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The beauty of it On site at Oxford University where traditional skills and modern construction methods have come together to deliver a stunning building
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Agenda
Nov/Dec 16
News and views 05
Product manufacturers’ digital map
CPA report sets out how sector can integrate digitally with construction and design. 06 UKAS tasked with BIM scheme Body asked to form new Level 2 certification programme. 09 CIOB launches new academy Training establishment will deliver “practical training”. 10 CIOB launches toolkit to tackle modern slavery Guide follows July report. 12 Feedback Letters, comments and readers’ views on the US Presidential election. 14 Housing policy goes pragmatic Shelagh Grant says we should welcome more funding and new housing initiatives.
Features 18
A very modern makeover
How a small-scale barn conversion project in Cambridge has become an exemplar for building using today’s high-tech tools. Halting the quality decline Amid more attention-grabbing issues, the quality of construction output has been overlooked — and it needs addressing. Technical talking Six months after the government BIM mandate was introduced CM gathered industry experts and stakeholders to discuss its impact. Outstanding natural beauty High level skills and modern construction techniques will deliver a stunning building in Oxford. CPD: Quality management How quality management can help deliver projects on time, budget and with exemplary safety records. Project of the month Magdalen College library, Oxford University.
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Think you’re recruiting fairly?
“Unconscious bias” still means men are recruited over women, says Paul Fox. BIM bytes The JCT Design & Build contract and BIM. Fighting it out on adjudication Two Acts of Parliament appear to offer contradictory positions on who pays an adjudicator’s costs. Need to know: Apprenticeship Levy How does the government’s new Apprenticeship Levy fit into the industry training puzzle?
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52-63 All the latest news and reports from CIOB members and branches
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Dome improvement Specialist construction workers from building firm Robertson Construction have completed the first major stage in the restoration of the Grade II-listed Spanish City Dome at Whitley Bay, Northumberland. The £10m project is part of North Tyneside Council’s £36m Seafront Master Plan to reinvigorate the coastline between Cullercoats Bay and St Mary’s Island. The first floor ceiling, which was installed shortly after the dome was built in 1910, has now been removed, opening up double-height space from the bottom to the top of the building and returning the rotunda area to its original splendour. The operation involved erecting scaffolding inside on the ground floor before experts removed sections of the wooden flooring above piece by piece to open the entire space. Enabling works are also underway, which will involve demolishing parts of the dome’s west wing. Some sections of the walls will remain to preserve as many original features as possible. Two extensions will also be demolished as part of this first phase of works taking the facade back to how it looked around the 1920s.
CPA report sets out digital roadmap for construction product manufacturers New digital template for products will also make BIM easier. A blueprint for the future of the construction product manufacturing sector spells out how it must integrate digitally with the design and construction process if it is to achieve growth of £30bn a year and halve the trade gap by 2025. Commissioned and published by the Construction Products Association, The Future of Construction Product Manufacturing report is being seen as one of the final pieces in the jigsaw for creating a “Digital Built Britain”. As part of the drive to integrate manufacturing digitally with construction and design the CPA is drawing up a new digital template, called LEXiCON, which allows all products to represented digitally in a consistent way through the BIM (Building Information Modelling) process. The inoperability of product information is currently a major industry frustration.
“Product manufacturers are the DNA of construction and it makes sense for them to have a clear strategy.” Peter Caplehorn, CPA
The report illustrates how the vision can be delivered by linking BIM, Industry 4.0 (smart factories) and intelligent assets through optimised supply chains and a circular UK construction economy and help the government tackle the trade gap. “With current forecast growth in UK construction output, the construction product sector is likely to reach a capacity pinch-point as soon as 2019. At the same time, the trade gap for products and materials is increasing, with £7.9 billion more imports than exports in 2015,” says the report. “Through a combination of digitalisation, automation and optimised manufacturing-led supply chains, the sector can grow by over £30bn by 2025, assets can be delivered over 30% cheaper and 40% quicker, and the trade gap can be reduced to 50% by 2025 whilst
supporting employment growth in the sector and wider economy.” A by-product, says the report, will be better building performance, eliminating the gap between as-designed and as-built performance of buildings and providing more energy-efficient assets. The CPA represents 87% of the UK’s construction products manufacturers, a £50bn per annum sector in its own right. The CPA’s LEXiCON is a world first, and enables manufacturers and other users to define information requirements easily, for free. “The government’s BIM Level 2 programme has enabled manufacturers to share product information in more accessible forms than has previously been achievable,” says the report. “The awareness of data and the possibilities that effective use can bring have been >
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News
UKAS tasked with new BIM certification scheme Body asked by Department for Business to establish common way of achieving Level 2 accreditation.
The Department for Business, Energy and Industrial Strategy has tasked the UK Accreditation Service (UKAS) with establishing a new certification scheme to show that companies comply with Level 2 BIM. Currently there are a number of certification schemes for BIM Level 2
available in the market, such as one drawn up by the BRE. UKAS says it has been asked by BEIS and the Centre for the Protection of National Infrastructure (CPNI) to investigate a way to form a common, as yet undecided way of achieving BIM certification which will hopefully help deliver the Construction Strategy and avoid confusion for those seeking accredited certification for their BIM Level 2 activities. Once a common approach has been agreed by BEIS and CPNI, it is anticipated that a pilot assessment programme will be undertaken to develop the necessary assessment and accreditation capability for this activity in accordance with international conformity assessment standards. Mark Bew (pictured left), chairman of the government’s BIM Task Group, announced the plan for new certification as he officially launched Digital Built
Britain at a conference in London in October. Digital Built Britain is the latest stage of the UK’s BIM Task Group programme and brings together a number of digital and innovation programmes under one funding umbrella. Originally announced in the 2016 Budget, Digital Built Britain aims to deliver reductions in wholelife costs and carbon emissions, while improving productivity and capacity by using intelligent building information models, sensing technology and secure data and information infrastructure. Digital Built Britain will also continue the work of the BIM Task Group programme, set up in 2011 to deliver up to 20% savings on costs of major projects. John Adams, head of BIM services at BIM Strategy said he thought a new scheme could be good: “Anything new in helping people get BIM certified is good. What we need is some overall direction and structure.”
a lot from consultants and designers and Tier 1s. But product manufacturers are the DNA of construction and it makes sense for them to have a clear strategy and direction.” Talking of the new LEXiCON template he added: “We’re providing a new fabric of doing things — all products represented with common data and a common way of expressing their performance. It makes collaboration across industry more straightforward. Designers will be able to take products in and out of the BIM model and be able to compare costs and performance. Join this up with the manufacturers’ own manufacturing process and construction teams will be able to be more efficient and more productive and genuinely operate with just-in-time delivery.” The report’s author, Steve Thompson, chair of BIM4M2 (BIM for Manufacturers and Manufacturing), says the report provides an analysis of how product manufacturers have changed in the past five years and shows how more automated supply chains can provide greater efficiency in delivery of assets.
“And once something has been built we will be able to track where products are and what they do to deliver smarter assets and promote the circular economy,” he said.
“Anything new in helping people get BIM certified is good. What we need is some overall direction and structure.” John Adams, BIM Strategy
CPA continued >
widespread. As a result many manufacturers are using data and information modelling to change the way they operate internally, as well as sharing information with others in the construction supply chain. “However, there are a number of formats in which product information can be provided, in many different templates, which can cause confusion for all concerned.” LEXiCON has been developed by the construction product sector with the government’s BIM Task Group. The tool will be freely available through the Construction Products Association’s website and is governed by recognised industry bodies known as Relevant Authorities, to ensure the language being used is correct and consistent. “Whilst data dictionaries and product templates exist elsewhere, never before has there been such broad industry engagement and governance, with over 70% of UK trade associations signing up to become Relevant Authorities and managing how their products are defined,” says the report. Peter Caplehorn, deputy chief executive of the CPA, said of the report: “We’ve heard
Weinerberger shows the way Weinerberger, a manufacturer of bricks, blocks and roof tiles, among other products, has developed a housing concept called the e4 house. Weinerberger has set up a consortium to provide products and systems that it does not produce to deliver a whole house solution, and has supported this with digital capability to support delivery and operation of the home. Occupants are provided with a digital model of their home and apps that enable them to track building performance and organise predictive maintenance.
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CIOB News
New Academy delivers practical courses The CIOB is set to significantly ramp up its training provision with the launch of a new Academy on 1 November. The new Academy will deliver “real world” practical courses for the industry, developed to a high standard as befits the CIOB brand. The courses will mainly be aimed at getting people chartered, but will also be offered to improve overall skills and help people move up through the industry irrespective of their current role. Courses and expertise being offered cover a wide range to suit different roles and levels — from a certified specialist in low-carbon and green construction, BIM and big data, to those for a future leader in management and business strategy.
The Academy will be launched at the Gerkin in London
The Academy will be based at the CIOB’s London headquarters in Holborn, but there will also be partner training providers based throughout the UK. It is being headed up by Holly Walton, an engineer by background and who helped in the startup of BRE Academy. She says the new CIOB Academy will differ from other similar organisations in that it is very much in line with the charitable principles of the CIOB and will address areas after the courses are finished such as securing employment. “There will be mentoring, mock interviews and support throughout. The Academy is something members have asked for over a number of years
and we hope will actually meet the needs of the industry,” said Walton. She added: “We’re hoping to reach everyone, whether you’re new to the industry or already management and looking to upskill. We hope it will also address the gap in the middle — ie professionals moving from middle management to higher level.” The first courses to be offered in November will be a construction conversion course for those from other industries interested in entering the construction world, there will also be a course offered on conservation and heritage. The official launch of the Academy will take place at a reception at the Gherkin in London on 13 December.
CIOB and ITN to produce second show
For a second year running, the CIOB is teaming up with ITN Productions to produce a news and current affairs-style programme to showcase construction management. Anchored by Natasha Kaplinsky, the programme, titled Masterminds of Construction, will look at the diverse roles of construction managers and the work they do. It will also explore the many different pathways to working in the industry. The programme follows last year’s Building Tomorrow programme which championed construction managers, celebrated innovation and encouraged the exchange of ideas. The new programme will combine key industry interviews and reports with editorial profiles featuring leading
“We’re excited to embark on a programme that explores the enthralling role of construction managers.” Simon Shelley, ITN Productions
construction organisations. It will aim to show how transformative and demanding construction management is, and how unforeseen events that have brought risk to projects have been overcome. It will also look at the importance of professionalism and why ethics is integral to successful working practices. Bridget Bartlett, CIOB deputy chief executive, said: “Our continued partnership with ITN Productions is all about telling the story of this great industry, the careers that can be had within it, and its importance to our everyday lives.” ITN Productions’ UK director of programming, Simon Shelley, said: “We’re excited to embark on a programme that explores the enthralling and demanding role of construction managers and engage with professionals throughout the sector to tell that story.” Masterminds of Construction will premiere at the launch of the new CIOB Academy on 13 December 2016, at 30 St Mary Axe in central London. For more information, or to participate in the programme, contact Jonathan Baer, programming director at ITN Productions, on 020 7430 4680 or jonathan.baer@itn.co.uk
Entries sought for Global Student Challenge 2017 Registrations are now open for the CIOB Global Student Challenge 2017. The competition is an online interactive game, in which each team of four students runs a “virtual” construction company in a simulated environment using MERIT software, which stands for Management Enterprise Risk Innovation and Teamwork. Each team is required to make strategic and operational decisions about marketing, estimating, tendering, finance and personnel management. Universities can submit up to five teams. There are six weekly rounds as part of the main game, and eight further rounds will be played at the finals. Each round represents a trading quarter, and each company’s performance is rated against KPIs and compared with the other teams. Regional finalists are taken to Hong Kong to participate in the finals head-to-head with five other teams from across the world. The winners will receive £2,000 and mentoring from industry leaders. Register for a free trial at http://gsc.ciob.org/
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CIOB News
Chris Blythe We need a dynamic industry, not another report
CIOB to launch toolkit to tackle slavery Toolkit provides framework to ensure firms have robust governance in place to deal with modern slavery and builds on report published in July.
A comprehensive and practical toolkit to help consultants, contractors and supply chains deal with issues around modern slavery is being launched by the CIOB at the end of November. The Modern Slavery Toolkit provides a framework to ensure construction firms have good governance in place to tackle issues raised around the slavery debate. The project has been driven by Eddie Tuttle, principal public affairs and policy manager at the CIOB. It follows the publication of its report Building a Fairer System: Tackling Modern Slavery in Construction Supply Chains in July. Building on this work the new toolkit will provide training and support for those at the coalface of the industry, said Tuttle. Guidance contained within the toolkit includes what to do if you spot early signs of illegal working and an explanation of the legislative framework. The toolkit is a joint publication by the CIOB and Stronger Together — a businessled, multi-stakeholder collaborative initiative whose purpose is to support organisations to tackle modern slavery within their businesses and supply chains. Stronger Together has worked with the retail industry amongst others to help tackle modern slavery. “We hope the toolkit will bring together Tier 1 contractors who will sign up to its principles. It doesn’t provide all the
solutions, but it is certainly part of the solution,” said Tuttle. The toolkit will be available in both print and online. It has received the backing and support of Kevin Hyland, the UK anti-slavery commissioner. In the summer, prime minister Theresa May vowed to make it her mission to help rid the world of what she referred to as the “barbaric evil” and the “great human rights issue of our time” and announced a new Cabinet taskforce to tackle the issue Home Office estimates suggest there are between 10,000 and 13,000 victims of modern slavery in the UK, with 45 million estimated victims worldwide. Construction is seen to be particularly susceptible to cases of forced labour as the use of migrant workers has become a key element for many companies, particularly when bidding to work on large infrastructure projects abroad. Since its introduction in March 2015, the Modern Slavery Act has been galvanising the industry and making companies more aware of the need for better practice and monitoring of their supply chain. A recent survey by the Supply Chain Management School revealed that 75% of respondents said that they knew what the Act covered, but more than half said they did not know what steps to take if they found modern slavery in their business or supply chain.
“We hope the toolkit will bring together Tier 1 contractors who will sign up to its principles.” Eddie Tuttle, CIOB
It was Warren Buffett who said “in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks”. That is where I disagree with the Farmer report and its conclusions regarding the Construction Industry Training Board (CITB). It recommends that the CITB should be comprehensively reviewed and a reform programme instituted. If ever there was a leaking boat it’s the CITB. Rather than waste time trying to reform what has proved unreformable in the past, it’s better to start again from fresh. Overall though, there is not a lot in the Farmer report which comes as news to readers of CM. It concludes that the industry suffers from poor productivity, an ageing workforce, a dependence on migrant labour and a lack of genuine collaboration. This has been caused by a lack of investment in training and research and development. With the decision about a third runway for London imminent, the hot money is on Heathrow. Whatever the decision it could be a year before Parliament votes on it, six years before work would get underway and another six before the first aircraft takes off. I can imagine the courts being filled with litigants claiming the scheme will be falling foul of various EU laws. It’s a barmy way to develop vital infrastructure. What infrastructure we do though seems quite dull and hard work. A recent trip to southern Spain had me travelling over many kilometres of viaducts and many more though tunnels. The landscape was spectacular and the civil engineering complemented it. Compare that with the Hindhead Tunnel. At 1,830m, it is the longest non-estuarial road tunnel in the UK, but it’s dull and has no mystery about it. Not when you compare it to Spain where the approach to a 2,000m-long tunnel is a 500m viaduct with a similar viaduct on exit. It just begs the question “how did they do that?” not once or twice but five or six times. Somehow or other we need to bring back into our industry some spectacle in the buildings or the civil engineering that we create. Having creations that take the breath away and stimulate the curiosity is what will help bring bright people into the industry, not just putting down more asphalt or adding a few quirky buildings. Worthy words in another report are no substitute for an industry that looks dynamic, innovative and is creating wonder.
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The CIOB Academy is built around the needs, challenges and desired results of the construction industry. We’re here to future-proof your company’s assets: your people, delivering training, the right knowledge and ‘real world’ skills, at all levels. Support your employees on their development paths and make sure your company meets industry demands now and in the future.
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It's within our power to change the industry
Feedback
AS ITS TITLE WOULD suggest, Mark Farmer’s report, Modernise or die, makes for grim reading. His government-commissioned analysis of the industry is that long-term demographic changes mean the problems of low productivity, low investment and adversarial relationships that have dogged construction for decades pose a truly existential threat. What’s more, says the report, the industry is fragmented, with low margins, financial fragility, poor investment in innovation, poor predictability for clients and no coherent leadership. They’re criticisms we’re painfully familiar with. What’s different this time around is that the industry is facing an unprecedented skills crisis and could see a 20-25% decline in the available labour force within a decade. This is chiefly due to retiring older workers leaving a skills gap that, thanks to Brexit, may no longer be plugged by Eastern European labourers and skilled tradespeople. Small wonder that the report describes the need to find a home-grown solution as “crucial”. Part of the solution is greater use of modern methods of construction and a radical reform of the CITB. If there isn’t change Farmer is convinced we won’t be able to deliver critical social and physical infrastructure. “If we do not address in short order how the construction industry operates and delivers, we will see a longterm and inexorable decline in its fortunes,” he warns. As we report on page 26, even if we are still managing to get by in terms of workload, the lack of skills is increasingly hitting quality levels. As an aside, there is
Garden Bridge is a waste of cash
a wider adoption of quality systems in the ISO 9000 standards, but given the growing evidence of workmanship and quality issues one has to wonder if this is a little more than a box-ticking exercise. The industry would argue that the boom and bust nature of the sector has sown the seeds of its decline. Although there is some truth in that, there has been for far too long the notion that training is someone else’s problem. But there are glimmers of hope, a few of them in this issue. Look, for example, at our report on a house builder’s pioneering use of digital construction at a barn conversion in Cambridgeshire (p18). Thousands of pounds have been saved by clash detection and automatic deduction of bills of quantities. New technology has even meant there has been no need for a setting out engineer. But can this beacon of innovation be replicated in the way the Farmer report so urgently advocates? Will the industry, as Construction Leadership Council chair Andrew Wolstenholme demands, “make this the moment when the recognition that we cannot go on as we are has reached its tipping point”? The pace of change might not be as fast or as widespread as it needs to be. Yes, government intervention to encourage more modern methods would help. And yes, let’s take a long hard look at whether the CITB needs more reform. But if a house builder converting barns can revolutionise the process and set a benchmark for quality, what’s stopping everyone else? Denise Chevin, editor
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Raymond Sheller, via website Why does London get away with wasting so much money when viable schemes in the north are abandoned because they (the government) say they cost too much (Garden Bridge to cost taxpayers £50m, letter reveals, online). This is outrageous and someone needs to be held accountable. What we don't need is more money being spent on a public enquiry because no one trusts the government to tell the true story on the whole saga.
Industry review long overdue Jonathan O'Callaghan, via website In Ireland we are facing a similar future. As a former carpenter who left the profession and entered into higher education, I can see that without providing a future for people in the construction sector it is impossible to create a sustainable workforce (Farmer review: An honest appraisal of industry's problems, online). Nobody wants to work in an industry that can't provide certainty into the future. And as said previously, it is a hard place to work,with little or no thanks at the end. Denis Lawler, via website Good, not before time the CITB was looked in to in some depth. Well done. Andy Chambers, via website I have been involved in the construction industry for 34 years this year, and we have seen a very sudden decline in apprentices, which in my opinion is down to two things: overzealous safety compliance with CSCS cards and H&S tests; and NVQ qualifications are completely valueless, they are at best poor, and so easily gained they have no value whatsoever. So how do we fix it? 1. Make it easier to get young people involved in the industry. 2. Pay them a skill-related level of pay, to keep them in the industry. 3. Become more innovative — the methods we use have not changed in 30 years.
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Vox pop With the upcoming US Presidential election, what are your main concerns? Anthony Brown Director of sales and marketing at BW: Workplace Experts This October 2016 marks three decades since the Big Bang, the dramatic deregulation of financial markets in 1986 which prompted the sudden arrival in the City of London of US banks. This event also heralded the birth of the British office fit-out market, so there has always been a direct link. Today, approximately 30% of the fit-out turnover is from US clients. My view is that if Clinton wins it's "business as usual", in the highly unlikely event that Trump gets the gig, then everything changes. He is incredibly pro-business and the predicted cuts in corporate tax, for example, could create a mini short-term boom. What is far more interesting, however, is the potential for a Clinton/May dynamic, two hawkish women in charge of the world's leading economies. Don’t think for one moment that these women represent a soft option!
Alex MacLaren Architect at Wyatt MacLaren and member of the BIM 2050 Group The US election highlights the enormous power of social media. Vast swathes of voters are being won over on spun images attached to 140-character
30-day payments — what's new? Alex Croll, via website While the days of the local authorityspecific JCT form of contract are long gone, both JCT and NEC publish public sector amendments which implement 30-day payment limits, freedom of information, transparency etc (Government clarifies 30-day payment rules, online). The real issue is not the contract terms, but the fact that surveyors and project managers within client organisations (1) often lack sufficient delegated authorities, and (2) cannot exercise professional commercial judgement for matters within their delegated limits. Where costs fall within their limits, professionals should be able to exercise judgement, requiring a degree of evidence suited to the value of the change. Instead, fearing audit, they feel they must
slogans, without recourse to more complex arguments. That's scary. The potential implication and ramifications for the whole planet are utterly horrifying. Do we see similar trends, at a more regional scale, in our own construction industry in the UK? Some might suggest that, until recently at least, the swift and sweeping success of London's Garden Bridge proposal (a convincing photogenic one-liner) over the turgid progress of infrastructural and housing reform (really boring but very earnest and extremely important to us all) tells a similar story. And then there's Brexit...
Monika Slowikowska Founder, Golden Houses Developments My first thought is that neither candidate will satisfy the US public. The UK construction industry will be watching the election closely. I believe the US could turn very ugly very quickly. I don’t believe anyone is expecting good news following the result of this election. Investors expect things in the US to be bad or, at best, they’ll be able to just scrape by. The UK has strong business links with the US and the election will have a huge impact on investors’ confidence: how they think, the risks they are willing to take, whether they look at short-term gains or long-term
investment. A general strategy of risk reduction will be undertaken by most. "What is I suspect commercial property activity far more will slow down even further in terms of interesting is building, buying and selling. People are the potential already putting some high-end projects in for a Clinton/ May dynamic, London on hold and only average priced property will continue to be built. two hawkish women in charge of the Sarah Fox world's leading Author of How to Write economies." Simple and Effective Letters Anthony Brown, of Intent in Just 500 Words. BW: Workplace It's been an interesting Experts process following the US election. From my view neither of the candidates are seen as trustworthy and that's a huge issue. If we don't trust them, how can we trust their leadership, direction, agenda and choices? Trust has to be at the core of politics, as their actions will impact everyone from the lowest person right up to the most wealthy and big businesses. This lack of trust will not sit well with the public and could be an issue in the future of whoever wins.
Royal Engineers back as builders
demonstrably verify every detail. Apart from the time cost and misdirection of effort, the monetary cost of this detailed administrative effort outweighs the value of a minor change. Mike Smith, via website I note that this is "Statutory Guidance" and nothing else. We have experience of the NHS taking eight months to pay us on a JCTMW contract and other local authorities changing contract terms to monthly. So the question is why introduce "guidance" when the Construction Act doesn't work and JCT contracts have never been rewritten to reflect changes since 1963. The clause numbers change but the practices go on. Until there is a unity on revision of contracts — with a lead by subs and MCs rather than the RICS which dominates JCT — we'll still be seeing this for years to come.
Bob Brooker, via website Great news that the Sappers can run their own show "again" after so long, now all that is needed is for the powers that be to reinstate the legendary Apprentice Schools — those institutions produced far more competent tradesmen than any civilian organisation (Royal Engineers become D&B contractor for MoD, CM October).
Contact us Do you have an opinion on any of this month’s articles? Email: constructionmanager@atom publishing.co.uk
Mark Lindahl, via website Well done the Corps, good to see this happening again outside of Afghanistan. Dennis Carter, via website As an ex RE this is about time. We tried explaining this approach to people when the PSA was formed, but it fell on deaf ears. Ubique.
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Comment Shelagh Grant
Housing policy takes a pragmatic turn With new initiatives and a big financial commitment the government has set a clear agenda on housing. The Housing Forum’s Shelagh Grant unpicks the key proposals.
AT THE END OF THE POLITICAL conference
season we now know where the parties stand on housing. Labour has firmly nailed its colours to the mast of public sector intervention with a proposal for a massive increase in council house building, which echoes of the glory days of the post-war house building era. Many will agree that local authorities should be given the resources they need to deliver more homes appropriate for their areas. Meanwhile, at its conference in Birmingham the Conservative Party confirmed its commitment to keep housing centre stage with announcements that suggest a markedly different approach from the previous government and new funds to support it. The Home Building Fund has been announced after months of trailing the idea of a single funding pot. It is an amalgamation of funds totalling £3bn, comprising £1.15bn of new long- and short-term loans, £525m Builders Finance Fund, the £1bn Large Sites Infrastructure Programme and Build to Rent. £1bn of the fund has been earmarked for small and custom builders to generate 25,500 new homes and the balance will provide longterm funding for infrastructure. Increased funding The good news is an increase in quantum of funding and the inherent simplicity for the Homes and Communities Agency to administer it. We’re keen to hear further details of what will be delivered in terms of housing tenures, particularly submarket rent or intermediate products and how the Starter Homes policy will feature in the new programme. The £2bn Accelerated Construction Fund, an ambitious programme to build on public sector brownfield land, was also launched. A rebrand of the previous
government’s Direct Commissioning initiative, it is intending to use land differently, such as derisking sites by early investment in infrastructure and receiving equity from developers after the sale of homes instead of an upfront payment. The fund will be specifically aimed at smaller builders, custom builders and offsite manufacturers to stimulate the much-needed diversity of supply in the market. The proposal is to deliver up to 15,000 homes on surplus public sector land by 2020. To deliver on this, a concerted cross departmental effort will be required to deliver sufficient consented land to the market in the timescale. A new White Paper that cements the government’s commitment to increase and speed up housing supply is expected later this year. The detail is scant, but expect to see more emphasis on small sites, more efficient use of land and increases in density. There is likely to be further steamlining of the planning system, claimed by some commentators as the cause of constrained supply (the reality is that planning approvals have sped up and a better way of resolving “sticky” planning processes is to better resource planning departments). The housing minister has made some encouraging announcements about improving quality as well to sustain community support for new homes.
“We should be pleased that increasing housing supply remains at the centre of national policy and that we are seeing a return to pragmatism rather than ideology from the current government.”
Devolution appears to remain a priority for the government so that combined authorities and new mayors take full control of local housing supply and infrastructure investment, enabling cities like London, Birmingham and Manchester to decide their priorities rather than have them dictated by inflexible national requirements. One of the most reassuring statements from the housing minister is the recognition that each area has a different housing needs, whether an increase in sub-market and intermediate rent or an increase in home ownership. This is particularly the case in many forgotten areas of the country which have fared badly and are yet to recover. In those cases an “industrial strategy” to generate employment and opportunity is needed to sit alongside a tailored approach to addressing affordable housing needs. Return to pragmatism So we should be pleased that increasing housing supply remains at the centre of national policy for both political parties and that we are seeing a return to pragmatism rather than ideology from the current government. There is undoubtedly a need to increase home ownership, yet it is imperative that we address the needs of a wide group of society through a mixed-tenure solution. The private rented sector must be improved and regulated, a wide band of housing types and tenures is required in different areas, and young and old must be better provided for in the context of significant demographic change. We hope the government is not only listening but will provide further detail of recent announcements in the Autumn Statement. Shelagh Grant is chief executive of The Housing Forum
14 | NOVEMBER/DECEMBER 2016 | CONSTRUCTION MANAGER
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Feature Digital construction
PHOTOS: HILL GROUP/BRENDAN BELL
A VERY MODERN MAKEOVER Above: Onsite staff were equipped with iPads so they could refer to the 3D model on site
Point cloud scans, BIM, iPads, digital setting out... this is the story of how an unlikely small-scale project in Cambridge became an exemplar for building using today’s high-tech tools. Denise Chevin reports.
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“We wanted to demonstrate that complex technology can apply to pretty much any project.” David Miller, DMA beneficial to reduce waste and cut costs, even on small conservation projects, says David Miller of David Miller Architects (DMA). “The clients’ approach has been to look at digital technology to unlock the viability of the site,” he says. The digital approach potentially saved tens of thousands of pounds by allowing the team to get things right and reduce the risks that often dog complicated historic conversions. DMA has worked on a number of collaborative BIM projects, which was one of the reasons the practice was selected. “We wanted to demonstrate that complex technology can apply to pretty much any project,” says Miller. This was very much the ambition of the client too. The driving force behind harnessing the new technology was Mike Beckett MCIOB, managing director of Hill Bespoke, a subsidiary of Hill Group, the ultimate client for the £7.6m project. The project comprises the conservation and refurbishment of a group of historic barns and other agricultural buildings dating to the 18th century. When it’s complete in March 2017, Hill will have converted seven barns into eight homes and built another four houses in two blocks from scratch. The development is in the grounds of a former stately home, now a hotel, and is aimed at the high-end market with prices starting at £1.25m. Some of the barns have complex timber structures and are Grade II listed, while the remainder have single- > A RURAL HOUSING development on the
outskirts of Cambridge is the unlikely setting for an exemplar in digital construction. But the Hill project in Trumpington, Cambridge, really does have it all. Point cloud laser technology is used to create a scan of existing buildings on the site and the BIM model produced from it is used to take off bills of quantities without the need for an external quantity surveyor. Setting out is also done digitally, so reducing the cost of site engineers. What makes this scheme even more
Left: The historic barns were of a rare type in Cambridge and were monitored closely by conservation officers Below: When complete the project will deliver 12 homes from seven converted barns and four new builds
remarkable is that it is a relatively small project and involves the restoration of complex and dilapidated Grade IIlisted barns. Add in the use of cross-laminated timber panels manufactured in factories and craned into place on site and what you have is a microcosm of cutting-edge construction within the confines of a 12-home development. This is not so much a trailblazer for BIM as an example of how a fully digitised approach is viable, achievable and CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2016 | 19
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Offsite CLT improves buildability Another innovative aspect of the project was the use of offsite-manufactured cross-laminated timber panels. The main reasons for using the CLT panels were to improve buildability — as the internal walls reach up to 9m high in some locations — and provide a more open-plan layout. The steel frame that was initially proposed was deemed to add too many constraints to the design. The structural support for the walls and roof was formed by a new steel table, which sits on the ground floor. The panels were manufactured in Austria and delivered to site and craned into place. This meant no temporary works were required and the job was completed in 10 days. Using the information from point cloud laser scans, the architects were able to provide the CLT manufacturer with details of the precise heights and outline of the gable end walls, allowing the panels to be cut to precise dimensions.
“Our vision is to be the leading, most trusted provider of distinctive, quality homes and the BIM strategy is line with that vision.” Mike Beckett MCIOB, Hill Bespoke
Client Hill Group Architect David Miller Architects Contractor Hill Bespoke Structural engineer Gemma Design M&E engineer Phillips Page Associates CLT subcontractor KLH UK 20 | NOVEMBER/DECEMBER 2016 | CONSTRUCTION MANAGER
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Feature Digital construction
>
skin masonry walls. To turn them into modern homes the team reached for different construction techniques, including slotting steel frames into the carcass of the timber barns to support the new upper floors and the roof. They were also enlarged with glass, or extended with masonry construction with timber cladding and zinc roofs (like the new-build units). The semi-detached new-build houses have masonry construction with structural insulated panels on the roofs, which are then clad in zinc. Their facade is stack-bonded brickwork and green oak rainscreen cladding, which draws on the
The scheme is an example of how a fully digitised approach is viable, achievable and beneficial on a small conservation project
local vernacular. Throughout the process a great deal of masonry was recycled from the existing buildings and redeployed. Miller says of the barns: “They are irregular and dilapidated and fairly rare in Cambridge and therefore of particular interest to the conservation officer and English Heritage. We had to develop robust techniques so conservation officers were happy with what we were doing. This included kitting out specialist conservation carpenters with iPads so they could work to the 3D model and make a photographic record of the work that has been carried out.”
The technological approach helped make the project viable. Beckett has written a BIM strategy for the entire group, but it’s the first time they have taken the digital approach for a conservation project. “It’s a challenging project and we decided just to grab hold of it. If we can engage with BIM technology for historic fabrics we can it do for anything,” he says. “Our vision is to be the leading, most trusted provider of distinctive, quality homes and the BIM strategy is line with that vision.” Beckett says that one of the key drivers for harnessing BIM across the group is that Hill does a great deal of work with registered social landlords and wanted to ensure that in future partners would not miss out on funding because they were working in a joint venture where they were not meeting any mandate requiring Level 2 BIM. Unlike other government agencies the HCA does not yet stipulate this, but Beckett is convinced it won’t be long in coming. “People who want to stick with spades, picks and shovels will no longer be in business,” he says. For this scheme Beckett says one of the main goals was to capture the condition of the existing buildings accurately, so the team could marry up this information with the new design, prevent clashes and increase productivity. An estimated £25,000 was saved due to the prevention of steel clashes. In terms of lessons learned, Beckett says that next time they would spend more time on clash detection and review in a more formal way. And also lower their expectations a little: “Just because you can model it, doesn’t mean it’s right. The 3D model needs to be rigorously reviewed and the time needed to do that should be understood.” CM
What technology was employed for the project? Even before the architect was brought in in August 2015, Hill’s Mike Beckett had decided that it would be a digital project and rather than surveying the barns in the traditional way he employed point cloud laser scanning to capture an accurate picture of the existing barn structures. With this technology 3D scanners measure a large number of points on an object's surface, and often output a point cloud as a data file. The point cloud represents the set of points the
device has measured. The technology is becoming more commonplace and costs have fallen. Beckett says that some of the technology suppliers were keen to be involved on more of “trial basis” with the hope of getting more work in the future, which also brought the costs down. Architect David Miller Architects then used Autodesk Revit to create a section through the point cloud and build a 3D model, which the new designs were layered on to. “We worked closely >
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Feature Digital construction
Left: Point cloud scans were carried out and DMA used Autodesk Revit to build a 3D model from them. Below right: BIM 360 Field was used to document and verify works and saved around £20,000 in specialist reporting.
> with structural and M&E engineers in common data formats to share the model,” says Beckett. “Software packages included (Autodesk) BIM 360 Field, Glue and Docs to share information for both design and construction. Glue, for example, allows the client to view in 3D, mark in comments and send back, rather than sending Requests for Information.” “The client was much more willing to take the common data environment further than most,” says project architect Katie van der Schaar-Wood from David Miller Architects. “For example, the carpenters had iPads and had access to the 3D model. They used them to verify the works to the existing listed structure of Barn 1 by photographing the condition before, during and after the work directly into the model. This technique is being developed for snagging, but used here in an unusual way. “It provides a clear audit trail for the client and also satisfied the planners. The team has estimated that it could have saved as much as £20,000 by shaving off three weeks of time that it would have taken to write up the report in the traditional way,” she adds. The BIM model was created in a way that meant bills of quantities could be
taken off directly, eliminating the double handling of information, saving £25,000 in fees and halving procurement time. “Normally a project like this involves a huge amount of risk and contingency, with historic building you’re discovering new things all the time,” says van der Schaar-Wood. “It’s a refreshing approach by a client keen to try out new ideas. And forced everyone to be really collaborative in a no blame environment.” The biggest challenge? “Quantity takeoff. Before we started the project we had a more theoretical view of quantity takeoff (QTO),” says David Miller. “As a team we have developed a detailed knowledge of the process, which has involved adapting our modelling techniques and how to organise and present information. We have also enhanced our internal procedures for reviewing information in 3D. These are being rolled out to benefit all our projects, particularly the new ones where we are working with Hill Bespoke.” For Hill’s Beckett, being able to generate quantities from the model was a huge advantage because it shaved three months off the procurement process. He says that providing subcontractors with more information rather than the usual taking off drawings
“It’s a refreshing approach by a client keen to try out new ideas. It forced everyone to be collaborative in a no blame environment.” Katie van der Schaar-Wood, DMA
garnered more tenders, which were returned more quickly. A final plank of the digital strategy on the project was using (Autodesk) Point Layout to set out the position of the new buildings, roads, drainage and new elements within the existing buildings. “This process has speeded up the project and improved accuracy. Furthermore, the technology also supported the verification of existing construction after partial demolition so that the CLT structure fitted within the confines of historical masonry”, says Beckett. He adds: “To ensure the models were an accurate representation of the existing condition (and due to discrepancies we discovered between the topographical survey and point cloud scan) we also used it to validate the size and location of the existing barns. This was key for the digital QTO process. The design team have since been able to provide setting out information to the site team based on live, federated models.” Using this model-based setting out has saved time for both design and site teams. “Our structural engineer, Gemma Design, has estimated a 75% time saving through not having to produce setting out drawings,” says Beckett. “The site team have found that its saves on downtime as trades are not waiting for a setting out engineer. Overall it is also more accurate as we are using a federated model to set out using a shared coordinate system. So much so that on future projects Hill will lessen their allowances for risk and contingency.” CM
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24 | NOVEMBER/DECEMBER 2016 | CONSTRUCTION MANAGER
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Advertisement feature
“We love to pioneer and are proud of our reputation as innovators in sustainability.”
THE NATIONAL TRUST is the largest building conservation organisation in Europe, so it’s no wonder that our special places draw millions of visitors each year. We’re responsible for the conservation of more than 28,000 buildings and structures, whose histories span a period of more than 800 years. They include 57 entire villages, over 5,000 cottages, farms, bridges, pubs and lighthouses. Maintaining these special places is key to preserving Britain’s heritage, and the professionalism and high standards of our buildings conservation team, enable us to uphold our reputation as a leading conservation charity. We’ve recently made significant investments in our building management area to secure the success of our conservation efforts – and as always we’ve got big ambitions for the future. We want to be a leader in the building management industry. After all, providing a world-class service is vital to the longterm prosperity of the National Trust. We love to pioneer and are proud of our reputation as innovators in sustainability. We now have hundreds of examples of sustainable technology in our buildings and structures, typically including biomass boilers, solar photovoltaics, and ground and air-source heat pumps. Our Building Surveyors are key to increasing the use of these innovative products across our properties. And because we’re always looking to improve how we do things, we’re seriously investing in the training and development
of our Building Surveyors, as well as our buildings and structures. From high-end conservation projects to dealing with day-to-day repairs, our Building Surveyors play a huge role in our conservation efforts as they help maintain and restore our portfolio of special places. As part of our new strategy, we’re looking for Lead Building Surveyors to join us and oversee all related projects within their regional cluster. Directing regional building teams and supporting national issues, this fresh talent will drive the Trust’s vision of how buildings should be managed. We’re also focussing on creating a more collaborative culture within building services; integrating other disciplines and streamlining and sharing good practice across regions. Our new way of working will open up incredible opportunities for career progression, and because we’re upgrading much of our estates, these roles will ensure that building works to our buildings and structures are managed effectively by their teams, in terms of projects and maintenance. It’s a challenging role, but it’s also extremely rewarding – you need only think of your favourite Trust properties to know why. This is an opportunity to shape something integral to the National Trust’s cause, give back and truly make a difference. Join us and help us deliver our vision. Head to nationaltrustjobs.org.uk to find out more and apply.
“ We’re seriously investing in the training and development of our Building Surveyors, as well as our buildings and structures.”
OUR PEOPLE Emily Rimmer, Building Surveyor
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The best part of the job is definitely getting to work on some of the South East’s most characterful historic buildings, particularly the quirky vernacular cottages in the let estate. I originally joined the Trust as an Assistant Building Surveyor which challenged me with a wide range of work, and I’ve recently been promoted to Building Surveyor. Despite the male-dominated image often seen in the media, women are increasingly prominent in construction, especially in the National Trust – so don’t let this misconception put you off.
What inspired me to join the National Trust? Their portfolio is unique in the Built environment. How could I turn down the opportunity to work with such an incredible variety of building types, materials and sizes? The people here are incredible, too; it’s mind-blowing how much expertise we have within the organisation. I’m inspired each and every day – it’s a privilege to work in this environment.
When studying for my Building Surveying degree, I became really interested in historic buildings and knew I wanted to work with them in the future. That’s why I feel extremely privileged to have a chance to play a part in Tredegar House’s history. I’m learning all the time and am part of a great team here – sometimes it’s challenging, but it’s always exciting!
I left a role in London to commence my career with the National Trust and it has given me immense satisfaction and pleasure. I’ve been lucky enough to have the opportunity to develop my career in a business that I’m passionate about. It’s great to see people using and enjoying buildings that I have maintained and I love knowing that they will be doing this for generations to come.
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Feature Quality
Where is quality going? Has quality control fallen off construction’s radar? And as the skills crisis worsens and with EU labour restrictions on the horizon, what is to be done about it? James Kenny reports. WHILE IMAGE, productivity and skills are often touted as crucial challenges facing the construction industry, a little less in the spotlight is the issue of quality. As the government pushes house builders to produce more homes amid rising costs and labour shortages, there is increasing evidence that quality standards across the industry have begun to decline, which is becoming a real concern among contractors, clients, industry bodies and the public alike. The issue could become more pressing as Brexit looms, with the spectre of restricted labour movement across Europe at a time when there is a huge pipeline of infrastructure projects and a determination to ramp up house building. As Mark Farmer, founder of Cast Consultancy and the author of the skills report, Modernise or die, published in October, put it: “The industry must modernise or face inexorable decline.”
Evidence that quality is suffering already comes from a number of sources. In July the All-Party Parliamentary Group for Excellence in the Built Environment (APPGEBE) looked into the quality and workmanship of new-build housing in England. It found that there is an increasing disparity between customer demands and industry delivery when it comes to new homes and said house builders should be upping their game and putting consumers at the heart of their business model. Alongside this, it said, government should use its influence to promote quality at every opportunity. Chairman of the group, Oliver Colvile MP, said: “It is clear to us that there is a quality gap between customer demands and industry delivery. Closing this gap will only come about, we believe, if house builders make a concerted effort to create a more consumer-focused culture.”
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Feature Quality
Willmott Dixon ups standards Contractor introduces quality managers Problems with roofs, surface finishes and services are common issues that consumers and house builders have reported. So what is the cost of poor quality construction? Not only is safety a major issue as well as reputational, but the monetary costs of having to go back and fix defects can cost contractors large amounts. Research from the Chartered Quality Institute Construction Special Interest Group suggests that better quality management could save the industry between £7bn and £12bn, as we report on page 48. Don Ward, chief executive of Constructing Excellence, says: “With the issues of defects, when we spoke to clients last year, they said putting the defects right was costing anywhere between 1% and 5% of the project. The amount of rework having to be done in the sector is quite frightening, it’s a big problem. Contractors should be dealing with these issues from the outset and save themselves some money.” Another construction body head, who did not want to be named, says: “A pal of mine is currently working on a project where he’s been called in to try and get it finished off and fix some mistakes, and he’s been so horrified with the quality, what he thought was a month or two job looks like a six-month job. And that isn’t unusual.” A lack of skills is also seen as a concern. Evidence of this was seen in a report in August by public sector procurement organisation Scape, which found that nearly 85% of public sector construction managers and 58% of private sector contractors and suppliers believe that the current skills shortage is negatively impacting the quality of their workmanship. The Sustainability in the Supply Chain report surveyed more than 150 senior managers at public organisations as well
as a range of suppliers and subcontractors delivering built environment services. One in 10 contractors and suppliers said that skills shortages were impeding their ability to meet budgets. Mark Robinson, chief executive at Scape, says: “There is a skills shortage throughout construction, this has a direct influence on costs, decisions and ultimately influences quality. “It's not just about onsite, however, and getting skills on the ground to deliver projects, there is also an issue with getting the right people into management and professional disciplines. If that quality reduces then the end result is a poorer quality job.” Issues such as the performance gaps between as designed and as delivered energy efficiency of buildings are also well documented, with quality of workmanship an underlying problem. Tough market conditions The latest Glenigan key performance indicators (KPIs) survey, released last month, highlighted how tough market conditions have begun to impact the bottom line and employers are reducing their workforce to minimise risk. The 2016 UK Industry Performance Report, produced by Glenigan alongside the CITB, surveyed 1,000 key people on projects completed in 2015. While overall it revealed a broadly positive picture with most key indicators on the rise, it did find that only 41% of projects came in on time and increasing labour and material costs meant that industry profitability took a hit, dropping from 2.8% to 2.5% Certainly, skills shortages are cited across the board as being at the root of the quality issue. Stephen Wielebski FCIOB, who gave evidence to the APPGEBE, is one of those pointing to the lack of a properly trained workforce as one of the key reasons why quality is suffering. >
Residential developer and contractor Willmott Dixon has put in place measures to monitor and maintain quality across the group. According to Martin Adie, operations director, the issue of quality is something that was recognised a few years ago, and since then a crack squad has been put in place to monitor and maintain standards across the whole company. He explains: “We recognised this was an issue a few years ago and after consulting with clients, the feedback was that the quality of the product wasn't good enough. “So we opted to take a more engineered approach to quality management. Over the last three years this has seen a team of two grow to about 15 today. Each of the company’s nine businesses have appointed a quality delivery manager. Some have two.” Among the main problems he says they identified were leaking roofs, poor-quality surface finishes, doors not fitting and also various of M&E issues. Adie says: “The biggest cause of complaints was often M&E related and was because the end users weren't trained to install and use complex M&E systems and buildings in general haven't moved on that much in 20 years but M&E systems have.” To address such issues Willmott Dixon introduced an onsite checklist, along with further training and it also started to engage meaningfully with its manufacturers. “We took a step beyond our supply chain and started to engage manufacturers,” says Adie. “The typical example would be the flat roofs scenario. We began to say to them, how fed up are you with getting tarnished with this problem? Your product leaves in perfect condition but on site there was the problem. “So we've been working with various companies such as British Gypsum on metal stud partitions, these are the issues that we are looking at as well as what we can do to work together to make sure the supply chain is capable. “We're also in communication with our supply chain to get them involved earlier and get them to understand we all want a quality product. Longer term we're looking at the cost value debate with our consultants, and eventually with our clients. “Quite frankly you get what you pay for, but you need everyone understanding and working towards the same standard.”
“There is also an issue with getting the right people into management and professional disciplines. If that quality reduces then the end result is a poorer quality job.” Mark Robinson, Scape
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Feature Quality
> Wielebski says: “It’s a simple fact there is a skills shortage, there aren’t enough people coming into the industry at all levels, and the standards of training need to be consistent. Due to time and cost restraints, companies often have no choice but to spread out their workforce and the right people are not always working on the right jobs.” Mark Wakeford, managing director of midlands contractor Stepnell, agrees. “We are seeing a shortage of skills on site, the same companies are still there but just fewer people in those companies,” he says. “Good people are being spread a lot thinner and on every job it is taking longer to achieve the quality needed and expected. “With your supply chain you have to be more explicit about what you need and want and quality you expect, as if you don’t standards can fall. We've got clients who demand certain site managers of us. We expect the same from our supply chain, but it's proving a challenge to find competent quality people.” But while skills shortages are clearly beginning to bite, there's also a more deep-rooted issue. Poor quality could be a result of construction’s low-margin climate or, at a more basic level, quality is seen as secondary to getting the job done, with “snagging” picking up the problems later. Poor quality is not necessarily a new issue. The problems with PFI schools and hospitals has shone an unwelcome spotlight on quality. For example, 17 PFI schools in Edinburgh built a decade ago were forced to close because of defects. A report from the council's corporate policy and strategy committee had said early indications pointed to a “construction quality matter” as opposed to a design defect or operating model. The full report is expected in November. Fire safety and protection and finishes have also come under scrutiny with a number of faults in workmanship and the
“When we spoke to clients last year they said putting the defects right was costing between 1% and 5% of the project.” Don Ward, Constructing Excellence
quality of fire protection being uncovered recently in four highprofile PFI hospitals across the UK. Problems have been uncovered at University Hospital Coventry, Royal Derby Hospital, Walsall Manor Hospital and King's Mill Hospital in Mansfield, Nottinghamshire. The hospitals were found to be not robust enough with breaches in the fire compartmentalisation walls being at the heart of the problem. Contractors are now being brought back to carry out remedial measures in the hospitals. “We've seen what's happened with the legacy issues of the PFI building investigations and it is clear that the quality just isn't being done in the first place,” says Wilf Butcher, chief executive of the Association for Specialist Fire Protection. Butcher says the problems are often technically linked to fire containment walls and says the cause can be linked back to the original workmanship. “You have the follow-on trades doing these jobs and they're just not trained for it. They shouldn't be assigned to it, but subcontractors and other follow-on trades are often the ones finishing off the fire protection work and it then comes back as being unsafe.” He adds: “Often, as well, even if repairs are done there is the issue of the appropriate material not being used for the job, flame retardant foam to fix a gap in the ceiling, for example, is often used.” Apart from more training and recruiting more skilled people, what else can the industry do about the quality issue? Clerk of works Bringing back a clerk of works on projects is held up as one answer. The clerk of works, once a regular figure on sites, has become rarer and rarer in the last few years, and many believe this has led to faltering standards. As one industry veteran puts it: “I've been in the industry for 30 years starting off on site and up through management, you once always had a clerk of works on
site and staff were more closely monitored, it just isn't as tight these days.” The Institute of Clerks of Works and Construction Inspectorate of Great Britain (ICWCI), in its submission to the APPGEBE on the quality and workmanship of new housing, acknowledged that contractors are increasingly facing a quality/cost/time dilemma, which is exacerbated by the fall in skills and resource levels, knowledge gaps and general poor standards of workmanship. The ICWCI recommends that a higher degree of regular quality monitoring via a qualified clerk of works should take place, but as builders continue to have targets and costs are squeezed then the likelihood is the situation will remain the same, or get worse. Companies are responding to the challenge of upping quality, however. Crossrail, for example, insisted that all construction firms tendering for business on the project have a Chartered Quality Institute-qualified quality professional or equivalent in the ranks. And house builder and contractor Willmott Dixon has introduced a raft of new quality control procedures (see box previous page). There are also moves to “professionalise” quality by the adoption of systems such as the ISO 9000 quality management standard. And one area that many feel could be raise quality standards across the industry is greater use of new technology and the engagement of offsite manufacturing. By using offsite many think that a certain high-quality finish will be maintained throughout. Ward says: “When you start talking about skills and lack of labour and falling quality in construction, then the use of offsite, digital technology and BIM are the solutions. “Using new technology and having a highly efficient process in a controlled environment, such as offsite factories, should ensure the end product is of a consistent high quality.” CM CPD: Quality management, page 48
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Technical talking Six months on from the watershed that was the government mandate on use of Level 2 BIM for centrally procured projects, CM gathered experts and stakeholders from the industry to discuss its impact. Tom Ravenscroft reports.
FOR MANY YEARS the BIM mandate has been one of the most discussed pieces of legislation within the built environment, and its date of implementation, 4 April 2016, is seen as the most important milestone in construction's transformation from an analogue to a digital industry. From this date all central government-procured projects must be designed and constructed using Level 2 BIM, ushering in a new era of digitally enabled projects that benefit from increased efficiency of time and materials. Six months have now passed since the industry-defining mandate came into effect, so Construction Manager, supported by software developer Bluebeam, gathered some of the industry's most influential BIM advocates for a lively debate to discover whether the mandate has been successful and what
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PHOTOGRAPHY: GEORGE ARCHER
Feature BIM round table
Feature BIM round table
PHOTOGRAPHY: GEORGE ARCHER
needs to happen to drive greater adoption of BIM and technology in the construction industry. The debate fell into a number of key themes:
before falling sharply to the “trough of disillusionment” then rising again more slowly to a “plateau of productivity”. “What most of us here are trying to do is cut the top of the hype curve off Don't believe the hype so that you never go into the trough of The session kicked off with the group disillusionment, but rather the industry trying to get a grasp on the current state steadily realises the benefits of BIM. of the industry's level of BIM adoption. You don't bother following the hype,” While companies are adopting BIM explained Farrell. at different rates, there was general Nigel Davies, director of US-based agreement that the mandate has not only Evolve Consultancy, added: “The best increased the rate of adoption, but also thing that the mandate has done is take controlled some of the hype around BIM. the hype curve out of play. Beforehand Shaun Farrell, associate director at Turner all you would hear is ‘BIM this, BIM that. & Townsend kicked off the discussion by Isn't it wonderful? You can save 500% drawing on the Gartner Hype curve — a of your budget.’ What it [the mandate] graphical trajectory for the progression of has done is created a level playing field new technologies. It starts with a steep for everyone, rather than listening to rise to reach “the peak of expectations” all the nonsense. It's given a practical
“The best thing that the mandate has done is take the hype curve out of play.” Nigel Davies, Evolve
approach to what it is possible to achieve.” Farrell agreed, however he was quick to point out that while the government has clearly stated what it wanted, there could have been more guidance on how to achieve it: “They took the approach of: ‘We want this at the end, we just don't care how you do it’,” he stated. “They have been really good deciding to be an intelligent client and saying 'we'll lead'. >
Bluebeam’s innovative desktop, mobile and cloud solutions push the limits of digital collaboration to enable professionals, who work in the most document-intensive industries, to do what they do, better. Bluebeam's award-winning PDF and collaboration solutions are used by some of the top architectural, engineering and construction companies, manufacturers, government agencies and municipalities to reduce paper usage, increase productivity and be an easy bridge to BIM that the industry needs. Learn more at www.bluebeam.com/uk Bluebeam also aims to connect and inspire professionals by fostering debates and publishing influential articles on StrXur.com and BreakgroundMedia.com
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“People feel the need to use the word BIM, as it’s the answer they need to give to get into tenders or to get onto projects.” Fred Mills, The B1M
Who was there Top row (l-r): Mark Norton, head of BIM, fit-out, engineering and construction, ISG; Nick Leach, head of BIM, Multiplex Construction Europe; Garry Fannon, project BIM manager, Willmott Dixon; Fred Mills, director, The B1M; Shaun Farrell, associate director, Turner & Townsend Bottom row (l-r): James Chambers, senior account services manager, Bluebeam; Sasha Reed, vice president of strategic development, Bluebeam; Nathan Wood, chief enabling officer, SpectrumAEC; Nigel Davies, director, Evolve Consultancy Not pictured: Denise Chevin, discussion chair, editor CM; Tom Ravenscroft, editor BIM+
> Be honest about your capabilities Although most around the table agreed the mandate has had a huge impact on the profession — transforming the hype surrounding BIM into actual targets and processes that the industry can aim for — they also agreed that it has also led to confusion and a great deal of misinterpretation of people's abilities. Farrell noted that it is extremely hard to understand the degree to which BIM has been adopted, as many companies
are misinterpreting their own capabilities. “There are companies that say they are [BIM enabled] to win work. But once they get on that work, they definitely prove that they are not, which then kills the whole thing and increases disillusionment. Rather than being practical and saying ‘on the hype curve you're asking us to do this and we can only do this’, they are promising the top of the curve.” Nick Leach, head of BIM at Multiplex Construction, agreed, saying “this is a real problem for the industry”. However, this was not seen as a problem exclusively related to BIM capabilities. It was viewed as being ingrained within the construction industry, where often companies do not give honest answers, due to the pressure of satisfying sometimes unreasonable clients. Leach continued: “As contractors you try to take others on the journey with you, but there is this cloak-and-dagger lack of
honesty about what they can and can't do. If they were honest from the start we'd be more than happy to help them along. At least we'd know where we stand.” Although more transparency and honesty is undoubtedly required across construction, Fred Mills, founder of web and social media specialist The B1M, asserted that this tendency to exaggerate skills comes directly from heightened expectations surrounding BIM: “It's a manifestation of the hype, people feel the need to use the word BIM, as it’s the answer they need to give to get into tenders or to get onto projects.” Mills believes that part of this problem is a lack of a broad understanding. “I get the feeling that there is a real issue with knowledge inequality around BIM,” he continued. “There are people who are advanced with it and are pushing ahead, but the vast majority are a little bit left behind. We've done very well in the UK, both from a government perspective and an expertise perspective, of developing processes and nailing the theory. What we have failed to do is translate it into a consumable format for the masses. That's where the traction needs to come from.” Clients need greater involvement Garry Fannon, project BIM manager at Willmott Dixon, believes understanding needs to begin with the client. “The start of the journey for me is our client or customer not getting the quality advice they really need to understand their own part in this journey,” he said. “Time and time again we see contracts with those three horrible words ‘BIM Level 2’. All of a sudden we have to unpick the process, as they have been poorly advised and their expectations are wrong.” Fannon sees the solution as clients seeking out and getting better advice at the start of the process, while Turner & Townsend's Farrell sees clients’ misunderstanding as being born out of how successful we have been integrating BIM as an industry up until now. “Clients >
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> think that since BIM has been mandated, you can go out to Tesco and buy it. It's fully defined and that is essentially what they think they can go out and buy from the industry,” Fannon said. However, Farrell suggested that this was not the case: “All Level 2 has really done is introduced data into an industry that has never used data before.” Hearing this, James Chambers, senior account services manager at Bluebeam, asked if clients really understood what Level 2 is. The general response seemed to be that traditionally clients have been indifferent to harnessing information in the past. As Fannon pointed out: “History tells us they sit back, say ‘give me a building', employ someone to manage it for me, employ a contractor to deliver it’. In the new world of BIM that doesn't work. We need to spend more time understanding their requirements so we can respond to it and deliver what they want.” This, of course, means that clients need to spend more time understanding their own requirements. Although they may be willing to pay for additional services, they may not be willing to spend time understanding what they actually need the building to do. “Clients need to be aware that they have to change their behaviour,” said Nathan Wood, chief enabling officer at SpectrumAEC. “Owners don't understand what they need to give up to get the benefits of BIM — you can't have your cake and eat it.” But Mark Norton, head of BIM, fitout, engineering and construction at ISG, pointed out that clients are also progressing on their own BIM journey: “There has been a shift in client awareness and it [understanding of BIM] has improved. There has been a phaseshift in the past year where they have become more knowledgeable.” Are contracts creating a barrier to BIM? The conversation turned towards the sticky subject of contracts. The B1M’s Fred Mills outlined the problem, stating that current contracts are creating a huge barrier. However, BIM consultant Nigel Davies was adamant that contracts are being used as an excuse not to engage with BIM: “It’s not just about the contracts, it’s about putting barriers up as an excuse for not breaking them down. We can
“Clients think that since BIM has been mandated, you can go out to Tesco and buy it. It’s fully defined and that is essentially what they think they can buy.” Garry Fannon, Willmott Dixon
work under the contracts we have now if we work openly and objectively.” Wood agreed, adding: “Even if we had better contracts, it is easier to sling mud than it is to have crucial conversations that need to be had because of different personalities. Because at the end of the day, design and construction are polar opposites.” Although Mills accepted that there were cultural issues, he said: “I don't think that the ultimate value proposition, where we are all working digitally and collaboratively, can be achieved in 10 or 20 years using a 2011 JCT design and build contract.” Wood agreed that updating contracts should be one of the highest priorities: “Until we change contracts nothing else matters as people follow the money. Ultimately the players in the room are not incentivised to do what we should do.” Ending on a positive note, Farrell pointed out that many companies are very successful in their use of BIM. “There are people out there who are going to do it as it is the right thing to do,” he said.
Continue the debate by participating in the Bluebeam round table this November. Details coming soon via the CM website
Technology’s role in construction? Asked about the role of technology in construction’s current thinking, Farrell dispelled some of the hype that is leading some to believe that technology will solve all the industry’s problems. “We did an analysis and concluded that technology is only 10% of the challenge ,” he stated. “If you fix the technology, and don't address the culture with technology, then you are only going to solve 10% of the problem.” While all present agreed that technology is not a silver bullet, everyone also accepted that it has an important role to play in improving construction methods and communication. A key stumbling block that was identified was companies’ and, essentially, decision makers’ attitudes to technology. Willmott Dixon's Fannon explained: “There is a cultural issue in many businesses. There is a hierarchy of technology, where more senior people get given better technology. We are at a position in the industry where we, as main contractors, need to reflect on the new generation coming through and start seeing technology's value, not cost.” He continued: “There is a cultural issue. For decision makers in our industry, this is not their core skill. They are builders. They trust money and they know how to build. The rest of it is peripheral.” All the contractors around the table had examples of where technology — whether smart phones, tablets or apps — had improved processes, however, it was far from fully ingrained within their businesses. Sasha Reed, vice president of strategic development at Bluebeam, concluded that full integration of technology will only happen once decision makers realise the financial benefits or feel the pinch from failing to retain staff: “Until it hits the executives’ pockets then it [technological adoption] will not happen. It's a fuse that has been lit but we have yet to feel the full impacts.” CM
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ALAMY
intent, believe we have chosen fairly and chosen the best person for the job — and the status quo is maintained. In the world of a potentially diverse workforce, at the top end, nothing’s going to change as long as that “belief system” and inherent bias is influencing the choice. Dr David Hancock, head of construction at the Cabinet Office, is considering endorsing gender quotas for women on government-funded construction projects. He said: “I was never one for quotas in the industry or using it but I’m moving towards that thinking.” I don’t exactly know why he is “moving towards that thinking”, but I’d like to think it is something I’ve learned from the military called “inevitability management”. Recently I’ve been engaging with senior officers implementing the introduction of women into the Royal Marines, a mandate ordered by the government this summer. An educated guess would say that 90% of serving Royal Marines and probably more retired Marines are against this. This is a big deal.
Think you’re recruiting fairly? Well think again David Hancock, head of construction at the Cabinet Office, said he was mooting quotas to boost women’s presence in construction. Paul Fox, founder of Constructive Coaching, is all in favour. QUOTAS, TARGET SETTING and positive action need to be on the table to shift our industry’s woeful female board level representation. Both men and women tell me positive discrimination is bad because selection should only be based on objective criteria — the best person for the job should always be hired, whether that person is male or female. In an ideal world meritocracies are it.
The problem is the incumbent male majority genuinely believe that they are choosing the best person for the job, it just so happens that that person is the greyhaired, middle-aged white guy… again. Our prejudices are so ingrained that it is tough to see outside of them, so when the right female candidate rocks up we men (and women, studies show) just can’t see or hear how fit for purpose she is. We honestly, with good heart and
“Imagine what a 15% uplift in women senior construction positions would do for recruitment and retention — it would be a virtuous cycle.”
Inevitability planning However, policy officers in the Royal Navy and Marines saw this “inevitability” a while back and have been planning how to make it work on the ground, how to turn this into an opportunity, sending conditioning messages, organising themselves and now actively recruiting into the small talent pool. It was inevitable and when things are inevitable, resistance is a waste of energy and opportunities are overlooked. It is inevitable that we are going to experience a greater shortfall of engineers in this country and possibly it’s going to get worse once Brexit is under way with immigration changes. The UK has the lowest percentage of female engineering professionals in Europe, at less than 10%, while Latvia, Bulgaria and Cyprus lead with nearly 30%. Are my detractors going to tell me we can’t learn from Cyprus or Bulgaria and set a +20% target benchmarked against a precedent that already exists? Over the past few decades, the orchestral music world has undergone a revolution. Many musicians thought that male conductors were abusing
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BIM bytes: The JCT Design & Build contract and BIM their power and playing favourites to male selection. Now, after robust action and strategy change in the orchestra selection process, potential musicians are identified not by name but by number. Screens are erected between the interviewing committee and the auditioner. Selection is made on technical merit and the possibility of unconscious bias has been removed. As these affirmative new rules were put in place around the world, an extraordinary thing happened: orchestras began to hire women (from 5% to 25% since the 1970s). Imagine what a 15% uplift in women senior construction positions would do for recruitment and retention — it would be a virtuous cycle. I believe we won’t see big equality gains in the construction sector anytime soon, until we establish quotas or take affirmative action and set targets for women on boards. Someone famously said: “I will know that we have reached equality when a mediocre woman is put in charge of a company.” My male colleagues talk as if we industry men have reached astounding levels of competence and effectiveness. They go on about meritocracy like it’s going to be actually that difficult to better current results produced mostly by men or that women will screw things up. It’s not as if the construction sector is a beacon of productivity and innovation is it gents? The slow embrace of technology, adversarial cultures, fragmentation and low productivity have all been maintained pretty exclusively under the male watch. Most of us believe that we are ethical and unbiased. We believe we are balanced decision makers, able to fairly size up a job candidate and reach a rational conclusion that’s in our organisation’s best interests. Two decades of unconscious bias research confirms that, in reality, most of us fall woefully short of our inflated selfperception. Some adopt the attitude of “I’ll not cast the first stone. I’m grateful that I notice the ‘unconscious bias’ pretty quick these days.” But consider the following scenario: Last week in a major contractor’s office I was asked if I’d like to meet Sam the
“My male colleagues go on about meritocracy like it’s going to be actually that difficult to better current results produced mostly by men.” head of engineering. Sam walks in and I’m momentarily surprised to note “he” is wearing a dress. Oh yes, Sam is also a women’s name… my shame quickly kicks in. At least these days it might take me 0.05 of a second to catch those kind of thoughts and make a mental note that I’m a human work in progress. Is that pleasant or easy to admit? No, but it’s the truth and those males who are honest enough to enter into this conversation will also admit to stubborn bias that they would rather not have. The case for quotas Most western nations are now dictating quotas for female board representation and there is nothing stopping boards setting targets for diversity right now — hence Lord Davies setting a target of 33% of women on FTSE 350 boards by 2020. Board diversity enhances board performance. There is now an overwhelmingly strong business case. Quotas and targets are just a mechanism, a tool to achieve the outcome we all want to see. So let’s get over it and get on with it. Let me conclude by asking the following questions: l Who in their business has experienced or initiated unconscious bias training? l When interviewing, do you ask male and female candidates the exact same questions? (Our Police discovered that gender biases in choosing between a male and female candidate for a senior officer role were reduced when specific criteria were set up before reviewing applicants). There are very valid reasons why it will be difficult to create gender equality — but none that can’t be overcome with strength of will and leadership. I suspect my male friends out there absolutely believe that strength of will overcomes all obstacles and practice that on a daily basis. We either find a way, or we find an excuse.
On 22 September 2016, the Joint Contracts Tribunal issued its 2016 edition of the JCT Design and Build Contract. As with the Public Sector Supplement issued in 2011 and the JCT’s practice note published in January 2016, entitled “Building Information Modelling (BIM) Collaborative and Integrated Team Working”, the new JCT DB 2016 contract continues to have “lighttouch” drafting for BIM. The amendments accept the BIM Protocol as a “contract document”. The guide that has been published with the JCT DB 2016 states that the “JCT considers that its contracts give sufficient latitude to BIM Protocols so that a conflict should not arise; in any event, it also considers that unqualified overriding provisions are not appropriate in such protocols”. Consistent obligations I agree that a provision which states that the BIM Protocol overrides the terms of the contract is not appropriate, because it should be ensured that terms are consistent. However, it is worth noting the reason why the CIC BIM Protocol suggests that it should prevail: so that each of the consultants and the contractor can understand and rely on the consistency of obligations of the other members of the project team. The upshot is that any intended BIM Protocol should be reviewed for consistency with the general JCT DB 2016 terms and consistency should
also be sought with the terms in appointing other members of the project team. The JCT DB 2016 makes a new amendment such that supply of the contractor’s design documents is to be in accordance with the provisions of the BIM Protocol. JCT Design & Build contracts have always been signed when most, if not all, of the design has been completed. It will be important to ensure that any design submission procedure is consistent with the work that has gone on in the pre-construction phase, as the pre-construction phase is not catered for by the JCT DB 2016. It is worth reviewing the JCT’s BIM practice note from January and again noting the emphasis on collaborative working being a key to successful implementation of BIM. The practice note cites other forms in the JCT suite that might be more suitable for such collaborative working than the JCT Design & Build contract. Overall, the BIM amendments are, like the other amendments that the JCT has made in this 2016 update, underwhelming in their substance. Most of the update has been small tweaks to wording, relatively few of which (such as the process to claim loss and expense) will have any substantial effect. Assad Maqbool is a partner at Trowers & Hamlins specialising in projects and construction.
BIM best practice Read new case studies from around the country demonstrating BIM best practice from Balfour Beatty, BAM, Galliford Try, Kier, Costain and many more. Go to the awardwinning BIM+ website: www.bimplus.co.uk CONSTRUCTION MANAGER | NOVEMBER/DECEMBER 2016 | 37
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Fighting it out on adjudication costs Two Acts of Parliament appear to offer contradictory positions on who pays an adjudicator’s costs. Jonathan Parker attempts to find out if there can be an overall winner. THIS COLUMN CONSIDERS the often confusing
and much-debated position for recovering costs in adjudication. Thankfully, it is all perfectly clear and easy to grasp because Section 108A of the Housing Grants and Construction Regeneration Act says unequivocally that parties cannot include provisions in their contract for the allocation of the other side’s costs in adjudication. And, coming from the lofty echelons of an Act of Parliament, nobody is going to question the effects of that provision… right? Well, that is until we run into another Act of Parliament that arguably provides the contrary. The legislation fighting out of the blue corner in this instance is the Late Payment of Commercial Debts (Interest) Act 1998. Let’s just call them the Construction Act and the Commercial Debts Act for now.
“There have been good fights put up from both camps — the truth is that the victor can only land the knockout blow with the courts or legislative intervention.”
What are the two Acts fighting about? Section 5A of the Commercial Debts Act conveys a right to the costs of recovering a debt, which could extend to a party’s costs in adjudication. The Commercial Debts Act came into force in 2013, and although there has been some consideration over the potential clash between these Acts before, this debate has raised its head most recently following the judgment in Lulu Construction Ltd v Mulalley & Co Ltd. Here the High Court enforced an adjudicator’s decision which included an award under the Commercial Debts Act of almost £48,000 for what it described as “debt recovery costs”. In the red corner there is section 108A of the Construction Act. This limits the recovery of costs subject to two exceptions. The first exception is that a contract can state that the adjudicator decides who pays their fees and expenses — that is the easy part. What is being fought over between the two Acts is a party’s costs for instructing lawyers to represent them in an adjudication. The second exception is for agreements between the parties to allocate costs
after the adjudication has begun. In all my years of working in construction law, I have only seen this once. So what is the legal position on the awarding of costs following the Lulu judgment? The short answer is nobody can be certain at this stage, and it will remain uncertain until we have a High Court judgement on precisely this question. But doesn’t the Lulu judgment answer the question as to recovery of a party’s costs? I hear you ask Unfortunately it does not. Lulu was merely concerned with the enforcement of an adjudicator’s decision, and as we have seen before, enforcement can only be defeated on narrow grounds, such as the adjudicator being biased or lacking jurisdiction. The courts will enforce an adjudicator’s decision even if they think it is wrong, and as bizarre as that may sound, I believe it is how things should be. Adjudication is supposed to provide quick access to a temporarily binding decision and if those decisions can be as quickly unpicked it would undermine the value of the process. And the parties will still have access to court or arbitration to have the decision reheard. So we are left with the two positions slugging it out and a very real conflict between the two Acts. The Construction Act prohibits clauses in a contract that allocate payment of costs; whereas the Commercial Debts Act implies terms in contracts for the payment of interest and
compensation arising out of late payment. The Commercial Debts Act also provides that “If the reasonable costs of the supplier in recovering the fixed debt are not met by the fixed sum (of £100), the supplier shall also be entitled to a sum equivalent to the difference between the fixed sum and those costs”. The argument goes that it is reasonable to engage a lawyer in seeking to recover monies due through adjudication, especially if you are not familiar with the adjudication process, and so the above provision imposes a right to recover your costs. Lawyer Rachel Gwilliam has written a superb Society of Construction Law paper on this topic and argues that there is no conflict between the two Acts because the Commercial Debts Act doesn’t award costs, but instead awards compensation, if the fixed amount of up to £100 is insufficient. If it is compensation that is being awarded, it cannot then be barred by the Construction Act provision that is concerned with costs. Some see that as a fair and balanced position, since without it a paying party suffers little consequences for failing to pay, whereas the payee, whose cash flow has suffered, can end up out of pocket for costs of simply trying to get what was owed to them. My view? I have sympathy for costs being awarded because I have always seen adjudication as being there to help the little firm get paid and reduce subbie bashing, and that works better if they are not left with a costs size hole in their bank balance for the privilege of obtaining their money. There have been good fights put up from both camps on this issue, but the truth is that the victor can only land the knockout blow with the courts or legislative intervention. Until then we’ll be wandering in to adjudications unsure about whether costs will be awarded or not. This is extremely significant when you look at the unexpected award of £48,000 of costs in the Lulu case. Jonathan Parker is director of Quigg Golden Solicitors
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Construction Professional
Need to know: Apprenticeship Levy Understanding the funding mechanism for training can be a complex affair – so how does the government’s new Apprenticeship Levy fit into the equation? What is the Apprenticeship Levy? The Apprenticeship Levy is a new levy introduced by the government on all employers with a wage bill of more than £3m a year. It is intended to encourage employers to invest in apprenticeships, to increase the quality and quantity of apprenticeships across the whole of the economy. The levy was announced in the 2015 summer Budget and will come into force in April 2017 at a rate of 0.5% of an employer’s wage bill, paid through PAYE. It is expected to raise £3bn a year by 2020.
believing they will improve the quality of apprenticeships. But it says it is concerned, however, at the slow rate that the transition from construction frameworks to standards is taking: “At this rate we will still be working under the existing frameworks system and will continue to beyond 2017.” What’s the co-investment rate? All employers need to know about something called the co-investment rate. This rate is applied to employers that do not pay the Apprenticeship Levy, or those that do but have used all the funds in their Digital Accounts. In these instances firms will need to pay 10% of training costs, with the government paying the remaining 90%. However, smaller firms will be exempted from co-investment if they take on a 16-18-year-old apprentice. Companies of all sizes will also receive a £1,000 incentive for taking on one of these younger learners.
How many construction firms will need to pay the Apprenticeship Levy? Based on current data, about 1% of employers registered with CITB, about 600 companies, will need to pay. However, the apprenticeship reforms will impact on construction employers of all sizes. What will employers get back from the levy? Employers in England will be able to reclaim their contributions as digital vouchers to pay for apprenticeship training. This voucher system will not apply in Scotland, Wales and Northern Ireland. The devolved governments in those countries will receive additional funds in proportion to the amount spent on training in England. Employers that pay the Apprenticeship Levy will also receive a 10% top-up from the government towards their total monthly contributions in England. So, for every £1 an employer pays in, they can draw down £1.10 to spend on apprenticeship training.
“CITB has warned that government’s proposed funding bands will cut funding for construction apprenticeships by between 20% and 30%.”
How will the proposed funding bands work? Will they work for construction? The government’s proposed funding bands for framework apprenticeships raise real concerns for the construction industry. Even with the sector-beneficial increases to funding for STEM subjects the CITB has warned that government’s
proposed funding bands will cut funding for construction apprenticeships by between 20% and 30%. “We are concerned that training providers could stop training in the higher cost sectors, such as construction, or they could ask employers to make up the shortfall in cost, which might deter firms from taking apprentices on. We’ve voiced these concerns to the Department of Education and contributed to the recent consultations on apprenticeship funding,” the organisation says. The new standards for apprenticeships currently being drawn up by employers will be funded at a higher rate, because they are considered to be of a higher standard than their corresponding framework. But at this stage again there is another major unknown — we don’t know what the standards will look like. Only two standards have been approved for construction trades. The CITB says it supports the new employer-designed standards,
How will the new levy work with the current CITB levy? This is still very much an unknown. For one year only (financial year 2017/2018), companies with a payroll above £3m that are in scope to the CITB levy will have to pay both levies. To manage this, CITB has agreed a temporary “transition package” with industry, for firms paying both levies that year. Under this arrangement these firms will be able to claim CITB funding at an enhanced rate, capped at their level of Apprenticeship Levy contribution. These funds will primarily come from CITB’s efficiency savings. CITB has set up a new employer-led Levy Working Party to scope the options for how the CITB Levy could work alongside the Apprenticeship Levy in future. Where can I go for more info? CITB provides up-to-date info about the levy at http://www.citb.co.uk/levy-grant/ apprenticeships-levy/
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Technical Onsite
Outstanding natural beauty
NESTLED IN THE CORNER of a Grade II*-listed
park and gardens, alongside a cricket pitch and close to some of Oxford’s most treasured historic buildings, it is hard to imagine a more bucolic site than the one occupied by the Sultan Nazrin Shah Centre. The 846 sq m auditorium and conference centre is being built for £8.8m by regional contractor Beard Ltd for Worcester College in the University of Oxford. It is designed to merge into the protected setting by exploiting a palette of natural materials, primarily limestone and timber, assembled using a combination of traditional craftsmanship and state-of-the-art construction techniques. The rectilinear facade, with its expansive vertical windows, incorporates more than 500 tonnes of masonry-grade Clipsham limestone, precision cut using CNC machines, then laid painstakingly by hand. Equally complex was the timber joinery, a structural oak lattice ceiling in the foyer, and a geometrically complicated fan-shaped ceiling, made of glass reinforced gypsum (GRG), in the focal auditorium.
Attention to detail and a marriage of traditional skills and modern construction techniques will deliver a striking addition to Oxford’s heritage. Stephen Cousins reports. Photographs by Morley von Sternberg. 42 | NOVEMBER/DECEMBER 2016 | CONSTRUCTION MANAGER
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The biggest challenges arose where traditional and modern materials intersected, explains Richie Carter, contracts manager at Beard: “The intricacy of the building is such that you can't consider one element without considering all the others, and how one trade will affect the next. For example, if the blockwork wall is not built to the tightest of tolerances, the oak ceiling will not line up with the stonework on the face of the blocks. There is the constant concern that something is going to be out of line, creating a knock-on effect.” The Sultan Nazrin Shah Centre is located in the northern grounds of Worcester College and is spread across a single storey. Due for completion in December, the facility will feature a 160seat theatre, two seminar rooms, a studio for teaching and performance, and an e-hub social learning space, all linked together by a large foyer and bar area. It will be used by students for lectures and activities, including drama and music sessions, for conferences and as a meeting space for local community groups. The building forms two sides of a three-sided quad (the third side is a neighbouring block of student housing)
that mimics the existing three-sided Front Quad at Worcester College, with its Grade I-listed row of medieval buildings, known as "the cottages", and two Grade I-listed neo-classical style buildings, built in the 18th century. An existing natural lake near the historic college quad will be extended to run from the base of the east-facing studio elevation, with its large bay window. Water will be pumped from under the facade to appear as if the building is the source of the water, matching a similar detail used at the other end of the lake. Níall McLaughlin Architects’ design aims to “nestle” the building into the historic landscape and maximise views out from inside. It incorporates design ideas and materials employed in the Stirling Prizenominated Bishop Edward King Chapel at nearby Ripon Theological College, also designed by Níall McLaughlin Architects and constructed by Beard in 2012. Both buildings have limestone facades, intricate timber roof/ceiling structures, and a curved halo-like clerestory, on the upper level, divided by a row of tapered stone mullions. The Sultan Nazrin Shah Centre places greater emphasis on the stone mullions.
“It has been a challenge to get the stonework into its current state to make it appear as effortless as possible.” Alastair Crockett, Níall McLaughlin Architects
Larger mullions on the main elevation create a regular rhythm and formal frontage onto the cricket pitch, and those in the curved clerestory drop down into the building to form the rear of the auditorium space. Carter comments: “I came away from Ripon college fully aware of the architects’ exacting standards and ready to promote the same standards into my team. Everything here is on a much grander scale, the clerestory windows are 4m tall, compared to 2.5m tall on the chapel, the mullions are 850mm-deep, compared to just 300mm.” The facades incorporate more than 500 tonnes of Clipsham limestone, supplied from quarries run by Stamford Stone, north of Peterborough, and installed by stonemason Szerelmey. Clipsham has a rough surface and wide tonal variation, picking up various pinks and blues. It has been used widely around Oxford, and in prominent UK buildings such as King’s College Chapel, in Cambridge, York Minster and Windsor Castle. The masonry is laid in a regular 300mm-deep course across the elevations, switching to a 150mm course from the ground floor to the base of the >
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Above: The rectilinear facade incorporates more than 500 tonnes of Clipsham limestone Right: The auditorium ceiling is ribbed and features a double pitch
> structure to create a subtly differentiated base to the building. The building is in a flood zone and the ground floor slab is raised up on a number of concealed plinths. A chequer pattern of holes in the base of the limestone walls allow water to flow underneath. Carter comments: “Uniquely, we spent seven to eight months on site before we even got the ground floor slab on. A key challenge was deciding which services to include in the floor void above the flood zone (principally large ductwork and ventilation). Other services are either run through screed, or through very tight ceiling voids.” The limestone appears to be selfsupporting, but is in fact fixed back to the building’s primary steel frame using a variety of bracketry, ties and dowels, most extensively in the lintels over window openings. The use of a primary steel frame, over concrete, reduced the overall weight of the structure and made it simpler to attach the stone. Alastair Crockett, project architect at Níall McLaughlin Architects, comments: “It has been a challenge to get the stonework into its current state to make it appear as effortless as possible, a lot of hidden elements have been included that are not necessarily visible to the eye.” The Sultan Nazrin Shah Centre is defined by its tight lines of geometry, but Clipsham stone is relatively soft, for example, compared to Portland Stone.
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Sultan Nazrin Shah Centre cross section
STAGE
AUDITORIUM FOYER
Design development between NMLA and Szerelmey allowed the sharp profiles of the stonework to be maintained whilst robust detailing ensured that fractures and accelerated weathering would be avoided. “The limestone involved a real mix of modern and traditional techniques,” says Crockett. “The stonework was CNC cut from raw blocks by Meister Masonry in Cheltenham to achieve the correct profiles, but on site it was a case of three guys lifting large blocks of stone and fixing them in place.” The specific profiles were designed by Szerelmey in accordance with the detailed design provided by the architect. The project programme was put in jeopardy when the glazing installer went into liquidation and the stonework had to be installed out of sequence, before the windows. This threatened issues with tolerances, particularly around large 600kg sliding windows in the front elevation that allowed for just +/-0.5mm of variation. “Thanks to some good setting out and a little bit of flexibility to pack and move the stone, there has only been one slight alignment issue in all 35 windows,” says Carter. That was not the project’s only setback. Unforeseen circumstances led to a nine-week delay associated with the replacement of the main sewer running through the site. The dialogue between high-tech and traditional construction played out during construction of the focal auditorium space, where a geometrically complex ceiling, resembling a folded paper fan, was built using GRG. The ceiling is ribbed and V-shaped in
STUDIO
“Thanks to good setting out and a bit of flexibility to pack and move the stone, there has only been one slight alignment issue in all 35 windows.” Richie Carter, Beard
section, with a double pitch that kicks back up over the stage. It also curves in plan, on the rear edge of the stage, and on the front edge that extends out to meet the mullions at the top of the clerestory windows. “The fan shape behaves well acoustically, the idea of a compressed stage and an open auditorium was a nod to one of Níall McLaughlin Architects’ previous projects, a bandstand at Bexhill on the south coast,” says Crockett. Concern for light has always been central to Níall McLaughlin Architects’ work. Light from the clerestory streams across the surface of the GRG, so to avoid any unsightly blemishes a precise framework mould for each section of the ceiling was first modelled in 3D, then >
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> CNC cut. The process of casting the moulds then reverted to a more traditional plaster process. The critical moment came when setting out the ceiling to a pattern of radial lines. Each fold in the GRG had to line up precisely with the centre of each of the stone mullions in the clerestory, a central radius point around the edge of the stage and a third point at the rear of the stage. Because of the level of complexity the GRG contractor, Fine Art Mouldings, employed its own designer to ensure that the moulds were cast to the highest degree of accuracy to meet the tight tolerances. “The finished article looks fantastic, just how it was supposed to,” says Carter. “It seemed a long way off when we were at the start of the job and sitting in a design team meeting scratching our heads wondering how to achieve it.” Timber structure and timber joinery are used to impressive effect in the Sultan Nazrin Shah Centre. The floors and ceilings of the seminar rooms are built in exposed oak and the ceiling structure in the foyer area features a multi-layered lattice of oak beams supported on slender
“The lattice is designed to tie together the surrounding rooms, but also to feel directionless, light streaming in will make it feel like being outside.” Alastair Crockett, Níall McLaughlin Architects
Above right: The ceiling comprises a primary oak structure that runs north-to-south on 3m-wide grid lines, a secondary structure offset at 90 degrees, and a third supporting layer above.
PROJECT TEAM
Client Worcester College in the University of Oxford Main contractor Beard Ltd Contract administrator/project manager Bidwells LLP Architect Níall McLaughlin Architects Ltd Structural engineer Price & Myers LLP Stonemason Szerelmey (GB) Ltd Structural steelwork Cahill Welding Services Ltd Electrical services Haysham Ltd Mechanical services Lawton (BES) Ltd Oak ceiling Inwood Developments Ltd GRG ceiling Fine Art Mouldings Ltd
oak glulam columns, installed by Inwood Developments. The timber theme is continued in the studio where oak floors will sit below an exposed, softwood glulam roof structure. “The lattice is designed to tie together the surrounding rooms, but also to feel directionless, light streaming into the space will make it feel like being outside,” says Crockett. The ceiling comprises a
primary oak structure that runs north-tosouth on 3m-wide grid lines, a secondary structure offset at 90 degrees, and a third supporting layer above. The ceiling will look hand crafted, but is in fact a panelised system, installed in 3m by 2m modules. Beard has constructed the building under a two-stage design & build contract, with Níall McLaughlin Architects novated to oversee the design. According to Carter, the architect has been committed to producing a high quality building, but also flexible to alternative options when issues with budget, buildability, or maintenance were highlighted. As a result, the stone floors proposed for the auditorium and foyer have been replaced with maintenance-free porcelain tile alternatives and a pre-stressed concrete plank roof to the studio has been replaced with a softwood glulam structure which could achieve the required span members more suited to the restrictive nature of the site access. In addition, the GRG was preferred to curved, stress skin plywood for the auditorium ceiling on the basis of the flexibility and quality control which could be achieved with the product. Níall McLaughlin Architects is very happy with the building so far, says Crockett: “You can see the plan and the elevations and views produced in the early competition stages coming through now on site, thanks primarily to the skill of all trades involved.” Will it be another Stirling Prize contender to rival Bishop Edward King Chapel? Watch this space. CM
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Continuing Professional Development Quality management
• The importance of quality management • How it can make a difference on construction projects • Crossrail sets the benchmark in QM systems
© CROSSRAIL LTD
A quality management route to better profits
Crossrail has shown how quality management can help deliver complex projects on time, budget and with exemplary safety records. Vince Desmond says we can all follow its lead. AS A RESULT OF RECENT political
CPD
Above: Quality management systems were crucial to Crossrail’s successful delivery
developments in Britain, the minds of managers throughout the ultracompetitive construction industry are focused on running the tightest ship possible, to enable their firms to weather the storms ahead. Quality management is increasingly being seen as an answer to two problems prevalent in the construction industry: waste and safety breaches. These equate to costs that any construction manager would be keen to avoid. By looking at every aspect of a company’s operation (from winning business to managing suppliers),
employing a right-first-time approach (based on risk planning) and relentlessly learning from experience (through robust analysis and treatment of the root cause of problems that do occur), quality managers promise reduced costs, as well as faster delivery times and increased profits. Earlier this year, the Chartered Quality Institute (CQI) Construction Special Interest Group announced that its new Cost of Quality Working Group would investigate the UK’s £100bn construction industry with a view to producing a report into the cost of quality. Whilst it has yet to reach its final conclusions, initial research
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Continuing Professional Development Quality management
“A robust approach to quality management adds a new dimension when going to tender for potential projects.” suggests that quality management could save the industry between £7bn and £12bn. Little wonder, then, that quality management is now being taken seriously by firms up and down the country. To understand how pervasive and effective quality management can be requires one to look at operational problems as being failures in process. For instance, an incident on site may be as much down to supply side quality failure as individual error. Quality management is about mitigating these mistakes. In addition to the internal benefits in eliminating the waste that is inherent in construction projects, a robust approach to quality management also adds a new dimension when going to tender for potential projects when the ability
to demonstrate strong capability in quality management provides increased confidence to the client. This is where the CQI comes in. It is the only chartered body dedicated to quality professionals. As part of its role in representing British quality management professionals in numerous industries, the CQI produced the Competency Framework, a detailed professional standard defining what it means to be a qualified and highly trained quality professional. The Competency Framework encourages organisations to see the quality professional as a business partner who can help projects succeed through excellence in planning and assurance and a focus on mitigating risk. Within the Competency Framework, quality professionals are provided with a tight set of definitions and concepts to work with to help them both advance their knowledge, as well as potential employers understand how they can be most helpful to the business. CQI’s research suggests that although there were often issues with initially adapting to a continuous quality programme, 75% of construction firms were willing to develop and even expand the role that quality played in their operations, suggesting there is more than enough demand for the services of quality professionals supported by the CQI Competency Framework and specially tailored training programmes. This data reveals that construction firms are increasingly viewing quality as a strategic necessity rather than a luxury, and that when utilised properly, there are significant financial and reputational benefits to be gained from a focus on excellence in operational governance assurance and improvement. Quality management is a difficult concept to grasp at times, but it is clear that when used properly, it can be the difference between a good project, and a great one. Projects such as Crossrail (see box, right) show how some of the most cutting-edge organisations use quality management to ensure that their projects remain under control and stay >
Crossrail: quality control’s exemplar In many ways, Crossrail faces the same issues as any other construction project. There are contractors and subcontractors to manage, supplies of equipment to procure and monitor, and an ambitious vision holding everything together. Where Crossrail distinguishes itself from other projects has been its ambitious embracing of quality as a part of the construction process from the beginning of the project. With more than 10,000 contractors working on the project for over 100 million hours, and 26 miles of new tunnels created beneath London so far, Crossrail is undisputed in its status as the largest construction project in Europe. The 10% increase in London’s rail capacity it will deliver for London represents the largest rise since the Second World War, and the techniques and practices employed for the project will influence British construction firms for decades. The scale and ambition of work necessary for a project of the size of Crossrail naturally led to significant logistical challenges for Crossrail managers. Left unmanaged, the protracted supply line and mass of subcontractors could have led to a project that was at risk of being delayed, or over budget. For all of these reasons, Crossrail’s management approached the CQI to ensure that the principles of quality management permeated all aspects of the project from the start. After an initial consultation, it was decided that all construction firms wishing to tender for business on the project would be required to have a CQI-qualified quality
professional, or equivalent. By mandating the use of qualified quality professionals on the project for all subcontractors involved, Crossrail bosses were able to exploit the uniformity of the training that these professionals had received. The CQI then developed a training programme specifically for Crossrail, focusing on ways that the quality profession could help the project achieve its goals. By training all quality managers working on the project to implement quality in the same way, Crossrail ensured that any problem arising at any point in the supply chain or construction stage would be handled in the same manner. This streamlined the process and saved further time. Speaking about the importance of the collaboration between the CQI and Crossrail, Chris Sexton, technical director of Crossrail, is clear in his justification for insisting that all contractors had a CQI-accredited professional on board. “I would not be comfortable if unqualified or unaccredited engineers were allowed to contribute to this hugely complex building project,” he says. “Why would I let unqualified quality professionals work on that same project?” Crossrail is now in the fit-out stage and is 75% complete, on time and within its budget, which is quite an achievement for a project of this size. The hope is that construction firms up and down the country will see the crucial role that quality professionals have played in this success and make moves to do the same.
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Continuing Professional Development Quality management
> within budget. A large number of construction companies now use the ISO 9001 standard as a means of bringing quality to their firms. Used by more than a million firms globally, ISO 9001 is an accepted standard for companies who are attempting to operate with greater efficiency and profitability. ISO 9001 can be a valuable tool for implementing the principles of quality to a construction company. There are now more than 41,000 British firms that have secured ISO 9001 certification, and in a recent survey of British construction managers 20% put recent increases in profits directly down to implementing a quality management programme. It is undeniable that compliance with the ISO 9001 standard allows construction firms to engage in quality management, and improve their efficiency in the process. However, viewing an ISO 9001 certified system as a bolt-on is a mistake — the system is the way in which
A concrete segment is installed in Crossrail’s western tunnels
the organisation delivers on customer and stakeholder needs. Therefore, to be useful the system needs to reflect the organisation’s business strategy and ensure that policy and process are owned, assured and, where required, improved. Indeed, getting the most out of a business management system based on ISO 9001 requires competence. An organisation would not allow unqualified people to run its financial systems, and having a competent and qualified business system is focused on delivering customer needs efficiently and effectively. The nature of the business environment — with the speed of technology change, the changing demand and supply landscape, increasing customer demands, and reduced cycle times — means that change remains the only and everincreasing constant. A core part of the quality professional remit is change and improvement, as aligning the business improvement effort is vital if organisations and projects are to use their financial resources wisely, investing in the right changes that respond to performance and close the loop on risk in an agile manner. This requires the system of improvement itself to be properly managed in terms of ensuring standard approaches are employed for aspects ranging from proper root cause analysis of problems to the delivery of changes. To ensure that benefits are realised, the right improvement skills must exist within the organisation. In this way the quality profession helps the organisation and project answer the following questions:
Governance l Have we identified all customer and stakeholder requirements? l Do we have the system, process, policy and capability to deliver these? Assurance l Is our system and culture delivering on these stakeholder requirements? l What threat and opportunity exists? Improvement l Do we have the data to understand performance and customer/ stakeholder views? l Are we using this to drive the right improvement based on risk and performance, and are we looking back at new ways of working? The construction industry is set to benefit hugely from the work carried out by the CQI, the CQI Construction Special Industry Group and Crossrail. The sector can benefit from the CQI’s national standard for quality professionals, removing the need for organisations to invent their own competence frameworks and learning pathways with the comfort that the CQI framework has been developed with input and experience from a wide range of industry sectors. Construction managers have recognised the potential of quality management to deal with some of the problems most commonly associated with construction projects. Whilst only time will tell, the legacy of Crossrail and other large projects using quality could very well be the start of a wider implementation of quality initiatives across the building industry. CM Vince Desmond is acting CEO of the Chartered Quality Institute
The CIOB has a dedicated CPD portal on the Construction Manager website, featuring CPD modules from the magazine, as well as study topics from a wide range of industry experts. To complete the questionnaire below, and access the free CPD content, go to: www.constructionmanagermagazine.com/cpd
CPD test paper: Quality management
“Getting the most out of a business management system based on ISO 9001 requires competence.”
1. CQI estimates that quality management could save the industry: l £7-£10bn l £7-£10m l £500,000 l £5m 2. According to CQI research, how many firms were willing to expand the role of quality management? l 50% l 20% l 100% l 75% 3. How many British firms have secured ISO 9001 certification? l More than 51,000 l More than 100,000 l More than 41,000 l More than 74,000
4. How many contractors have worked on the Crossrail project? l 100,000 l 2,000 l 20,000 l 10,000 5. In a recent survey, what percentage of British construction managers put increases in profits directly down to a quality management programme? l 10% l 30% l 20% l 50%
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Contact Contact THE CHARTERED INSTITUTE OF BUILDING MEMBERS’ NEWSLETTER ISSUE 147 NOVEMBER & DECEMBER 2016
IN THIS ISSUE
53-56 ON THE RADAR
All the latest news and developments from the CIOB at HQ and in your area including the CIOB at party conferences and the NOVUS 2016 challenge
57 COMMENT
Good health and safety performance equates to good business performance and is everyone’s responsibility says Lee Mills
58 CBCS
Meet two specialist CBCs that demonstrate the diversity of companies achieving chartered status
59 ONE TO WATCH
Carillion’s Nicola Markall
60 IN GOOD COMPANY
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62 MEMBER BENEFITS
Exclusive member offers
63 DATES FOR YOUR DIARY Key events by region for the month ahead
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ON THE RADAR
Contact | Nov/Dec 16
influence
CIOB makes voice heard at party political conferences
>
The political party conference season did not pass without the voice of the construction industry being heard. The CIOB attended the three major party events to ensure the industry views are represented. At the Conservative Party Conference Brexit was the core theme but was very swiftly followed in priority by housing and construction. Business secretary Greg Clark told delegates that the UK needed an industrial strategy that worked for businesses both big and small, making specific mentions of infrastructure, regeneration, skills and devolution. Separate to this, the CIOB and the RICS together held a well-attended fringe meeting to discuss what an industrial strategy should look like for the built environment. Paul Nash, president of the CIOB, said: “Given that construction is one of the supporting pillars of the UK economy, it is crucial that it is at the heart of any strategy. But in order to flourish, the industry needs to work with government on fixing a number of outstanding challenges: housing, productivity and skills to just name a few.” The chancellor Philip Hammond also announced at the conference that he would abandon his predecessor George Osborne’s target of having a surplus by the end of this parliament and will instead focus on infrastructure projects to boost the economy. Communities secretary Sajid Javid called for a million new homes to be built by 2020. He announced that the government would borrow £2bn to accelerate construction of tens of thousands of
The CIOB was in full flow during party conference season
homes on brownfield sites. Additionally a £3bn Home Building Fund would provide loans to stimulate housebuilding projects. Gavin Barwell, the housing minister, provided more detail on the Accelerated Construction Scheme. Under the plans, large areas of public land will be broken up into smaller plots to encourage SME builders into the market, with the government no longer selling off large chunks of land to the highest bidder. At the Liberal Democrat Party Conference the team hosted a reception on the importance of construction with speeches from Professor Charles Egbu, CIOB vice president, Lord Shipley OBE, the Liberal Democrat
spokesperson for Communities, Decentralisation and the Northern Powerhouse and Jeremy Blackburn, head of UK policy, RICS. At Labour the team hosted an evening reception alongside the RICS and the RIBA. Andy Burnham MP, former shadow home secretary and Manchester mayoral candidate outlined his commitment to invest in greater infrastructure in the North of England. Dr Roberta Blackman-Woods MP, shadow housing minister and Clive Betts MP, chair of CLG Select Committee also spoke at the event alongside Michael Newey, past president of RICS, and current RIBA president, Jane Duncan.
opinion
SHORT FILMS WITH KEY INDUSTRY LEADERS KICKS OFF NEW CIOB INITIATIVE Some of the industry’s key thought leaders and innovators will be sharing their insights with CIOB members in a series of filmed interviews to appear on the CIOB website . Construction Leaders Insights is a new initiative
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from the CIOB which features business leaders at the forefront of the construction industry, sharing their views and expertise. Speakers will address topics of interest and concern to the sector and
share the innovative steps their companies are taking to address these issues. The inaugural series will feature leaders talking about the approaches their companies are taking to attract, manage and retain talent in the sector.
They will be interviewed by senior CIOB figures, including Trustees, Members and Fellows and key staff. The series will feature on the CIOB website and showcased extensively utilising a range of
promotional channels in order to reach the widest possible audience. Look out for the first interview, in November 2016. To find out more email us at publications@ciob.org.uk
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24/10/2016 13:45
ON THE RADAR
Contact | Nov/Dec16
membership
yorkshire
Winners celebrate & charity delighted at CCISY annual awards
Winners at the Celebrating Construction in South Yorkshire Awards
>
Representatives from housing providers and construction firms across South Yorkshire came together on 7 October to attend the Celebrating Construction in South Yorkshire Awards.
CIOB News
The awards, held at the Cutlers’ Hall, Sheffield, were endorsed by the CIOB. The CCISY awards promoted a range of different sectors essential to the delivery of innovative construction, from empowering communities through corporate social responsibility and investing
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in skills, to creating low carbon developments and being environmentally pro-active. CIOB Sheffield & South Yorkshire Centre Chairman, Jonathan Took said: “These awards celebrate the region’s commitment to building communities and highlight the broad spectrum of construction excellence delivered by businesses working in the area. They demonstrate what can be achieved through strong partnerships, a clear vision and delivery through high quality implementation.
We were overwhelmed at the quality of the entries we received, and this year a record number were submitted. The winners are all very deserving of their awards and we look forward to seeing them again next year and finding out more about their ongoing and future programmes of work.” Hosted by Seth Bennett, the 12 winners were presented with their awards by representatives from the category sponsors. Winners are listed below.
Award
Sponsor Winner
Achiever of the Year Award
J F Finnegan
Hollie Warren – Portland Training
Collaborative Working Award
Polypipe
Henry Boot Construction & Amey
Contractor of the Year Award
Ambitemp
Togel Contractors Ltd
Health & Safety Award
Yorkshire Builders Federation
Henry Boot Construction
Innovation Award
St Leger Homes
Made in Sheffield
Social Value Award
MRK Electric
NPS Barnsley
Sustainability Award
Henry Boot Construction
Carillion Civil Engineering
Team of the Year Award
CITB Construction Skills
Interserve – Factory 2050 Team
Training Award
Linear Recruitment
Togel Contractors Ltd
Young Trainee of the Year Award
Sheffield Hallam University
Sophie Maclean – Everlast Scaffolding
Project of the Year Under £5M Award
CIOB Yorkshire
Coda Studios - Krynkl
Project of the Year Over £5M Award
Soar Build
J F Finnegan – Westfield Health Headquarters
The chosen charity for CCISY
Hospital Charity, said: “The
children on our wards. Over
again next year on 13 October
this year was The Children’s
support of the CIOB and the
£18,000 has now been raised
2017 when the awards will also
Hospital Charity and £2,400
Celebrating Construction in
by the CCISY Awards over the
celebrate their 10 year
was raised on the night to
South Yorkshire Awards
past eight years and we are so
anniversary.
support its work at Sheffield
ceremony guests means we can
grateful for their continued
Children’s Hospital.
transform the hospital, with
efforts and generous
most prestigious event in the
world class facilities to match
contribution to our appeal.”
construction industry’s social
David Vernon-Edwards, director of The Children’s
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the world class care received by
The CCISY Awards will be held
The CCISY Awards are the
NEW FELLOWS Congratulations to the following Members who were elected to Fellowship on the 13 September 2016 Nazeem Ansary, Ben Burley, Muhammad Che Munaaim, Kieran Danby, Hani El-Falahi, Andrew Evans, Paul Gardener, William Gill, Jacqueline Glass, Rebecca Hartshorn, Russell Haynes, Paul Hicks, Peter Holme, Frederick Hopper, Heather Jones, Richard Jordan, Adrian Kelly, Paul Kennedy, Alan Leigh, Charles Leigh-Dugmore, Loke Mun Kit, Brigid McGuigan, Adrian Mairs ,Colin McLachlan, Andrew Newman, Michael Peden, Heath Powell, John Reid, Stephen Reynolds, Mufutau Salako, Derek Shelley, Ronald Sutherland, Richard Weir, Mark White, Ian Whiting, Dennis Wilson, and Stephen Wood.
On the 7 October 2016 13 newly appointed Fellows, 40 Members and their guests attended a Recognition of Achievement Awards ceremony at the Clothworkers’ Hall in London. CIOB Immediate Past President Chris Chivers FCIOB and CIOB Deputy Chief Executive Bridget Bartlett officiated at the ceremony and presented certificates to: New Fellows: Vance Babbage, Patrick Boyle, Dean Burgess, Michael Figg, Henry Gilbert, Paul Johnson, Wynne Jones, Malcolm McDermott, Thomas McGee, Michael Peden, Gerard Purcell, Ian Russell and George Watt New Members: Jonathan Abbott, Graeme Adams, Quentin Allen, Martin Arlett, Natalie Batchelor, Samuel Boddington, Anthony Bradbury, Derek Cross, Darryl Culmer, John Dunk, Peter Engstrom, Russell Fairhurst, John Findlay, Daryl Fisher, Alexander Formin, Megan Forster, Andrew Gallivan, Dan Green, Rachel Greenwood, Scott Herbert, William Johnston, Paul Jones, Phillip McKinstry, David Marshall, Kristian Martin, Walterlan Mendanha, Mark Mills, Ryan O’Dwyer-Heath, Eugene O’Gara, Adesola Okunoren, Keith Payne, William Peach, Lee Powell, Vipattz Ratnarajah, Jonathan Ridd, Simon Rolfe, Carl Scholes, Antony Sheppard, Gary Smy and Roger Turner.
calendar in the region.
24/10/2016 14:55
HAVE WE GOT YOUR CONTACT DETAILS CORRECT?
• If you have moved or changed any of your details recently, don’t forget to tell
us. You can update your details online – simply log in to “members area” of the website www.ciob.org. Or email us at memenquiry@ciob.org.uk or call our membership customer services team on +44 (0) 1344 630706 for further help. If you would rather post your details send them to: The Chartered Institute of Building, 1 Arlington Square, Downshire Way, Bracknell RG12 1WA, UK
opportunity
news in brief
Influencers and leaders needed for Trustee posts
>
The CIOB is inviting members to take their place as a leader in construction and apply for a position as a CIOB Trustee. If you are an MCIOB or FCIOB and want to help grow the influence on the big issues and drive forward the CIOB corporate plan, then a Trustee position could be for you. The CIOB’s 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 launch of a CIOB Academy. 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 the role is about making tough and challenging decisions that not only benefit the CIOB but the wider construction sector. In June 2017, five Trustees will step down and the CIOB is recruiting to fill these positions. Three of these vacancies will be elected to the Board of Trustees through a ballot of members; the remaining Trustees will be selected by the Board. The application process begins on 2 November 2016 and closes on 13 January 2017. To find out more visit www.ciob. org/trustees or ask Samantha Teague at trusteerecruitment@ciob.org.uk. All enquiries are treated in confidence.
> MCIOB BREAKS WORLD LONDON TO PARIS CYCLE RECORD
Jonathan Parker, CIOB member and barrister specialising in construction and EU procurement at Chancery Lane firm, Quigg Golden Solicitors recently set a world record for the fastest solo cycle ride from London to Paris and raised over £11,500 for Cyclists Fighting Cancer. The charity was close to his heart having lost both parents to cancer and because of work the charity does for sick youngsters. Its fundraising helps to pay for bikes, tandems and adapted trikes that aid recovery – something Jonathan believe in following his own horrific accident a decade ago when he plunged three floors through a roof and broke all his limbs. He biked the180 mile-route between the two capitals, catching a five hour ferry across the Channel which posted
a total time of 12 hours, 31 minutes and 26 seconds. > SIMON WESTON DELIGHTS AT CAMBRIDGE DINNER
The East of England branch held its Black Tie Dinner in September at St Catherine’s College Cambridge where Falklands War hero Simon Weston CBE delighted guests with his off-the-cuff talk, Q&A sessions and hilarious speech. Simon also presented to Francis Shiner MD of SDC a Recognition of Achievement Award. > KARTING CUP CAREERS TO SUCCESS
Bayford Meadows in Sittingbourne hosted the fourth Novus in Kent – Kent Construction Karting Cup in September. Contractors from all over the South East joined to compete in the 90-minute endurance race in twin engine karts. The event was oversubscribed with 16 karts on the track and 48 people racing. As the night came to a close it was left
to the chair of the South East Branch, Peter Smith, to present the winners RW Wilmshurst, who just pipped the 2015 winners Ashford Borough Council into second place, with the famous and coveted KCKC trophy. The Kent Fire and Rescue team came in in a very respectable third place. > DEMOLITION IN WORCESTER
Attendees at a recent West Midlands event were in for a real treat when the CIOB and National Trust joined forces to provide an opportunity to experience a live demolition project in the heart of Worcester, followed by a presentation at Greyfriars’ House on demolition earlier in the century. Speller Metcalfe hosted the event showing off its site in Cathedral Square, where an exciting multi-million pound demolition and regeneration scheme will create new restaurants and shops. The group then walked to Greyfriars’ House, a National Trust property to experience how demolition in the early part of the century reshaped Worcester.
promoting construction
CIOB HEADS TO YOUTH CAREER FAIRS
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careers to young people. The shows provide information, advice and hands-on experiences that encourage and motivate young people to explore skills,
jobs, training and apprenticeships and hopefully discover their future careers. These events are a rare opportunity for young people to learn about
the range of options open to them. The shows are open to the public and free to attend. Visit the CIOB stand at: B • irmingham, NEC World Skills UK, 17-19 Nov
• London, ExCel – Skills London, 9-10 Dec
www.worldskillsuk.org www.skillslondon2016.co.uk
CIOB News
The CIOB, supported by NOVUS members, will have a presence at two of the largest skills and career events in the UK, later this year, to promote professional construction
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24/10/2016 14:59
ON THE RADAR
Contact | Nov/Dec 16
MICROSOFT EVENT FOR CONSTRUCTION MANAGERS CIOB members in Ireland are being offered the chance to learn how Microsoft Project can help with the management of their construction projects in a new event scheduled
for February in Belfast. Run by Mullan Training this free, two-hour event is aimed at contract managers, site managers and bid managers. Each attendee will be allocated a workstation for the
duration of the event and will get the opportunity to prepare a programme using the software. For more details and to book email courses@ mullantraining.com
novus
obituary
Novus Challenge 2016: young pros fight it out in friendly competition
>
Nine teams of students and young professionals from across the UK gathered in Bristol in September to compete in the 2016 Novus Challenge; all fighting for the title of Novus Challenge Champions 2016. The Novus challenge is run each year to help bring Novus members together from all regions, allowing them to network and exchange ideas whilst competing in a friendly environment. Following their success in last year’s competition, the South West Novus group was the host for 2016’s event. The teams competing were; Scotland, West Midlands, Wales 1 & 2, CIAT, South West, East of England, London and South East. Participants were welcomed to Bristol with a networking evening: a chance to size up the opposition and to receive a warm welcome to Bristol from Adam Crichton on behalf of the South West Novus group. Participants started the competition day on the water, battling it out in a number of canoeing activities before embarking on an Urban Adventure Challenge, back on dry land. The canoeing challenge turned out to be quite a physical one for some competitors with a couple of teams finding their way into the water, some after only five minutes! For the next part of their challenge teams, equipped with only a map and activity book, headed out on foot around Bristol, picking
DR ANDREW KEVIN PLATTEN FCIOB BSC (HONS) PHD
up as many points as they could along the way. Despite the wet weather conditions the competition was fierce, with only 10 points between the overall winners and the runners up. Congratulations go to winners, Adam Crichton and Josh Huitson representing the South West, who took the title for the region for the second year running. They were closely followed by Verity Kelly and James Haywood, the team from the West Midlands, with Stacey Lewis and Gemma Rees from team Wales 1 coming third. Thanks were given to Gold sponsor Bouygues UK for supporting the event, along with Bronze sponsor, Constructing Excellence South West.
Novus challenge teams take to the canoes in the first activity of the day
For any enquiries regarding Novus please contact Sophie Cox, scox@ ciob.org.uk
Respected academic and former Chair of CIOB Leeds & West Yorkshire Centre and the CIOB Accreditation panel, Dr Andrew Platten, was tragically killed in an accident involving a collision with his bicycle and a car on Tuesday 19 July 2016. Andrew was Associate Dean in the Faculty of Arts Environment and Technology at Beckett University. Dr. Platten was very active in a number of business networks regionally, including CIOB and as Chair of the Construction Knowledge Exchange (CKE) He had previously worked in the construction industry before embarking on a career in academia. He had lectured at Stafford University before joining Leeds Beckett, where he was helping the university to develop international links in countries like Hong Kong and Mauritius. He also wrote more than 45 academic papers in his field. Professor Peter Slee, vice chancellor at Leeds Beckett, paid tribute to Dr. Platten: “Andrew was a very well respected senior colleague at our University with a passion for higher education, teaching, research and engagement with the construction industry. All of us at Leeds Beckett University are very saddened by his death.” Andrew was also a very keen, accomplished and competitive cyclist outside of his work. Andrew championed innovation and was a great networker who brought colleagues together and always thought outside the box, bringing so much to committee meetings and events. He was a beloved father, brother, partner and son. The CIOB in Yorkshire are saddened and shocked by his death.
event
CIOB News
LECTURE SERIES LAUNCHES 175 YEARS OF ALBERT DOCK
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Guest speakers at the first of the interprofessional lecture series
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September saw the launch of InterPro 175, a lecture series from built environment professionals including the CIOB, linked to the regeneration of Albert Dock in Liverpool as the attraction heads
towards its 175th anniversary in 2021. The first lectures were delivered by Paul Sheppard of the IBI Group; Wendy Morgan, heritage and conservation officer for Liverpool City Council,
Paul Grover, of Arup and Mark Osborne, of Alec French Architects. The event was chaired by Ian Wray, trustee of World Heritage UK, and hosted by Sue Grindrod, chief executive of Albert Dock Liverpool.
The launch was sponsored by industry specialists ARUP. Albert Dock has partnered with 14 built environment institutions to deliver this professional development lecture series.
24/10/2016 14:56
COMMENT lee mills
Risky business Lee Mills on how to build better health and safety practice to create better business performance
W
hether you like it or not, health and safety is a big part of business life, especially when working in such a high risk sector such as construction. But great health and safety management isn’t just about staying compliant and passing inspections – it can help boost your profits too. There is a proven positive correlation between a company’s health and safety performance and its financial performance. In the 1990s, a construction company logged the financial
“Observe colleagues’ behaviour and correct it. And ask otheres to do the same and check your habits against the safe procedure regularly and correct any differences”
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Lead the way to changing habits Human beings are energy saving devices (no-one ever shows you the long way to do something). When you start a job, you are trained to do it correctly and safely. In time you either learn or get shown by a ‘helpful’ colleague, the shortcuts to save you time. Unfortunately, these short cuts often aren’t safe, which means by carrying them out you can put at risk your own safety, the safety of the public, the safety of your colleageus and the business. How can you avoid this? One way is to observe colleagues’ behaviour and correct it. And ask others to do the same and check your habits against the safe procedure regularly and correct any differences. Since it’s your habit, you won’t see it, just like you don’t know that you chew noisily but your partner hates it! The caveat to this is that sometimes amendments to working procedures are safer, ensure these are captured too! Employee engagment is crucial. If your employees are better engaged they are more likely to follow process and less likely to cut corners. If more employees are engaged, then others are likely to follow – how often have you walked on site and seen everyone wearing a hard hat and wondered where yours is?
Training is also key. It’s important to remember, that safety is no more the absence of injuries than quality is the absence of complaints. Ensuring your workforce has the correct training for the work they’re carrying out, helps to provide you with increased confidence as a manager, whilst empowering your employees to feel secure and put trust in the process. There is a Swedish proverb: ‘Luck never gives, it only lends’…if you walk past a colleague working unsafely and say or do nothing, whether you like it or not, you are encouraging that unsafe behaviour. One day, that unsafe behaviour could cause your colleague to have a serious, life-changing injury. Have the courage to stop and challenge (in a polite way) unsafe behaviours – you might just save someone’s life.
•
>
Lee Mills is director of health & safety services at Citation www.citation.co.uk/ciob.
Opinion
performance of its construction sites against its health and safety performance and found that poor safety was a pre-cursor to poor financial outcome. If the safety performance of a site dipped consecutively, a financial audit of that site was undertaken. It’s easy to get lost among all the regulations and focus solely on compliance, failing to recognise how great health and safety management can actually benefit a business. By ensuring that your site is a safe place to work, you’ll experience fewer work-related
injuries which means you could start to see a reduction in sickness absence, witness better morale and, in turn, see an increase in productivity.
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24/10/2016 15:04
CBC • CHARTERED BUILDING COMPANY
• CHARTERED BUILDING CONSULTANCIES
>
SPECIALIST SUBJECTS >
CBC status is achieved by some truly diverse businesses. Here we meet two companies working in expert areas.
CIOB CBCs
MALONE ASSOCIATES
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“I set up Malone Associates Ltd to be a very technical business with a strong focus on building pathology,” explains founder Joe Malone. “The four years we’ve been in business have proven that there was a gap in the market for this sort of technical expertise.” Malone Associates’ work is highly specialised: it has expertise in floor screed failures and external wall insulation system failures, among other things. “The external wall insulation failure investigation work has really gathered momentum,” says Malone. “We are seeing a steady increase in the number of investigations that we are involved with. It’s a relatively new area of work and we have had to develop an investigation process specifically for these failures.” “There is no typical week and that is what makes the business so interesting. We recently we carried out a planned preventative maintenance inspection for Rolls Royce; a structural survey on an old stone cottage in Leicestershire; a number of expert witness reports relating to construction disputes or to disputes between landlord and tenant – quite often relating to mould and dampness within buildings; an investigation into sulphate attack in a solid floor; and a number of full building condition surveys. On top of the survey and technical diagnostic work we have a number of projects currently underway, including project management of an external refurbishment on a 1960s concrete block and the refurbishment of a converted windmill. “
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The business is also passionate about education. Malone is a visiting guest lecturer at Coventry University and the firm regularly delivers CPD talks for the CIOB, RICS and CABE on dampness in historic buildings, and building defect case studies. It also produces a popular building defect analysis blog at www.buildingdefectanalysis.co.uk, designed to boost knowledge of building defects, although it frequently leads to work for the firm. The leading field of expertise for Malone Associates is dampness in buildings. “We do a great deal of expert witness work and survey work. We carry out detailed survey work that identifies the cause of the damp and specifies works to cure rather than manage the dampness.” Malone says that CBC status is about “that additional stamp of professionalism”. “Clients quite often don’t understand what the variety of chartered construction professionals do and I feel that CBC status has a broad appeal to clients looking for a construction professional. CBC status has also added professional credibility to our legal work. We work with a number of law firms being a CBC raises the professional profile whenever new law firms request a copy of the CV. “
JOHN BROWNING BUILDERS LTD The Browning Family has a long tradition of domestic construction ranging from new build, extension, renovation and restoration work since Graham Browning established the business in 1953. Now jointly run by John and Carmel Browning, both qualified building engineers, the firm is called in to diverse builds. “Our portfolio of work does vary quite a lot and does need specific skilled tradesmen for each individual project,” says Carmel Browning. “We are fortunate to have a team of tradesmen
qualified in many areas of specialty such as structural carpentry, stone walling, lead work and mathematical tiling. “Our clients have wide and individual requirements. We work closely with a number of architects who produce interesting and varied designs. They encompass many new methods of building and technology that modern sustainable living demands. Building materials and methods have become more complex
> www.malone associatesltd.co.uk www.browningbuilders. co.uk/
24/10/2016 15:09
ONETOWATCH Nicola Markall MCIOB
Quality & Compliance Manager, Carillion Construction Experts in their field Left Joe Malone and far left a rare timber framed Crown Estate property that Malone Associates was commissioned to ascertain how to convert the building to modern standards of thermal comfort. Below, a recent project of John Browning Builders and bottom left Carmel Browning
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as unique as each client. Theres no such thing as ‘typical’ for us! “CBC status elevates us above the ‘man and van’ image. Being a Chartered Builder has given us credibility – a builder who knows its field of expertise. “It has benefited us directly by being the first port of call for any architect, engineer or client who wants a professional service and knowledgeable builder.”
•
would rather work in. Construction is never dull and is often challenging but every day is different and that’s what I like! Q How do you find working life as a woman in construction? I sometimes miss female conversation at work but I am fortunate to work for a company that supports diversity in all its forms. I have always been treated as one of the team and shown respect by others. My contribution is valued – so no different to a man really! We all face challenges of some description. Q What’s your most embarrassing work moment? Oversized PPE. A small PPE jacket is not small on someone who is almost 5ft tall! Hi-Viz Jackets quite often come down to my knees and look like oversized trench coats! Q What are your career ambitions? I love working for Carillion. I am involved in some fantastic projects and work with great people. I have recently been promoted to a regional management role and look forward to developing this within the company. Q When you’re not at work I like taking holidays and spending time with my family. I have three young children so it’s not always relaxing!I also enjoy spin classes and swimming.
CIOB Members
especially for new designs and working as a team with the designer and client is very rewarding. On occasion it is necessary to marry the old and the new. This can provide us with challenges but these are overcome by the knowledge and expertise, which we have available to us. “It also means that no two projects are the same. We always learn from each project and in the process add to our repertoire of knowledge. Each design is
Q Tell us about your career to date? I started my career with a large multidisciplinary consultancy company in their structural engineering department. I thoroughly enjoyed my work and as part of my training I spent time on a construction site supervising an earth moving operation. On returning to the office I realised I needed a change as I wanted to work permanently on site. That change was the start of my career with Carillion. In 2001 I began work as a junior site engineer on a hospital project with some of my happiest working memories involving setting bolts! This experience, learning the technical aspects of construction, enabled me to move into site management. I have worked on a variety of projects including new builds, refurbishments and modular off site construction in a range of sectors. I was proud to achieve MCIOB in 2014. At the beginning of this year I took on a regional role for Carillion and I am responsible for leading quality and compliance in building, across the Midlands and South West. Q Why did you choose a career in construction? What else would you have done? I was interested in how things went together. Even as a child I would always enjoy practical tasks more than anything else. There is no other industry I
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24/10/2016 15:10
INGOODCOMPANY >
University of Birmingham
Carillion
Student union
When Carillion built a new library for the University of Birmingham it did more than just deliver a new building. It engaged students and promoted the construction industry.
T
he new Library at the University of Birmingham was handed over by Carillion in time for the 2016 academic year. The £45m library which has capacity for over 2,500 students, gives users a transformational experience and aims to create a ‘green heart’ to the campus, improving both access around the area and the setting of the historic buildings. The new building is part of a £300m Edgbaston campus regeneration which includes a new science block, hotel and conference centre, student halls and sports centre with gym and 50-metre pool. Throughout the build, Carillion and the University worked in partnership to exploit all opportunities to raise awareness of the value of construction and engineering to schoolchildren, students, the general public and other key stakeholders.
Setting an example
Case study
Carillion had a 110-week programme to deliver the library, which has a posttensioned reinforced concrete insitu frame, mixed external envelope, incorporating an intelligent ‘building management system’ which controls the internal environment of the Library. From the outset, Carillion wanted to
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ustilise the project as a working example to raise people’s interest in the construction industry. It saw the build as a great advertisement for the industry. “The challenge of how we could attract young people and the wider society to the construction sector was investigated with a jointly produced stakeholder method statement, Carillion’s ‘Community Needs Plan’, “ says Neil Rudge, Carillion community regeneration manager. “We wanted to exploit every opportunity we could to enable people to become involved. Even at the ground works stage of the project we erected a viewing platform on the South East corner of the site. “We hosted visits for school pupils, students and the general public. The platform was used for the British Science Festival, of which Carillion was a lead sponsor. This, week -long national initiative was hosted by the University with the aim of attracting people into STEM subjects.” The platform was also used during the University’s Community Day, Open Days and the CITB’s Open Doors events amongst many other initiatives. Once the project could accept visitors, Carillion ran over 50 tours of the site for students and local
Seeing the light Associated Architects designed the space to maximise natural light and views. Other materials are aluminium and zinc cladding. The importance of the site’s location is emphasised by angled stone columns with brick linings orientated to the landmark University clock tower.
“The relationship involved giving lectures, career advice, judging challenges, utilising the site for visits and offering work placements” 24/10/2016 15:14
stakeholders. Through these initiatives Carillion interacted with more than 5,000 people, promoting the construction sector.
Getting everyone involved Throughout construction, Carillion and the University’s School of Civil Engineering worked together to give students the opportunity to enhance their studies by working on a ‘live’ project.The central pillar of the relationship between Carillion and the University’s Civil Engineering school was the key stakeholders at the University – the students. Students were actively involved and got to enhance their studies on a ‘live’ project, to see engineering and construction in action as the new library took shape at the heart of the campus. The relationship with the Civil Engineering School involved giving lectures to students; hosting a career advice evening; judging a number of curriculumbased challenges; utilising the site for visits for prospective students; and offering five work placements. There were further training and development opportunities for the 50 apprentices who were employed on the site, 10 work placements and targeted school interaction.
Neil adds: “The benefits of the development will be felt for years to come. Carillion worked closely with the supply chain to drive local employment on the scheme: over 50 people got into work or had their job secured through the scheme, with over 55% of the 2,100 people inducted onto the project being local. The scheme has actively promoted health initiatives to improve the lives of those that work with Carillion, sought feedback from our local stakeholders and promoted key events jointly with the University such as Lesbian, Gay, Bi-sexual and Transgender (LGBT) history month to ensure we enhance the experience of those we interact with on a daily basis. “This jointly-delivered approach has enhanced what is a world class University facility, which will deliver social outcomes that go beyond that of the student experience. The relationship between the University, Carillion and the design team has ensured that the image of the industry has been enhanced and we have met the aim of raising awareness of the value of construction.” Carillion’s latest project in Birmingham is the £500m Paradise building - new headquarters for PwC.•
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• Replacement of 1950s building • nearly 40 miles of shelving and 400,000 books • 2.5 year, £42m construction programme • Offers a 50 per cent reduction in energy usage compared to the old library, contributing to helping the university to achieve its 20 per cent CO2 reduction by 2020. It has a BREEAM excellent rating.
www.birmingham.ac.uk/news/latest/2016/09/newlibrary-opens-at-university-of-birmingham.aspx
Case study
>
FACT FILE
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MEMBER BENEFITS
create something amazing. today
FULL CORPORATE MEMBERSHIP OF 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. Products and services currently on offer from our special partners are listed below...
EX
CLU SIV MEM E OFF BER ER
ITN | Be the star of the show in new programme
opportunity
ITN Productions and the CIOB have partnered once again to produce a news and current affairs-style programme exploring
the projects, people and stories that are shaping the future of the construction sector. With a skills shortage, especially at management level, the online programme will focus on people in senior positions who have been delivering projects to a high standard, examining the essential and new emerging skills needed to cope with future challenges in construction. For more information, or to participate in the programme, please contact James Linden, Programming Director at ITN Productions on 0207 430 4228 or james.linden@itn.co.uk
learning
ASTA POWERPROJECT BIM FROM ELECOSOFT | Making 4D planning easy
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finance
CIOB INSURANCE SERVICES | Premier BusinessCare
Premier BusinessCare is an experienced insurance broker, appointed by the CIOB, which specialises in finding insurance solutions for members like you. We have insurance specialists who take the time to understand each and every business in order to recommend a tailored risk management solution that can provide financial security and peace of mind. However large or small the job, it’s our job to help you safeguard against the unexpected, to protect you and your business’ reputation. If you require a quotation for Professional Indemnity, Directors and Officers, Liabilities, or any other commercial Insurance packages, then get in touch.
software
CUBICOST BY GLODON | Free trial and training in cost software
How do you track cost variations, recover certainty and profit, as well as grow your business? Cubicost is Glodon’s Suite of Takeoff and Billing software (2D, 3D and BIM) used by global consultancies to regional contractors, our products drive project savings in time, resource and cost of tendering and thus, increase margins. Glodon are market leaders in Asia, a $500m group with 5000 employees, operating in 15 countries worldwide. Glodon is delighted to be working with CIOB. A FREE Trial and half-day training package is exclusively available to CIOB Members. Contact us to book a demonstration. E: uk@glodon.com . W: www.cubicost.com T: 0203 808 4669
legal services
CITATION | Taking the strain with legal issues
Citation is a Health & Safety, HR & Employment Law and ISO Certification specialist with over 20 years of experience in the construction sector. Looking after more than 16,000 clients across the UK, we understand the issues which concern you most. By giving you all the support you need - online, face to face or on the phone – we give you back the time to focus on what you do best – run your construction business. To find out more, call 0345 844 1111 or visit www.citation.co.uk/ciob
learning
IHS | Have you tried the new Construction Information Service?
The Construction Information Service (CIS) has been thoroughly refreshed and optimised to provide an indispensable source of key information that can help you realise significant time and cost savings The online tool delivers current regulations, construction standards and industry news covering building, engineering, design and construction processes. Data covers construction stages from design to completion for projects in the UK and Republic of Ireland. Users have access to technical data from 500+ publishers including full text copies of British Standards and CIOB documents. Using the CIS, you will be able to:
• E nsure design compliance and sustainability • I nnovate designs and construction methods • S upport construction lifecycle from start to completion
CIOB Member Benefits
For further information see www.ihs.com/products/uk-construction-information-service.html or email michelle.judd@ihs.com
FREE CORPORATE HOTEL BOOKING SERVICE | Save on average 21% on over 550,000 hotels worldwide with Roomex travel
Roomex.com is proud to offer CIOB Members immediate direct access to their live online hotel booking platform via the following link www.ciob.roomex.com. Alternatively for a bespoke corporate solution with full features and benefits Roomex can tailor your own company site page on the platform. All at no cost. Visit www.ciob.roomex.com
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DATESFORYOURDIARY EAST OF ENGLAND
Riverside North Site Visit 15 November, 5.15pm, Riverside North, Bedfordshire Contact: coh@ciob.org.uk CCS Scheme 16 November, 6pm, Babraham Institute, Babraham Contact: mrix@ciob.org.uk Visit to Blickling Hall 17 November, 2pm, Blickling Hall, Norfolk Contact: mrix@ciob.org.uk NOVUS Five Year Anniversary Celebration 18 November, 4pm, ARU, Chelmsford Contact: coh@ciob.org.uk Supper Evening – The Flying Vulcan 18 November, 7.30pm, The Bell Inn, Stilton, Peterborough Contact: mrix@ciob.org.uk Final Accounts Process 22 November, 7pm, Beales Hotel, Hertford Contact: coh@ciob.org.uk BIM 24 November, 7pm, ARU, Chelmsford Contact: coh@ciob.org.uk
IRELAND
Presentation and Tour of Queen's University Belfast 8 November, Belfast Contact: kmenagh@ciob. org.uk Legal Implications of Social Media Misuse in Construction 1 December Contact: kmenagh@ciob. org.uk
LONDON
MIDLANDS
Hampshire and Novus Networking Breakfast meeting 2 November, 8am Botleigh Grange Hotel, Hedge End, Southampton Contact: cbenjamin@ciob. org.uk Contractual Nightmares, Management of Delays and Conflict Avoidance – Three important lessons 8 November, 6.30pm, Holiday Inn, Guildford NORTH EAST Contact: bmilton@ciob. Breakfast Seminar: org.uk General Legal Update 3 November, 8am, Watson Bombs Away Burton Offices, 1 St James' 15 November, 7pm, Holiday Inn, Rochester Gate, Newcastle upon Contact: blawrence@ciob. Tyne, NE99 1YQ org.uk Contact: dthorpe@ciob. BIM in the Real World org.uk 15 November, 6pm, Holiday Sustainable Solutions Inn, Woodstock, Oxford 8 November, 6pm, Venue Contact: joparker@ciob.org. To be confirmed uk Contact: dthorpe@ciob. BIM – No Theories, Just the org.uk Bombs Away!! Unexploded Facts Ordnance - A Guide For the 17 November, 6.30pm, University of Brighton Construction Industry Contact: bmilton@ciob. 17 November, 6pm, The Angel View Inn, Gateshead, org.uk South East Professional NE9 7UB Review Workshop Contact: dthorpe@ciob. 21 November, 6.30pm, org.uk Holiday Inn, Wrotham Contact: blawrence@ciob. NORTH WEST org.uk Legal Update: Payment Crossrail – Where Are We Issues Now? 8 November, 30 November, 6.30pm, 6.30pm,Leyland Golf Club Hilton St Anne’s Manor, PR25 5UD, Wokingham Contact: kpercival@ciob. Contact: joparker@ciob.org. org.uk uk The Aquapol Building Trinity Dinner Dehydration System 15 November 6,30pm, The 9 December, 6.30pm Trinity College, Oxford Cottons, Knutsford Contact: joparker@ciob. Contact: kpercival@ciob. org.uk org.uk The Leeds Liverpool Canal – SOUTH WEST JV with ICE Inter-institute Annual 21 November 6pm, James Charity Quiz Parsons Lower Lecture 9 November 7pm, Slug Theatre, LJMU, 18.00 & Lettuce, Explore Lane, Contact: kpercival@ciob. Harbourside, Bristol org.uk Cost: £10pp (team size 4-6) CDM 15 Update Contact: emma.bayliss@ 24 November, Irish World thatchers.co.uk Heritage Centre, M8 0AE Drones for Surveying Contact: kpercival@ciob. 23 November 6.30pm, org.uk Marlborough Golf Club, Marlborough SOUTH EAST Contact: jputman@ciob. Low carbon heating org.uk Solutions Inter-institute Annual 2 November, 6.30pm, Holiday Inn, Reading South, Charity Quiz 30 November 7pm, The Reading Nag’s Head, Thornfalcon Contact: joparker@ciob. Cost: £10 pp (team size 4) org.uk Contact: jputman@ciob. org.uk How CDM 2015 affects Health & Safety in Design, 21 November, 6pm, Hinckley, Contact: jnewton@ciob. org.uk Construction Law Update 21 November, 8:30am Lincoln Contact: gfloyd@ciob.org. uk
A legal Update Breakfast 8 November, 8am, Sheffield Hallam University Contact: Sgiles@ciob.org.uk PR Workshop – for Industry candidates ready to submit the Professional Review papers 22 November, 6pm, Thorpe Park Hotel, Leeds Contact: Sgiles@ciob.org.uk Novus & G4C Student & industry quiz night 22 November, 6pm Revelation Bar, Sheffield Contact: Sgiles@ciob.org.uk Novus presents BIM at Bradford College – BIM in practice, a best practice case study 30 November, 6pm, Bradford College Contact: Sgiles@ciob.org.uk
find out more about events in your area go to www.ciob.org.uk/regions or > To look out for your electronic news and event updates from your CIOB branch or CIOB centre. To receive information from the CIOB visit www.ciob.org.uk and log on to the members’ area to input/update your details and preferences.
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If you have a smartphone, iPhone or tablet, why not search your apps for a free downloadable QR reader and scan our details.
Contacts General Main CIOB telephone number +44 (0)1344 630700 Chief Executive Chris Blythe 01344 630701 Member Services Head of Member & Business Development 01344 630852 Change of Address 01344 630789/630731 Direct Debit Enquiries 01344 630831 Membership Certificates 01344 630720 Membership Enquiries/ Progression 01344 630706 Subs Enquiries (Members) 01344 630831 Training Partnerships 01344 630726 Certificate Ceremonies 01344 630785 SMTS Enquiries 01344 630742 Experienced Practitioner Assessed Programme (EPA) 01344 630887 Experienced Practitioner Assessed Report Route (EPAR) 01344 630887 Benevolent Fund 01344 630780 Professional Development 01344 630716 Library Enquiries 01344 630873/737 Head of Education 01344 630822 Adjudication and Dispute Resolution 01344 630732 Scholarship and Research 01344 630776 Chartered Building Company/ Consultancy Scheme Chartered Building Scheme Manager 01344 630746 Administrator 01344 630743
Publications Magazine subscriptions (non-members) 01344 630811 Construction Research and Innovation (CRI) 01344 630735 Construction Manager 020 7490 5636 Contact 07704 336835 Policy and External Relations Deputy Chief Executive 01344 630702 Press Office 01344 630766 Web Site Enquiries 01344 630738 CIOB International General Enquiries +44 (0) 1344 630791 CIOB Africa + 27 11 234 7877 CIOB Australasia +61 (2) 9816 4700 CIOB China East +86 21 2211 1556 CIOB China North +86 10 6528 1070 CIOB China West/South +86 23 3670 6360 CIOB Hong Kong +852 2543 6369 CIOB Malaysia +852 (603) 2284 5754 CIOB Middle East +971 (0) 4457 9107 CIOB Singapore +65 6334 4116 The views expressed in Contact are not necessarily those of the editor or the CIOB. The editor reserves the right to edit any article submitted for publishing. Printed on paper produced from a sustainable source.
CIOB Diary Dates
Responding to the Modern Slavery Act 2015 10 November, 6pm, Union Jack Club, Sandell Street, , SE1 8UJ Contact: chierlehy@ciob. org.uk Fire Engineering – Open Plan Apartment Design 16 November, 6pm, Union Jack Club, Sandell Street, SE1 8UJ Contact: chierlehy@ciob. org.uk Introduction to Law & the Construction Industry 22 November, 6.30pm, Burns Room, Union Jack Club, Sandell Street, London, SE1 8UJ Contact: bgrange@ciob. org.uk Meet the Professionals 6 December, 6pm, University of Westminster, Marylebone Campus. Contact: bgrange@ciob. org.uk
NOVEMBER TO DECEMBER 2016
The Chartered Institute of Building
The Chartered Institute of Building is at the heart of a management career in construction. Our focus is on those entering and already in a management career in construction. By delivering qualifications and certifications that meet the needs of a changing industry. We work with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction. OUR VISION: Built environment professionals making a difference OUR MISSION: To contribute to a modern, progressive and responsible construction industry, meeting the economic, environmental and social challenges of a global society OUR VALUES: • Creating extraordinary people through professional learning and continuing professional development. • Promoting the built environment as central to quality of life for everyone, everywhere. • Achieving a sustainable future worldwide. • Being socially responsible and advocating exemplary ethical practice, behaviour, integrity and transparency. • Pursuing excellence in worldwide management practice and technological innovation rooted in evidence based research. • To be the inclusive valued Institute of choice for built environment professionals. We have over 47,000 members around the world and are considered to be the international voice of the building professional, representing an unequalled body of knowledge concerning the management of the total building process.
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Recruitment
Classified
When time is limited and resources are constrained, QS-Services can meet your needs. We will provide services that are specifically tailored to your company’s requirements. At QS-Services Ltd, we provide a highly experienced contracting service that delivers on a fixed-price, short term contract. We are an independent company that specialises in preparing and auditing Bills of Quantities in time-constrained periods. QS-Services Ltd will also deliver an Estimating Process and Cost Modelling service that suits your company’s needs. Our specialist skills and knowledge will provide competitive quotes and help your project to meet its deadline. We are fully Insured for Professional Indemnity (PI)and are pre-qualified and registered with Constructionline. QS-Services Ltd will provide • Measurement • Verification and Audit of Bills of Quantities • Rebar Detailing • Pre-contract and post-contract drawings • Cost modelling • Estimating • Post-contract services CONTACT: Owen McDevitt | owen@qs-services.com www.qs-services.com | tel Off +44 (0)1372739407 | Mob +44 (0) 7869619021
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Classified TO SHOWCASE YOUR PRODUCTS ON THESE PAGES, CONTACT TOM PEARDON ON
T: +44 (0)20 7490 5595 E: tom@atompublishing.co.uk
KINGSPAN INSTALLED ON WATERFRONT STUDENT ACCOMMODATION Kingspan Kooltherm K15 Rainscreen Board has been specified as part of a new £42 million purpose built student accommodation project in Portsmouth, due to its outstanding thermal performance and ability to meet the stringent fire performance requirements for the project. The Unite Students development has been master planned by CGMS. Once completed, the building will provide high quality and safe accommodation for 836 students. Cooley Architects’ design uses coloured Alpolic ACM cladding to form an eye-catching cube at the top of the 240 ft building. Kingspan Kooltherm K15 Rainscreen Board was installed as part of the rainscreen façade system. www.kingspaninsulation.co.uk
DON’T FORGET THE HOARDING The importance of site hoardings for branding as well as security is well recognised, but what is all too often overlooked is the legality of the materials used in their manufacture. Three years on from the introduction of the European Union Timber Regulations (EUTR) that were supposed to end the import of illegally sourced timber, there is growing evidence of widespread non-compliance. A report produced by the National Measurement and Regulation office in 2015 exposed the lack of regulation in the manufacture of Chinese plywood, while a series of actions have been taken against UK importers in recent months over the use of timber sourced from unregulated forests in Africa. EUTR recognised that there can be a lengthy supply chain between the forest and the finished product and established a Chain of Custody system to certify each organisation through whose hands the timber passes. While this may be a relatively straightforward process for structural timber beams and joists, it becomes significantly more complicated for plywood or particle boards which can include timber from various sources in the finished product. The largest quantity of such boards on any project is likely to be found during the construction phase as site hoardings and there is a clear responsibility for the contractor to ensure that these are manufactured in accordance with EUTR. SMARTPLY SITEPROTECT OSB panels have a completely transparent supply chain as the timber used in their manufacture is sourced from the company’s own forests in the Republic of Ireland. Supplied pre-primed and therefore greatly speeding up the final installation, SITEPROTECT is a fully certified, high-quality, durable board providing complete assurance of legality as well as a fast, cost-effective site hoarding solution. www.smartply.com/products/smartply-siteprotect
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Project of the month Magdalen College library, Oxford University
spaces, a passenger lift, staircases and washing facilities. The roof also underwent an extensive refurbishment that was completed in Cotswold Stone slates.
Refurbishing an historic library at Oxford University’s Magdalen College was a delicate process. Mark Burgess, regional director at Stepnell talks to CM. Describe the project An extension and refurbishment to a Victorian Grade II-listed building designed by John Buckler and built as a single hall school. In 1932, it was converted into a library for the Magdalen community supporting 200 students and 35 Fellows. Student numbers have since tripled, and the library no longer had the space or capability to support modern-day requirements. I had a personal connection as I’m an Oxford man myself. I walked by the building thousands of times as a student and it’s a real landmark. Vital statistics The architect for the project was Wright & Wright. The build was originally seen as one phase but we managed to convince that it would be better to carry it out in three stages. The enabling package of £400,000 got under way in September 2013 and that was completed in March 2014, then the remaining works, which were £6.5m, began in June 2014 and completed in March 2016.
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The new design accommodates 120 readers in various study settings as well as additional meeting areas, storage and staff facilities. There is also space for 3,200 linear metres of books. The building is designed so that this area could be easily converted to seminar rooms, if the balance of needs changes in the future. The basement of the existing Victorian building was extended, creating three storeys along with a new connecting onestorey extension. We also built new library areas and study rooms, flexible working
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Top: The library is an 1850s-built Victorian building which was converted in 1932 Above: The new design now accommodates 120 readers in various study settings
What was the biggest challenge? Mainly it was the archaeology element. Numerous artefacts were found and 100 bodies had to be dug out of the ground before work could begin on the renovation. This was done with the with the help of Oxford Archaeology, and a report of the findings will be published in the future. Other challenges were the high groundwater and flood risk. Much of Oxford is built on flood plains and is flooded regularly flooding, so preventative measures have been employed to protect both the construction site and the redeveloped building from future water exposure and ensure that it can withstand any future disasters. A number of mini wells were installed across the site to “dewater” the ground. What have you learned that you will take to the next project? It reminds you of the quality that a college building like this demands and people don’t always remember this. It just reinforced what’s needed. Champagne moment? For us as a company the champagne moment was the project being opened by Prince William. However, my personal champagne moment was the completion of the new roof. I was so impressed when we dropped the scaffold. I took my wife to dinner at Marco’s restaurant over the road and made her stop and look and reminded her that it was one of our buildings. CM
Construction Manager Published for the Chartered Institute of Building by Atom Publishing 2nd Floor 3 Waterhouse Square 138 Holborn London EC1N 2SW Tel: +44 (0)20 7490 5595 Fax: +44 (0)20 7490 4957 firstname@atompublishing.co.uk
Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by The Wyndeham Group. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566
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