ISSUE 32
Pharmaceuticals sector Optimising property portfolio strategies
Also in this issue: Qatar prepares for FIFA World Cup 2022 Higher education: making every building count Flagship Science Central regeneration project Supporting Michelin’s global standards
CONTEnTS 4
Offshore Wind Farm Construction Navigating health & safety responsibilities
Newcastle Science Central 6
Innovative funding for flagship regeneration project
Higher Education 8
Making every building count
Qatar 10
Middle East’s fastest growing economy
BIM Governance Issues 12
Collaborative environment raises legal and contractual questions
Pharmaceuticals Sector 14
Optimising property portfolio strategies
Mentor-Protégé Programme 16
Faithful+Gould and Cinnovas: teaming for success
18 20
Frameworks in Public Sector Procurement Working with Scape
Whole Life Costing Evolves in Middle East Maximising long-term value in maturing markets
Transforming the Asset Management Landscape 22 New SFG20 maintenance standards bring efficiency
Supporting Michelin’s Global Standards 24 Improving Project Controls in South Carolina
Strategic Asset Management 26 Delivering value in outsourcing
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A warm welcome to our latest edition of Solutions, which showcases some of our most exciting projects and services. I very much hope you’ll find it of interest. The number of tower cranes registered with the UK’s Health and Safety Executive (HSE) in the first six months of this year dropped to 4131, just over half the number erected over the same period in 2011. Tower cranes are popularly regarded as a barometer of UK construction’s prosperity and certainly market conditions remain tough. However Faithful+Gould is holding its own across a diverse business portfolio, underpinned by our excellent team, whose dedication and best practice continues our endeavour to deliver constructive expertise to our clients. The energy sector remains especially positive and we are working in several specialisms, including existing conventional power stations, new build nuclear power stations and renewable energy sources. On page 4 you can read about our CDM role on the Teesside offshore wind farm project, where we are helping the principal contractor navigate its health & safety responsibilities. We continue to be at the forefront of the industry’s implementation of BIM. This is not just about theory and debate – we are gathering real experience from live projects, such as Birmingham City University (see our higher education article on page 8) and HM Young Offender Institution Cookham Wood for the Ministry of Justice. Page 12 explores governance issues around BIM, considering its impact on procurement, contracts and insurances.
For further information contact Donald Lawson in our London office. Scan the QR code for full details.
Asia Pacific is a key growth area for Faithful+Gould and we have developed a firm foothold in several regions. We have recently celebrated 25 years in Singapore and we were delighted to welcome clients from every sector to our celebratory event, alongside support from Singapore’s Economic Development Board (EDB) and UK Trade & Investment (UKTI). We also held a Chinese good luck ceremony to
mark our office relocation, described on the back cover. This has already brought us good fortune in Singapore, with our success in the recent British Chamber of Commerce Annual Business Awards. We were delighted to be chosen as the winner for the Outstanding Professional Services category, a real tribute to our great team in Asia Pacific. In the US, we had further cause for celebration with our twentieth anniversary this year. From our earliest days, when consultancy cost and project management were unheard of in the American construction industry, we have built up some longstanding client relationships. Our project management services for Michelin in North America are featured on page 24. Additionally we are supporting Michelin’s global standards in several countries, including its world headquarters in France. In the Middle East we are finding that the advent of PPP is influencing the need for better information on the total costs of construction, and an interest in whole life value is emerging. Page 20 looks at the advantages and challenges of a whole life costing approach in the Middle East market. I hope you’ll read on and find something of relevance to your interests and concerns right now. If you’d like to know more, you can make contact with any Solutions contributor by using the QR code on each page, calling the office numbers on the back cover or via our website. Why not also follow us on LinkedIn and Twitter to keep your finger on the pulse of constructive expertise? My team and I appreciate your interest in Faithful+Gould and we would be delighted to hear from you.
Donald Lawson, CEO Worldwide Operations
Data obtained by Pinsent Masons.
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Offshore wind FARM construction
Navigating health & safety responsibilities Maritime legislation operates in an international context and can be complex and contradicting. UK health and safety legislation and the legal duties for offshore construction projects are equally complex. Developers, contractors and operators need stringent processes and procedures in order to comply. The Construction (Design & Management) Regulations 2007 (CDM) are the key legislation applicable to the design and construction of onshore and offshore renewable energy projects within the jurisdiction of Great Britain. In an offshore environment, there are also compliance requirements with International Maritime Organization (IMO) conventions, depending on Flag State, Coastal State and Classification Society. To deliver a safe and timely project – and to avoid enforcement action and possible prosecution – developers, contractors and operators need good understanding and effective implementation to manage the CDM requirements. However CDM legislation has most often been applied to landbased projects, which do not always readily integrate with marine activities and maritime legislation. There is currently no specific legislation for offshore wind projects, and it is the CDM Co-ordinator’s responsibility to interpret the Regulations and apply them to the unique issues that need addressing on an individual project.
The Crown Estate owns UK territorial waters and has issued leases in three consecutive rounds, for offshore wind developments around the UK coast.
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This is not straightforward as offshore conditions create very different challenges, with Round 21, and the upcoming Round 3, further from shore than previous projects. For example, wave heights significantly increase in deeper water, and swells become more powerful, requiring health and safety
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consideration of vessel availability, mobilisation, adaptability and capability. Engineering for an offshore environment is especially complex and logistical challenges are greater. Transportation, lifting, construction and operation of highly engineered components are high risk activities, and offshore installation presents significant risk to personnel. Robust emergency protocol planning and arrangements are obviously needed. Supply chains can also present challenges. This is still an emerging sector for the UK and we are currently very reliant on overseas expertise. Designers and contractors may therefore be unfamiliar with the relevant UK legislation, and the CDM Regulations, in particular, are rarely easy to interpret. Design risk evaluation is critical to eliminate hazards in what can be a hostile, remote and restrictive construction site. Crew and wind technician competence is an important issue for consideration and, in this high risk environment, training programmes should ensure that crew language and culture barriers are addressed. Faithful+Gould is providing CDM assistance to the offshore principal contractor for the Teesside offshore wind farm project, located 1.5km off the coast of Redcar in the North East of England. As one of the final Round 1 projects, Teesside will consist of up to 27 turbines capable of producing up to 90MW of electricity – enough electricity to supply the annual requirements of around 60,000 households. Van Oord, a marine contractor, is responsible for all associated piling works, the construction of the transition pieces, wind turbine generators, all offshore array and 33Kv subsea cabling, as well as inter-tidal and marine vessel activities. The Netherlands-based organisation has a background in offshore projects, including wind, and takes its health and safety
responsibilities very seriously. Faithful+Gould was appointed to help Van Oord navigate the UK CDM requirements, auditing its principal contractor documentation, reviewing its working practices and procedures and those of its sub contractors, and ensuring that compliance is achieved. We are drawing on our long experience of CDM Co-ordination and specifically on marine experience in this instance. Our focus is not only on achieving compliance, but also on repositioning CDM as an essential tool to help the statutory duty holders – clients, designers and contractors – deliver the project safely and efficiently. Faithful+Gould has many years’ experience of supporting clients and project teams in the rapidly changing energy sector and we have forged strong relationships with major providers. We are now successfully transferring our technical and commercial expertise from the oil and gas, offshore and subsea sectors into the renewables market. We offer project and cost management, alongside CDM, health and safety services, and risk and value management to financiers, utility companies and developers.
For further information contact Andrew Millichap in our Stockton-on-Tees office. Scan the QR code for full details.
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5
Innovative funding for
NEWCASTLE
Science Central
Newcastle Science Central, on the Gallowgate site of the former Newcastle Brewery, is poised to become a flagship location for science and technology, designed to attract leading edge scientific organisations.
For further information contact Mike Foggon in our Newcastle office. Scan the QR code for full details.
of regional growth funding (RGF), and a decision on this is expected in the coming weeks.
The RGF element would strengthen the £16 million already committed by the City Council and the University of Newcastle, following the strategic review of the scheme with which Faithful+Gould assisted. This is a major regeneration project for the region and The two organisations will continue to invest up one of the key opportunities to grow the urban core of to £500,000 each year in the Newcastle Science Newcastle. As the city that topped the 2010 Forum for Company for the next three years. and works are the Future’s annual Sustainable Cities Index1 for the now progressing on site with groundworks underway second year running, Newcastle also has a sustainability for the construction of the first building. reputation to maintain. Science Central aims to consolidate and spotlight expertise in sustainable Faithful+Gould has been involved with two of these sciences, with the Newcastle Institute for Research on four projects from the masterplanning stage, and is Sustainability (NIReS) at the heart of the development. now part of the delivery team for the Science Central development and the Stephenson Quarter. These are Innovative funding mechanisms are being used for the two largest current schemes in the Newcastle area. the Science Central project and for three others in Our role includes the provision of cost management the area. This came as welcome news after the earlier and CDM-C services on the developments, including abolition of regional development agency One North managing the budget during design development, East, who had been stakeholders in the development. attending workshops, developing cost options, viability Newcastle and Gateshead has won the right to borrow appraisals, strategic guidance for the sites along £92 million to fund the four Accelerated Development with ensuring deliverables and timescales are met. Zone (ADZ) sites and will deliver around 300,000sq m of office development, university accommodation, To add further value to the development, we are using hotels and retail space. The sites due for the a BIM model for the new building which will act as a gateway to the Science Central site. The BIM model economic kick-start are Science Central; Central has been used in cost planning and programming, Station and Stephenson Quarter; East Pilgrim Street, offering the client greater efficiency and increased and Gateshead Quays and Baltic Business Quarter. accuracy of market costs. A further funding boost comes from the government’s As well as providing 13,000 permanent jobs through ‘City Deal’ agreement, aimed at eight English office, retail, university and leisure developments over cities. This grants Newcastle City Council the ability the next 25 years, the four Newcastle and Gateshead to use tax incremental financing (TIF) to fund projects are also expected to create 500 new critical infrastructure improvements, using the apprenticeships within the next three years. The City anticipated increase in locally-collected business Deal also aims to establish the city as a low carbon rates. In what Deputy Prime Minister Nick Clegg economy; deliver up to 15,000 homes on brownfield described as ‘a dramatic shift of powers from sites and reduce congestion on the A1 Western Bypass. Whitehall to our cities’, the scheme aims to enable cities to stimulate economic growth and create Faithful+Gould has significant experience of jobs in their communities. In addition to TIF and funding mechanisms in urban regeneration projects, ADZ funding, Science Central has applied for supporting both public and private sector clients. £6 million from the government’s second round The index ran from 2007-2010, tracking progress on sustainability in Britain’s 20 largest cities.
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Innovative funding mechanisms are being used for the Science Central regeneration project.
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7
Higher
Education
Making every building count
The UK’s higher education sector is undergoing a period of significant change, driven by political, cultural, economic and technological issues. The trends affect all aspects of university provision, the environment in which universities operate, what they will be required to deliver in future, and how they will be structured and funded. 2012 saw the introduction of two key changes to student numbers. The Higher Education Funding Council (HEFCE) has scrapped the cap on the number of high performing students – those with AAB grades or equivalent – that an institution can enrol. If a university has the facilities, it can take as many of these students as it can attract. Secondly, to limit the number of universities charging the full £9,000 fees, the government has withdrawn around 9 per cent of student places from every institution, to form a ‘pot’ of around 20,000 places. Institutions that charge under £7,500 pounds can compete for these places. Institutions are searching for new sources of revenue in this changing landscape. Tighter immigration policies threaten to reduce numbers of overseas students and there is continued competition from universities in other countries. The UK sector has a growing involvement in offshore education, with
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models ranging from overseas branch campuses and institutional partnerships to validation and franchising. Fostering partnerships with the private sector has grown in importance for many institutions, bringing together academia and industry to develop a third stream revenue. This has become the norm for some providers, but is new territory for others. Alumnae revenue has also become more significant. Donating to universities and colleges in the UK is more widespread than ever before, according to a report published by HEFCE. The boundaries between higher and further education are increasingly blurred and this has implications for funding and for the built environment. Collaboration between institutions may mean that facilities must handle larger numbers or be adapted for new purposes. Faculty decisions must focus on course viability in this new landscape, meaning that every course must earn its keep. With government funding diminishing, to be replaced by a complex picture of alternative revenue streams, estates strategies are focused on tough challenges. The environment needs to be suitable for students, staff and, increasingly, local communities and conference hirers. Students paying their own way has led to a culture of higher expectation, with an emphasis on quality of accommodation, teaching facilities and social space. The most ambitious are seeking world class facilities. Many institutions seek to make their space more
Capital programmes need to take account of flexibility, and estates departments are seeking to do more with less.
aligned to a professional/commercial environment, reflecting the graduate destination of their students.
required. In this competitive and fast changing situation, we help clients to explore their needs and identify the best procurement option.
Capital programmes need to take account of flexibility, cost efficiency and best use of space. Estates departments need to do more with less, so efficient refurbishment and adaptation of existing buildings is important, with I.T. capability a top priority. Heritage issues bring additional design, safety and cost challenges for older institutions. Modern methods of construction can bring added value benefits, especially for student accommodation.
Much of our guidance is around future-proofing of facilities, determining the most flexible use of space. We also help clients realise campus leisure and retail opportunity, harnessing our commercial experience. We find that clients are now more focused on whole life value, not just capital costs, and energy performance has become very important. An environmentally friendly campus is an increasingly significant differentiator and in recognition HEFCE’s Revolving Green Fund provides recoverable grants to help higher education institutions As with all government-procured projects, higher education estates will be required to implement Building reduce emissions. Our team has evaluated applications Information Modelling (BIM) from 2016. Faithful+Gould is to help the Council’s decision-making, using our working with Birmingham City University, an early adopter sustainability expertise. of BIM culture and tools in its city centre campus Our higher education portfolio comprises a wide development. The design team is achieving better collaboration and results, and the project is attracting range of new-build and refurbishment projects. We were commissioned on 20,000 units of student considerable attention within BIM steering groups. accommodation in the last five years and are currently The university plans to further maximise BIM benefits engaged on 1100 units at Aston University. Having by using the model for its future facilities management. successfully delivered 536 beds for the University of West of Scotland over two sites, we have built on this Faithful+Gould has provided project management track record in Scotland and are currently developing and cost management in the higher education sector for many years, helping institutions find the most cost 788 beds at the University of Stirling with the same efficient solutions to their estate planning. Challenges supply chain. We are also appointed to provide services for the University of Cambridge’s £1 billion include navigating funding mechanisms, together with handling disposals and acquisitions, often with North West Development and we have recently been a much more commercial mindset than previously selected for UCL’s new consultants framework.
For further information contact Andrew Constable in our Tunbridge Wells office. Scan the QR code for full details.
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Qatar
Middle East’s fastest growing economy Qatar has become the most competitive economy in the Middle East. The World Economic Forum’s Global Competitiveness Report for 2011-2012, which ranks the world’s fastest growing economies, placed Qatar 14th, overtaking other countries in the region including United Arab Emirates (UAE), Bahrain and Kuwait. Qatar’s construction sector continues to perform well and further growth is anticipated. Expansion is being driven by high hydrocarbon prices, a high volume of infrastructure projects in the pipeline and plans for major sporting events, all underpinned by the government’s development plan Qatar National Vision (QNV) 2030. The country is poised to spend $130bn on infrastructure projects ahead of hosting the FIFA
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World Cup tournament in 2022, and this immoveable deadline is proving a key catalyst for activity as Qatar prepares to present itself on the global sporting stage. There are plans for a $35bn rail and metro line, further development at Doha airport, a $7bn seaport, new roads and stadiums, together with hotels and housing projects. The government wants Qatari firms to be involved in all World Cup related projects, further boosting the event’s diversifying effect on the economy.
The FIFA World Cup is the largest single event sports tournament in the world by a considerable margin and will put Qatar on the world map. Qatar’s tourism and hospitality sector expects it to help propel the Gulf state into becoming a sought-after destination for international tourism while reinforcing its reputation as a host nation for major sports events. QNV 2030 includes the government’s first national sports sector strategy, a plan outlining the importance of sport, not only to the country’s business, tourism and leisure interests, but also in support of the population’s health. The future use of the event’s facilities should also provide good legacy opportunities. Healthcare, education, commercial, retail and residential markets are also seen as priorities, as Qatar has a growing population requiring improved world class facilities. Although planning permissions and building approval processes are more straightforward than other countries in the region, Qatar faces challenges in delivering the volume of construction forecast. Local supply chain capacity will need augmenting and barriers to entering the market will have to be overcome, to attract contractors, consultants and resources of sufficient scale and calibre to meet the growing demand. The industry is also constrained by materials availability, and the logistics involved in moving them to sites is exacerbated by the constraints of Qatar’s limited infrastructure. These challenges will take considerable effort to address within the required FIFA World Cup timescales – and in an environment where deadlines and budgets are not always adhered to. The aim is to provide all FIFA World Cup facilities by 2020, including infrastructure, mass transit systems, accommodation and the venues associated with the event. There is a huge focus on delivery directed by the Supreme 2022 World Cup Committee and supported by all associated government ministries and agencies.
There is also a drive to encourage efficient programming and logistics planning, to deliver the projects which have already started in Doha, and the pipeline for procurement is underway. Best global practice is being sought as an enabler to ensure delivery of the ambitious programme. One such tool is Building Information Modelling (BIM), increasingly transforming the way developments are being designed and delivered. BIM is not only a 3D design tool, but also a platform for programme, cost and asset management and a precursor to more robust design, programme cost and facilities management (see also page 12) . BIM is not yet mandated by the government but there is support for its use in Qatar, among government agencies and private developers. The industry goal of a single integrated BIM model for construction projects is still a long way from being realised throughout the Middle East. Faithful+Gould is working on a BIM pathfinder project, the Shaza Kempinski Hotel in Doha. BIM is also being developed for use on highways, rail and associated civil engineering projects using 2D Civil and BIM measure. Faithful+Gould has identified Qatar as a core growth area for our Middle East operation and we anticipate that our staff numbers will rise to 100 over the next year. We have an expanding portfolio of work, some of it in conjunction with our parent company Atkins which has a significant presence in the region. Current projects include Bilal Pearl Suites, a luxury residential tower at The Pearl-Qatar development where we provided cost and construction services; and Lusail Light Rail Transit (LRT) system, where we provided quantity surveying services. We are now focused on providing support to the developers and contractors investing in and delivering the nation’s vision for 2022 and 2030.
For further information contact Mark Rudman in our Doha office. Scan the QR code for full details.
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11
BIM
Governance
issues
As Building Information Modelling (BIM) becomes more widely adopted, the data-rich collaborative environment raises some legal and contractual questions for the industry. The UK government has mandated Level 2 BIM on public sector projects by 2016, bringing these issues into sharp focus. A clear understanding of expectations and responsibilities, specified in a suitable form of contract, is the key to success. We take a look at some of the emerging issues below. The use of BIM has an impact on relationships between all parties involved in the project, affecting roles but not greatly changing responsibilities. Throughout the industry, some essential investment is required in standard protocols and service schedules to define BIM-specific roles, ways of working and desired outputs. Organisations can realistically expect to invest more time in negotiating the risks, defining the roles and responsibilities at the outset and detailing these within the contract. There are lessons to be learned from the US, where BIM is a more mature methodology.
S v Spearin, 248 US 132 (1918) U Consensusdocs 301 building information modelling (BIM) Addendum www.agc.org/ galleries/contracts/301.pdf
LE
Copyright Protection Copyright is a major concern with BIM, especially at Level 3 where many parties feed into a single design. Standard UK practice is that the creator of the original BIM model retains ownership of the model and the copyright. This individual or company then agrees to license relevant parts of the model to other parties under certain contract conditions. However this is not always the case: the original creator may insist on retaining full ownership and copyright. The Building Information Modelling (BIM) Addendum states: ’The Project Owner’s entitlement to use the Full Design Model after completion of the Project shall be governed by the Contract between the Owner and the Architect/Engineer.’
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2
CU O PR
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Standard of Care, Negligence and Liability The standard of care relates to the duty of care owed by designers, in relation to their professional negligence. BIM enables designers to more easily identify and reduce design clashes. However this does not result in perfect drawings and there may still be construction coordination issues. In the US, the Spearin1 doctrine is a precedent that has traditionally enabled contractors to claim if there are any errors or omissions in the drawings. With BIM, the contractor’s early involvement helps to alleviate design errors, preventing the need to use the Spearin doctrine. These issues are currently untested in UK case law, but the more involvement the contractor has in the design of the building, the less likely any sort of warrant would be implied.
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Organisations can realistically expect to invest more time in negotiating risks and defining roles and responsibilities.
Design and Privacy Issues Design and privacy issues can be overcome by taking time to plan and fully agree contracts and responsibilities prior to commencing the design. Disputes are minimised if the contract is properly detailed at the outset and not left to interpretation. Contracts The legal issues identified above will require careful consideration during the procurement process, prior to detailing within the main contract. A BIM execution plan or BIM protocol is recommended within the contract. The UK does not have a BIM specific contract at present. A review of the current standard forms of contract indicates that collaborative/ partnering contracts are more likely to suit a BIM procured project. In the US, the American Institute of Architects (AIA) establishes the protocols and procedures to be followed at each stage of the building process, identifying model authors, agreeing file format, and establishing the model manager’s responsibilities, which should include interoperability and archiving. In the UK the Construction Industry Council (CIC)
is currently developing a BIM protocol and defining the role of a BIM information manager. The US is one step ahead here, with its ConsensusDOCs2 highlighting the appointment of an information manager who is responsible for the BIM execution plan. The BIM execution plan clearly defines the protocols for technology interoperability and project design delivery milestones. Alternatively an Integrated Project Delivery strategy could be used, as in the US. With this procurement mechanism, the client, designer and contractor enter into one contract. This overcomes privity of contract issues, copyrights, standard of care and liability issues. We are starting to see this approach used in the UK. BIM will inevitably bring new challenges and questions as the methodology matures. However with careful drafting of the contract, these should be alleviated. Faithful+Gould is actively engaged in defining and delivering standards and working practices which will make a positive contribution to the effective use of BIM. We are working on high profile BIM projects including Birmingham City University (see our higher education article on page 8) and HM Young Offender Institution Cookham Wood for the Ministry of Justice.
For further information contact Shahida Rajabdeen or Adrian Malone in our London office. Scan the QR code for full details.
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13
Spotlight on THE
Pharmaceuticals SECTOR The pharmaceuticals industry is poised for transformation as challenges surface in traditional markets and new opportunities arise in emerging markets. Although the sector has remained resilient during economic downturn, pharma companies are now under pressure from every direction. There are significant challenges to the established blockbuster drug business model. Most companies are experiencing revenue impacts as patent protection expires on their major drug lines, bringing increased competition from alternative brands and generic manufacturers. The potential loss of market share has caused many major pharma companies to explore leaner ways of working, new markets, strategic alliances and creative partnerships (sometimes with non-traditional players). This is an increasingly global market. The loss of patent protection in developed economies, and the rise of generics, has prompted pharma companies to seek growth opportunities in new areas. Demand for trusted brand medications is growing rapidly in emerging economies, with China, India and Brazil stepping up their healthcare expectations. Regulatory enforcement is in its infancy in these fast-growing markets and this also brings challenges. Lower margins and less productive research & development pipelines are forcing pharma companies to seek a leaner approach. Financing, taxation, asset utilisation and capital allocation are all under the spotlight. In the face of changing market conditions, the industry’s real estate professionals are additionally challenged to cut operating costs and consolidate facilities. This is often as a legacy of the
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sector’s recent appetite for mergers and acquisitions, along with the associated consolidation and divestiture of under-utilised or unwanted assets. Outside of staffing costs, owning, operating and maintaining facilities constitute the largest expense faced by pharma companies. Ensuring that the property portfolio is fit for purpose and aligned with the business strategy is a top priority. Research & development and manufacturing facilities are typically complex buildings with tight regulatory constraints. Traditionally there have been long lead times for reconfiguration of these facilities, and also for laboratories and other scientific environments. In recent times there has been a move towards adaptability from the outset, designing facilities so that they can be easily reconfigured as needed. This brings cost and efficiency benefits. For many companies, defending and expanding their market reach will be critical to weathering these next few years. Real estate challenges include creating ‘centres of excellence’ in targeted therapeutic areas, locating research and manufacturing facilities in close proximity to the markets they serve, and accessing/ collaborating with research and related talent. Outsourcing of facilities management to a third-party provider brings further benefits, allowing pharma companies to concentrate on core business and reduce operating
challenges can be overcome and opportunities realised.
costs. Many major companies are opting for this approach, benefiting from cost savings of 10 to 20 per cent, improved consistency of service levels, improved service delivery and potential for better procurement opportunities on an asset refresh. Recent years have seen a tighter regulatory landscape around approval of new drug lines, slowing new drugs coming to market. The US Food & Drug Administration (FDA) responded with an expedited approval process; 2011 saw New Drug Approvals increase to 35, compared with 21 in 2010. Against this background and with the changes initiated by the pharma companies themselves, there is room for optimism that
Faithful+Gould is responding to these challenges by providing an increased international capability and recruiting additional senior staff with specialist knowledge of the pharmaceutical sector. We provide our proven Rightsizing project and cost management services, including outsourcing, life cycle asset management, business driven maintenance, masterplanning, agile and flexible working, and the consolidation and sale of redundant assets. Our services address the whole asset lifecycle, encompassing operational as well as capital costs. We have 25 years’ experience in this sector, offering a managed service resourced by our career professionals. We are based in every primary location in the global pharmaceuticals market, and we continue to work closely with the top 15 players. Our aim is to help clients identify optimal property portfolio strategies to support their changing business needs.
For further information contact Martin Dancy in our London office. Scan the QR code for full details.
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8(a) Mentor-ProtÉgÉ ProgramME
Teaming for
success
Small businesses provide America with a powerful engine of opportunity and economic growth. In Washington DC, Faithful+Gould has partnered with Cinnovas under the Mentor-Protégé programme. The US Small Business Administration (SBA) introduced the Mentor-Protégé programme to encourage 8(a) certified small businesses to compete more successfully for federal government contracts. Martin Jacobs, Vice President – Washington DC Operations, understands the benefits from a business point of view as well as the ongoing responsibility of large businesses to mentor and assist the small business community. The mentoring encompasses collaboration between the mentor and the protégé in developing business strategies and improving service delivery. Earlier this year, Martin attended a local SBA expo and workshop which offered organisations the opportunity to discuss expectations and consider whether the programme fits with business goals.
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Myles Clark, President of Cinnovas Development Group, was already successful with his general contracting and construction management firm. As a Washington DC based minority-owned organisation, Cinnovas delivers services to private, institutional and commercial clients, and had won a variety of government contracts. Myles was keen to explore ways of further developing his business, enhancing its capability to handle larger government commissions. Faithful+Gould had experienced a positive working relationship with Cinnovas on various projects for the federal government, specifically for the General Services Administration (GSA). Exploring the mutual benefits of the Mentor-Protégé programme was the next step to extending the relationship and deciding how best to formalise it. The partnership commenced in June 2012, with Martin spearheading the deal for Faithful+Gould. He emphasises the importance of both parties’ firm commitment and realistic aspirations if the programme is to be a success:
‘For the mentor, understand that the primary aim cannot be a springboard to winning contracts. If you go looking for quick commercial success, it won’t work. It’s wise to see the bigger picture of contributing to the industry and the wider economy. A larger firm can draw on broader experience, as well as more established systems and intellectual property, and invest some of that back into the industry via this programme. Supporting diversity in the industry is good for us all. Clearly a commercial decision has to be a part of this, but not the main part.’ The programme requires that the mentor is a federal contractor of good standing, and can provide support to a protégé through lessons learned from experience of government projects. Martin Jacobs underlines the need to make informed choices: ‘You have to commit to the protégé firm, offering your time and expertise. You need to be able to get along as people. A lot of trust is involved. Look at the protégé’s business vision, their standing in the local market and their ability to capitalise on your input. Ideally they are a good small business with plans to be better.
I recommend that the mentor selects a protégé offering the same or similar services, and not view them as competition. That way, you can offer meaningful training. ‘Above all, there needs to be transparency in the relationship so that each respects what the other brings to it. In Cinnovas, we recognised similar values and a great track record, together with realistic opportunities to secure work together. This is a complementary capability.’ Myles Clark finds that Cinnovas is already benefiting from the programme: ‘Being alongside Faithful+Gould is a great positive step for Cinnovas and aligns with our business goals for sustained growth. We entered into the programme because our organisations felt like a good fit and I knew we could work well together. Our team of five are all benefiting. We’re now co-located and that gives us an even closer relationship, with access to productive networking opportunities. As a mentor, Faithful+Gould is very generous with the time they dedicate to Cinnovas. They really embrace the spirit of the programme, going the extra mile to support us.’
For further information contact Martin Jacobs, in our Washington, DC office. Scan the QR code for full details.
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THE ROLE OF
FRAMEWORKS in Public Sector Procurement
The public sector, at both national and local level, forms the construction industry’s largest client, chalking up nearly 40 per cent of spending. It invests over £45bn per year in infrastructure and building projects, according to the Office of National Statistics.
A Better Deal for Public Building: Report from the Commission of Inquiry into Achieving Best Value in the Procurement of Construction Work. All Party Group for Excellence in the Built Environment. (2012)
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For further information contact Shaun Lunn in our Nottingham office. Scan the QR code for full details.
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With over 50 professional buying organisations, the challenge is to provide a cohesive solution to what often appears to be a fragmented procurement landscape. With increasing pressure to reduce timescales and costs whilst maintaining quality and front-line services, inefficiencies can be ill-afforded if project success is to be achieved. This is not a new problem and has been at the centre of various government backed initiatives and reports, including Latham (1994) and Egan (1998). The issues were most recently addressed by the September 2012 report produced by the All Party Group for Excellence in the Built Environment1. There have been significant achievements since the early 1990s, bringing clients, contractors and designers closer together in a less adversarial environment. However the 2012 report confirms that one of the key barriers to improvement is that public sector clients are often poorly equipped to commission construction work. The Commission highlighted a need for cultural shift if the public sector
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is to ‘develop a lasting and sustainable behavioural environment’, calling on the government to commit to providing the necessary support and resources. The report also cautions that the 20 per cent saving required over the course of this Parliament should not compromise quality and good design. The past decade has seen a steady increase in the use of frameworks and this looks set to continue. Popular OJEU compliant framework procurement models usually work in one of two ways: a selected list of approved providers who compete in mini competitions to actually win projects, or a sole provider who supplies all services throughout the duration of the framework, based on pre-tendered rates. Traditionally clients have focused solely on how much a service or construction project is going to cost. Lowest price, however, rarely guarantees best value. In recent years the focus has been on looking at the ‘whole package’ rather than simply the end cost. This is not to say that cost is unimportant, rather that there is more to consider as an end user, and often it is possible to achieve more with less. The adoption of truly collaborative frameworks support and enhance the overall offering. If efficiency targets are to be achieved, we can expect to see increasing use across the public sector. As well as cost savings, frameworks commonly offer these benefits:
Provides
an opportunity to share information and expertise Encourages more integrated working Supports local economies through SMEs Up-skills employees of the organisations involved Develops efficient standardised processes Develops pipeline of work to support consistent supply chain Promotes community engagement and social economic investment These benefits help to develop efficiencies in time and cost whilst maintaining and often improving overall quality. This supports the drive to deliver more with less, and ultimately secures better value for the taxpayer’s purse. There are a number of framework options available, without clients having to invest time and money in devising their own. Examples include GPS, P21, Scape, EMPA, Yorconsult and SEWSCAP. Their suitability may depend upon service, sector, location and exclusivity or agreement. Frameworks tend to offer their own range of services, methods of procurement (supplier selection or mini completion), KPI monitoring and client support. One of the most recently awarded national professional services framework is the Scape Asset Management, Surveying and Design Services Framework. Local authority controlled company Scape appointed
Faithful+Gould as the sole supplier in their latest four year framework on 1st October 2012. The appointment marks a second term for Faithful+Gould building on the success of the previous Design and Technical Services Framework. Faithful+Gould’s appointment was made following a rigorous competitive OJEU compliant process marked on 50 per cent price, 50 per cent quality scores, and provides UK public sector bodies with immediate access to a complete suite of professional construction consultancy services. Scape has developed a unique suite of national professional services and contractor frameworks which can work together or independently of each other to suit the client. Scape regularly demonstrates the effectiveness and benefits which clients are experiencing and will actively work with clients to develop the right solution, ensuring that they are realising real time and cost benefits. Faithful+Gould’s Framework Director Shaun Lunn comments: ‘Scape has a unique approach to supporting clients, providing a managed framework service and is dedicated to ensuring that collaboration and real benefits are realised by the end user. Working together, we can continue to offer public sector clients the best possible service.’
Faithful+Gould & Scape performance metrics
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Whole Life Costing Evolves in Middle East
Maximising long-term value
A pre-recession Middle East construction industry focused on fast completion and maximum impact. Today’s more measured approach takes account of the building’s long-term prospects. Whole life costing offers tangible benefits to the region’s clients, developers and investors.
Whole Life Costing (WLC) has come of age in the UK market, shifting from a subject of mainly academic interest to a key business tool in the decision-making process of both development and approach to asset management.. A culture change has shaped the way the industry views WLC strategies. Major public sector projects in the UK must now be based on whole life value, underpinned by industry accredited standards.
Over a 30 year period, only 20 per cent of a building’s total costs are incurred during the construction phase, with a huge 80 per cent associated with the operation and maintenance of the building. It therefore makes sound financial sense to ensure that the total costs of ownership are known and understood.
The ethos has changed in recession, with stakeholders becoming more discerning and an appetite for better long-term value emerging. Although there are currently no Middle East government led initiatives specifying a WLC approach, the advent of PPP is influencing the need for better information on all costs involved. Details of the project life need to be assessed and tied in to funding and operation plans.
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As a less mature market, however, the Middle East’s property and construction procurement is only just beginning to recognise the benefits of WLC. In less austere times, capital expenditure is typically the focus at project outset. Lowest capital cost, however, is not a reliable measure of value, as it does not take into account how well buildings perform on a Whole Life basis.
WLC enables informed decisions to be made at project outset, to ensure that the building continues to provide value for money and meets user needs throughout its lifetime. Construction, operation, maintenance, and end of life costs should all be understood and quantified so that the respective value and balance between each can be established.
Sustainability is also important; there should be an understanding of what the specification means for the future of the building and how it will affect the environment. This includes assessing how materials may perform and what allowances are needed from design concept evaluation through removal and
The advent of PPP is influencing the need for better information on all costs involved.
disposal at the end of their life. This may include evaluations to ensure design and capital investment decisions are supportive of operational cost objectives. Examples of this may include the provision of photovoltaic electrical generation: although this incurs an initial capital cost, it reduces the increasing operational utilities charges. Following payback period, this results in a subsidised and more cost effective energy solution. The Middle East faces a number of specific challenges. A lack of enforced planning and building regulations can mean inadequate assessment of ongoing works on site, with a resulting negative effect on quality. The weather has a harsh affect on the lifetime of buildings, making the asset’s ability to perform to the required levels reliant upon a robust maintenance and renewal regime. This requires consideration of the asset needs and the provision of the associated funding programme. WLC can be applied on existing as well as new buildings. The volume of building work undertaken during the previous economic climate has left a sizable legacy of issues to be addressed. Many buildings have a backlog of maintenance issues, often with no satisfactory way of practically
addressing these, due to inadequate planning for maintenance at design stage. Unless a regime of planned and renewal activities have been established and incorporated within the asset management plan, this will typically present unscheduled or, more significantly, unbudgeted/unaffordable cost liabilities. If unaddressed these will lead to failures in the operation of the facilities. If this happens to critical components such as air conditioning plant or lifts, serious disruption could result. Faithful+Gould has been a pioneer and early adopter of WLC in the UK, and is acknowledged by BCIS as key contributors in the establishment of the Standardised Method of Life Cycle Costing for Construction Procurement BS ISO 156860-5 Part 5: Life Cycle Costing. We have already built up a significant body of global experience, applying WLC analysis techniques and strategies on many public and private sector appointments. In the Middle East we are demonstrating the efficacy of this approach with clients in several countries, providing greater clarity and certainty to technical, financial and activity scheduling across the business term of the project.
For further information contact Stuart Baggaley in our Dubai office. Scan the QR code for full details.
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TRANSFORMING
Asset Management Long-awaited launch of new maintenance standards November 2012 closed this gap with the launch of the updated SFG20 Standard Maintenance Specification for Building & Engineering Services1 (originally created in 1990). Extensive cross-industry collaboration and consultation among practitioners, professional bodies and trade associations has brought this to fruition. The new SFG20 maintenance standards enable clients, contractors and consultants to simplify how they identify compliant maintenance (statutory legal obligations). Non-statutory maintenance can then be prioritised and customised for every maintainable asset applicable to the building/facility or its functional use.
Courtesy of B&ES
The planning and delivery of optimum maintenance solutions has long been a challenge for estate holders and end users. A lack of standard methodology has impeded management of total costs of asset ownership, leaving maintenance, operating and replacement costs the poor relation of the more readily defined capital costs. SFG20 IS Produced by the Building & Engineering Services Association (B&ES), formerly known as the Heating Ventilating Contractors’ Association (HVCA).
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Since 1922 the UK construction industry has used the RICS standard method of measurement for cost management of capital building projects. This year the RICS and BCIS agreed to align their construction cost data structure with the maintenance and life cycle renewal works cost structure – which will help overcome the capital/revenue divide. Having a common data structure linking the building to maintenance costs will have a massive impact on how projects are handed over to be operated and maintained. This should also have huge benefits for the UK maintenance industry as it will enable stakeholders to compare costs on a ‘like for like’ basis during tendering and efficiency reviews. Adopting common standards will inevitably change future asset surveying and create robust maintenance databases, which will form the foundations for building information modelling (BIM). This aligns with the 2011 Government Construction Strategy (GCS) which aims to reduce the whole life
1922
1990
1st SMM for Construction (RICS rules)
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B&ES SFG20 Maintenance Standards
PB15686-5 Standardised Method of LCC in Construction
HVCA Standard Maintenance Specifications
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CIBSE Guide M Maintenance Engineering and Management
cost of government construction projects by up to 20 per cent by 2015. The government has advocated BIM as a key part of achieving the required saving in procurement costs from a whole life cycle perspective. Faithful+Gould aims to support clients in formulating a sustainable estate strategy for their built environment, by facilitating their control of the total costs of constructing, maintaining and life cycle asset replacement works. These new standards provide a consistent way of targeting spend and a robust basis for cost control, transparency and informed decision-making.
2012
2012
NRM 1 & BCIS SFCA Revisions 24th April
CIBSE Guide M Revision
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NRM 3 & BS 8544 LCC of Maintenance
industry standard, heralding delivery of optimum maintenance solutions for clients. Andy comments: ‘This is a truly groundbreaking moment for the industry and all our clients. Finally, 90 years after the advent of capital costs measurement, we have the capability to effectively manage the total cost of ownership – and get into the detail to properly analyse and understand where money is being spent. This is particularly important in these economically challenging times. I believe that these developments will transform the building maintenance world.’
For further information contact Andy Green in our London office. Scan the QR code for full details.
Due to our ongoing involvement in the production of the new standards, we have been able to apply them, in customised format, in advance of the SFG20 launch. To date we have achieved early successes for a range of clients, including Ministry of Justice, Manchester Airport Group, Network Rail, and defence and education projects. Faithful+Gould’s Andy Green was appointed vice chairman of the SFG20 Technical Standards Committee, and he is also the technical author of the RICS new rules of measurement (NRM3) for building maintenance works. Andy has extensive experience of industry standards-setting through his involvement with, among other bodies, the British Standards Institution (BSI), the International Organisation for Standardisation, the Royal Institution of Chartered Surveyors (RICS) and CIBSE. He has been instrumental in promoting SFG20 as the default
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SUPPORTING
MICHELIN’s GLOBAL STANDARDS The world’s largest tyre manufacturer, Michelin has been a part of American industry since 1907. Headquartered in Greenville, SC, Michelin North America employs more than 22,000 and operates 18 major manufacturing plants in 16 locations in the US, Canada and Mexico. Faithful+Gould is supporting the company with a range of project management services.
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Faithful+Gould Team on site Michelin Cypress SC, T5 Project
Following Michelin’s robust interim 2012 earnings performance, September 2012 saw the Group review its capital expenditure programme and 2015 financial outlook. The premium tyre segment, in which Michelin sets the benchmark and is expanding faster than the overall market, represents a strong growth opportunity, with increased production capacity anticipated. To widen its leadership in its specialty businesses, Michelin embarked on two projects in South Carolina, the state where Michelin first began its US manufacturing. The aim was to extend mining tyre capacity at its existing Earthmover plant in Lexington and to build a new facility in Anderson County. Already underway, the new Earthmover tyre plant will be adjacent to Michelin’s existing rubber processing plant in Starr, SC, and will be the third Michelin plant in Anderson County. The two projects represent a $750 million investment and will create up to 500 new jobs. This reinforces Michelin’s importance as part of the economic and social fabric of South Carolina where 8,000 are employed by the company. In 2011, Michelin also committed to add an estimated 270 jobs and invest $200 million in its existing Lexington passenger and light truck tyre manufacturing facility. The first tyre rolled off the line at Lexington’s expanded operation in October 2012. Faithful+Gould is providing support for Michelin’s projects in Lexington and Starr, SC, as well as their North America portfolio as a whole. Acting in an Owner’s Assistance role on the three project sites, the Faithful+Gould teams provide monitoring and control of the EPC contractor’s safety, quality, scheduling and cost management practices and procedures. Additionally, the team manages an
independent design review team who are charged with assuring that the Michelin requirements are met and their standards applied. At the portfolio level, a Faithful+Gould team supports the Michelin North America Project Office in standardising scheduling and cost management practices and implementing our Epoch enterprise cost and performance management system. The aim is to improve schedule and cost predictability, increasing transparency and accountability across the broad range of major capital projects. By applying standard processes and technology, best practices can be applied efficiently and consistently across all locations through systems interfaces. This fosters the development of a continuous improvement culture, which is a key goal of Michelin’s Project Office. In addition to our work in North America, Faithful+Gould is supporting Michelin’s global standards in several countries, including its world headquarters in France. With the launch of the Global Project Monitoring Office (PMO), the Faithful+Gould programme scope encompasses all major manufacturing facility construction within the Michelin global organisation. The primary focus was squarely on the largest investments in China, Brazil, Thailand and India, representing multi-billion euro investments. The first PMO programme rolled out in Shenyang, China in September 2010. With little respite, Brazil went live in May 2011, Thailand in June 2011, and India in August 2011. As 2011 drew to a close, the PMO extended its reach into new project locations in North America and Europe.
For further information contact Steve Plane in our Atlanta office. Scan the QR code for full details.
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Delivering
value in outsourcing The success of Facilities Management (FM) outsourcing provokes significant debate and is influenced by outcomes such as cost, quality of service, and, in certain cases, political opinion and policy.
In reality the success of outsourcing can only be determined by close review of the original business case and drivers, along with an assessment of contract management success. Outsourcing decisions are driven by these objectives: Achievement of cost/efficiency savings Redistribution of business and commercial risk Improvements to service delivery and control Access to specific skills or expertise Business transformation, modernisation, innovation In the current economic climate, cost savings is currently the most high profile driver for outsourcing of services. Delivering savings represents a key risk for the outsourcing authority, namely balancing cost, quality and value. In an ideal world bidders would differentiate their proposals through lower costs, via improved processes, better use of data, improved management techniques and delivery. Unfortunately this does not always happen. An obvious way to deliver cost savings is to reduce service levels, resulting in headcount and cost reduction. The outsourcing authority must therefore exercise caution. Reducing service levels should always be reviewed with stakeholders and adopted with customer input and buy-in. Changes to service levels should be agreed and communicated prior to adoption, to avoid delays and costs late in the process. Additionally, if the outsourcing process delivers benefit purely by a service reduction, the outsourcing authority
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could probably have achieved the same result themselves, with potentially higher savings. Many outsourcing authorities believe that appointment of a private sector service provider will automatically achieve the desired benefits, and bidders will usually promise this. However there is significant default to ‘business as usual’ service delivery after appointment and a tendency to incremental service reduction. This creates frustration across management and end users. This default to ‘business as usual’ is evidenced in industry surveys, particularly in the FM industry, where innovation and transformation are often cited as areas where reality does not match expectation. So how can this be avoided? Unfortunately public procurement processes can contribute to unsuccessful appointment of outsourced solutions, because: T he
requirement for fairness and transparency has resulted in evaluation criteria so detailed that they point to the answers required. This stifles innovation and risk transfer, favouring best marketing, not best service delivery. E valuation criteria are often weighted towards cost, losing focus on quality of service, and evading transformation and innovative practice. T he restricted OJEU process can be narrow, preventing detailed negotiations with bidders, thus constraining innovation. The competitive dialogue process allows better exploration, but is time consuming and cumbersome. It requires significant resource input and expenditure in order to bid.
P rocedure
can take precedence over outcomes: ‘doing things the right way’ rather than ’doing the right things’.
How can the public sector secure value when outsourcing FM services? D ecide why you are outsourcing. Is it to change the business risk profile? To outsource non-core services? To access external expertise? Ensure the rationale is understood. A s part of a business case, create clear success criteria and keep these in focus. Make the criteria a measurable element of the contract, linked to the service provider’s reward. B e open about in-house performance or organisational problems, and try to resolve them. Don’t outsource a problem. Undeclared issues can lead to contract renegotiations, especially if the service provider’s risk profile is affected. Be clear on current service levels before determining acceptable outsourced service levels. Bidders should be encouraged to meet the identified levels and deliver future cost benefits by innovative and transformational practice. B e clear on the data that underpins evaluation of bidders’ proposed price and service. P ut processes in place to deal with service provider failure whilst ensuring service continuity. Invest in the retained ‘intelligent client’ function, as effective management of outsourced service providers is complex. A report by Oxford Economics, commissioned by the
CBI, suggested that major efficiency savings could be achieved by outsourcing from the public sector. The CBI believes savings of circa £22bn are theoretically achievable on the £278bn UK public services spend: a prize worth pursuing, with care. Faithful+Gould has delivered FM outsourcing benefits to many clients, managing risks and delivering benefit. We provide market knowledge, subject matter expertise and end to end programme management of the process, from business case though to procurement and mobilisation.
For further information contact Jim MacFarlane in our London office. Scan the QR code for full details.
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UK and europe
Lion
dance BRINGS TOP SINGAPORE AWARD A traditional Chinese good luck ceremony marked the opening of Faithful+Gould’s relocated Singapore office. The lion is considered a guardian figure in many Asian countries and the lion dance, accompanied by music, symbolised the arrival of good fortune in the new office. Forecast headcount growth in the region led us to relocate to larger offices in Singapore’s central business district. We are now housed on the 24th floor of the PWC Building, a five-minute walk from Raffles MRT station and close to the diverse mix of restaurants that are such an important part of local culture. The building was well known to us as a construction project for its owner, our client DBS Bank. The open plan layout accommodates up to 90 staff, supports our agile working principles and enables us to achieve maximum efficiency from the space, which is shared with our parent company Atkins.
The lion has already brought us good fortune in the recent British Chamber of Commerce Annual Business Awards Award. We were delighted to be chosen as the winner for the Outstanding Professional Services category, reflecting our 25 years’ experience in Singapore. Our project management, cost management and consultancy services are offered throughout the Asia Pacific region, from our offices in Hong Kong, Shanghai and Singapore.
For further information contact Martin Riddett in our Singapore office. Scan the QR code for full details.
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