucial to any organisation’s succession plan as it widens the potential talent pool. Faced with an ageing workforce, attracting new faces into the construction sector has never been so important. For these reasons and more, encouraging diversity has always been a priority for City Building and we are proud to be one of the most inclusive construction firms in the UK. Analysis by GenAnalytics found that City Building employs 16 times more females in craft roles than the industry average. Off site, 50% of our management team is female and our mean gender pay gap is 3.6% compared with a Scottish average of 16%. While City Building may be ahead of the curve, there is still work to be done and we want to tackle perceptions that construction is a “man’s world”. Positioning it as an attractive career choice to young women is one of the most effective ways to open up the sector. We recently recruited a female painting and decorating apprentice who was inspired to apply after hearing about the achievements of Lisa Murphy – a rising star within City Building who has twice been awarded the prestigious Johnstone Young Painter of the Year award. Through visits to schools by training instructors, apprentice alumni and the provision of short-term work placements, City Building – the largest employer of apprentices in Scotland – is playing an important role in communicating the options available to young women. We will explore different ways to better communicate with under-represented groups and encourage more females to work in the industry.

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22/10/2018 13:04

STUCK IN AN OLD ROUTINE? WHY ARE WE DIFFERENT? As a leading structural warranty provider, Premier Guarantee holds one of the largest surveyor networks in the UK. We are looking to recruit a range of experienced surveyors to join our ever growing team. If you are someone who is looking for a challenging, rewarding and lasting surveying career in construction, then Premier Guarantee could be for you. What is more, we will provide the training and funding required to achieve Chartered status. There is an on-going formal programme of technical, legislation, management and soft skills training provided to support business needs at all levels.

Our in-house experts and teams specialise in managing everything from standard housing to complex building risks and multi-story cladding projects. Current roles available include:

Major Projects Manager (Surveying)

[Very attractive salary commensurate with the role, based on experience] The role requires technical skill, knowledge and character to be applied to our most complex, high rise and high value projects. A thorough knowledge of the components and systems typically utilised in the construction of multi storey developments is key, as is the ability to integrate with the design team in order [V HWWS` [OPZ RUV^SLKNL JVUÄKLU[S` PU VYKLY [V THUHNL [OL YPZR

Major Projects Surveyor

[Very attractive salary commensurate with the role, based on experience] Are you dynamic and experienced in providing site inspection and technical building / construction expertise relating to the risk management of large and higher risk construction sites? This is your chance to work on some of the UK’s most prestigious projects, based in London.

Plan Check Surveyor

[Very attractive salary commensurate with the role, based on experience] Responsible for the assessment of building regulation applications for residential developments and associated non-residential uses, typically over 11 metres high, for compliance with Building Regulations.

Building Inspectors Required across the UK [Salary £38K up to £51K in London]

As a Building Inspector you will be required to provide site inspection and technical building and construction expertise relating to the risk management of registered construction sites.

ABOUT US Established for over 20 years, Premier Guarantee has 400 employees and has covered over £57 billion of commercial and residential properties across the UK, Ireland and Europe. It is part of the MDIS Group with over THYRL[ ZOHYL HUK T\S[PWSL VɉJLZ HJYVZZ ,UNSHUK HUK PU ,\YVWL This includes a number of major projects shaping the London cityscape and other major cities.

THE PERKS – MARKET LEADING BENEFITS PACKAGE )LULÄ[Z PUJS\KL PUK\Z[Y` SLHKPUN ZHSHY` WHJRHNLZ JOVPJL VM JVTWL[P[P]L car scheme, additional regional allowances in selected locations, income protection and healthcare to name but a few.

HOW DO I APPLY? www.premierguarantee.com @PG_Live premier-guarantee 2 Shore Lines Building, Shore Road, Birkenhead, Wirral, CH41 1AU

To express an interest in joining the Premier Guarantee team, please email your CV to HR@mdinsurance.co.uk. MDIS are an equal opportunities employer.

MD Insurance Services Ltd is the Scheme Administrator for the Premier Guarantee range of structural warranties. MD Insurance Services Ltd is authorised and regulated by the Financial Conduct Authority.

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12/10/2018 09:15

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.

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19/06/2018 14:52