Solutions - Issue 35 (RoW)

SOLUTIoNS issue 35

An

OPEn INVITE

The USTA undertakes five-year programme to redevelop the Billie Jean King National Tennis Center

also in this issue:

Singapore Grand Prix Refurbishing UAE hotels Building global pharma expertise Birmingham City University mandates BIM

CONTENTS 4 Singapore Grand Prix

Creating the circuit for Formula One’s only night-time street race

6 London Heathrow

Transforming asset management

8 UK Energy Act 2011

Compliance implications for commercial property owners and landlords

10 Global Pharma

Bringing the best people and skills to the most complex projects

12 Workplace Solutions

Agile working and collaborative workplaces

14 Dubai Hotels

Refurbishment projects increase as Expo 2020 approaches

16 The Beauty of BIM Post-Handover

Birmingham City University, UK, delivers fully integrated BIM

18 USTA: An Open Invitation

Billie Jean King National Tennis Center, New York City

20 Atmosphere, Kolkata

New benchmark for high-end residential real estate in India

22 Power for Change

Expansion of US extra-high-voltage overhead transmission systems

24 Knowledge Transfer

Professional training and development solutions in the Middle East

26 A Clear Process

UK water industry faces new regulatory challenges

28 US Military Healthcare

Initial outfitting and transition (IOT) services underpin facility success

30 Apprentices

Broadening early entry opportunities to the built environment industries

32 Manufacturing Investment in Thailand

FMC Corporation’s new food ingredient manufacturing facility

34 Powering Canada

Supporting OPG with nuclear power generation projects Front cover: Billie Jean King National Tennis Center, image courtesy of ROSSETTI

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VIEWPOINT A warm welcome to this edition of Solutions, where we’re proud to present our constructive expertise across a wide range of projects and services.

headquartered. We’re working closely with our colleagues in Atkins, whose sports stadium experience helped to secure this commission.

Working on a range of increasingly complex projects across our diverse client base, we remain at the forefront of built environment methodology and technology innovation. We are committed to furthering new approaches such as BIM (read about one of our projects on page 16) and to developing exceptional tools, evidenced by the launch of our project management system iNTEGRA, described on the back cover.

Our Middle East operation continues to add value in a range of sectors and in this edition we focus on the growing hotel renovation market in the UAE, where we’re leading some interesting projects. Read more on page 14. We’re also experiencing considerable demand for our skills in India, and the Atmosphere project in Kolkata, featured on page 20, is a good example of the best practice methodologies, quality, safety expertise and efficiency we bring.

Our roots in the industrial sector continue to drive some of our most innovative work in the energy and pharmaceuticals markets. On page 10 we encourage individuals with the right blend of pharma experience to get in touch with us, as we continue to expand our global team. Two projects in the Americas – overhead transmission systems (page 22) and nuclear power generation (page 34) illustrate our breadth of experience in the energy sector.

It’s good to see our apprenticeship scheme highlighted on page 30, where we explain why we’re investing in early entrants to the industry. One of the most rewarding things about my job is visiting our offices as often as I can, and it’s been a pleasure to have the chance to welcome some of our young newcomers.

I wish them all well and look forward to seeing them make their own outstanding contributions to our business as their careers progress.

Asset management services is another area of significant growth for us, and we explore different needs across this specialism in our articles on London Heathrow Airport (page 6) and the water industry (page 26).

Thank you for your interest in Faithful+Gould and I hope you’ll find something that’s relevant to you in this edition of Solutions. If you’d like to know more, contact any contributor by using the details on each page or via our website. Please also join us on LinkedIn, Twitter and our blog – great ways to learn more about the constructive expertise we’re demonstrating in so many sectors.

Building on our 2013 acquisition of Confluence Project Management, we’re looking forward to delivering the 2014 Singapore Grand Prix under the Faithful+Gould brand. This is frankly a very thrilling prospect for me personally, as a committed motor racing fan! Take a look at this exciting project on page 4.

For further information, contact Donald Lawson on +44 (O)20 7121 2192.

Scan the QR code for full details.

We’re involved with a growing list of challenging global sports and events – page 18 showcases our work with the United States Tennis Association (USTA) at the Billie Jean King National Tennis Center, New York.

We’re proud to be appointed on this important sports project in NYC, where our US operation is

Donald Lawson, CEO Worldwide Operations

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SINGAPORE

GRAND

PRIX

“When the track goes live, I hear the first roar of the pace car from my office.

The chequered flag is a great spectacle, but the sound of the pace car is the sign that we’ve handed control of the track to FIA, the race will run and our delivery risk has once again been well managed by our team.”

Guy Scott, Faithful+Gould

Singapore will host its seventh race from September 19 to 21 around a 5.065km track that straddles the harbour of Marina Bay. Drivers take just under two hours to complete 61 laps in 30°C heat and 80-90 per cent humidity, in what many consider to be the most spectacular race on the calendar.

Behind the excitement and glamour lies Faithful+Gould’s work as the engineering project managers, ensuring the smooth construction, operation and removal of the racing circuit and its supporting facilities. Our role on the Singapore Grand Prix began with the 2008 inaugural race, the first night-time event in Formula One history. After working on this annual project

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for seven years, we’ve built a close relationship with our client Singapore GP Pte Ltd and the other key public and private sector stakeholders, and our own project team now numbers 40.

Singapore is one of just three street races in the FIA Formula One world championships.

Creating the race circuit from public roads within the Raffles District and Marina Bay areas is a major challenge. This is principally a commercial district, hosting retail, hospitality, cultural centres and park land. We achieve minimal disruption to the community and surrounding businesses, through close collaboration with several government agencies and the local businesses and property owners.

Construction begins four months before the race takes place, when all race-related infrastructure is moved from a 38,000 square metre storage facility in eastern Singapore.

Ten kilometres of fencing and approximately 2,600 safety barriers are needed, together with temporary bridges and ticketing booths.

The track surface comprises a specially designed coarse pavement mix with polymer modified binder, providing high shear strength and high grip in both wet and dry conditions. Maintenance works are undertaken annually to ensure that the surface meets the stringent Formula One requirements. High grip levels are maintained with specialist TrackJet cleaning equipment, originally used to maintain airport runways.

First-class project management skills transform a densely populated city into a twisting street circuit for Formula One’s only night-time street race.

For further information, contact Guy Scott on +65 6227 6144.

Scan the QR code for full details.

To light up the unique night-time track, 108,423 metres of power cables are needed, with 240 steel pylons and around 1,600 light projectors, all installed over a period of three months. A week before the event, 650 tonnes of race teams’ equipment arrives by air and sea freight.

Our project management and engineering role includes the spectator facilities. This is a complex planning and logistics exercise that considers passenger flows (to hotels and trackside), crowd control, security, spectator sightlines, corporate hospitality, food and beverage requirements and garbage collection. The event also hosts trackside live music performances, with stage, sound and light requirements.

We co-ordinate all elements, liaising with specialist contractors.

Multiple stakeholder management and collaboration is vital to the event’s success.

We support Grand Prix in managing relations with many government agencies, including the Singapore Tourist Board and the Ministry of Trade and Industry, the transport authorities, the police and a variety of steering groups and working parties. Hotel access and operations are also important and we liaise with the main players, such as the Singapore Flyer and Esplanade hotels.

This is a year-round project for Faithful+Gould, with the pressure on all behind-the-scenes teams mounting as the event approaches.

Extensive communication, meticulous planning and careful scheduling are needed. Timely delivery is, naturally, vital as the client, spectators, broadcasters, viewers, sponsors and, of course, the competitors are avidly watching the starting light gantry. Our seven years’ experience ensures that each year’s new challenges can be met, risks are mitigated and our client’s interests are protected.

We bring energy, experience and best practice project management principles to the design, procurement and delivery management of the project. Our project management portfolio contains a growing list of global sports and events – read about our work with the United States Tennis Association (USTA) on page 18.

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Transforming asset management at

London Heathrow

Since 1955, London’s Heathrow Airport has been connecting people from around the globe, becoming one of the world’s busiest international airports. Future plans will increase capacity by 30 per cent, as part of the airport’s 2030 master-plan development.

However, the airport faces stiff competition from other European hubs and must continue to improve the service it offers passengers and airlines. Current economic and regulatory pressures reinforce the drive for whole-life cost reductions and efficiency improvements. To support delivery of its vision, Heathrow Airport Limited (the airport operator formerly known as BAA) recognised the need to invest in its ageing asset base.

In 2012, Heathrow identified a need to change the way it delivers and manages its capital

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projects, by driving asset management and whole-life value thinking into every decision it makes. This would result in better value from every pound spent, while continuing to improve the already positive passenger experience.

Financial constraints meant that the budget for the renewal of life-expired assets would need to be structured over a number of years, in five-year cycles. This programme of works had to be delivered while driving down operating costs.

A long-term transformational approach was needed, focusing on how the airport’s assets should perform, how to operate these assets differently to make them available over their required service life, and how to minimise maintenance. Faithful+Gould has significant experience in the aviation sector, enhancing a similar asset management initiative for

Manchester Airport Group – this effectively aligned all assets to their core business function of ‘moving people, baggage and planes’.

As part of Atkins’ early design option studies, Faithful+Gould led an exercise that has transformed Heathrow’s approach to the management of the asset replacement programme. The airport needed a better understanding of its assets and we began by helping our client to accurately define a portfolio view and specific asset view of the estate.

This created a structured grouping of asset systems (e.g. runways, air-bridges, fire mains, etc), enabling informed exploration of the best asset system strategy to maximise performance, efficiency opportunities/ benefits and reallocation of investment against available funds.

Strategic asset management has enabled Heathrow to achieve significant efficiency and cost savings, by taking a whole life value approach.

“Great creative and lateral thinking, great consideration of business requirements.

Impressed with the extent to which the team worked closely with the engineering business units to develop and hone the options to ensure it was focused in the right areas.

“All this and already a potential saving of 10 to 20 per cent identified against the budget… which provides further confidence we can meet the capital challenge we face with this kind of thinking. Great stuff.

Well impressed. How it should be.”

Steve Chambers, Director of Asset Management, Heathrow Airport

Our evaluation began by facilitating stakeholder discussion on each asset type, to translate the business requirements into specific whole lifecycle performance, risk and cost outcomes.

This helped our client identify the precise purpose and operational requirements of each asset type. The emphasis was on finding smarter ways of achieving whole lifecycle asset efficiency, based on identifying operational lifecycle cost reductions, not just capital spend.

Adopting whole-life value thinking successfully identified the best option for dealing with the asset replacement programme of works. It was important to keep within the capital funding limits, as well as reducing the operating costs compared to current expenditure. Investment business case decisions could then be based on lifecycle costs. This more creative thinking

led to better solutions for long-term performance, looking ahead across the next 20 years. The methodology and whole-life value evaluation criteria worked every time, driving asset management and whole-life value thinking into all project options studies.

A cultural change was effected, shifting the thinking around lifecycle asset management and enabling our client to make more informed decisions. A new way of working was established, resulting in a legacy system that will be embedded in all future projects. Lessons learned from the original process will continue to inform and enrich the ongoing estate planning.

The strength of this service lies in its ability to simplify the translation of business asset management objectives into project option studies. Airport operations are not the only

potential beneficiary. The techniques are transferable between sectors and can achieve major cost savings on investment projects and/ or any retained estate, as evidenced by our client’s comments above.

Following our success at Heathrow, we have been commissioned on a similar exercise for Network Rail, to enable them to mandate whole life costing on all future infrastructure projects.

For further information, contact Andy Green on +44 (0)20 7121 2121. Scan the QR code for full details.

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a burning

issue

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The UK’s Energy Act 2011 demands compliance with new minimum energy standards. This brings important implications for commercial property owners and landlords.

A focus on sustainability through the production of cleaner energy and its efficient use is becoming embedded in everyday life for businesses and individuals alike. Various government initiatives have been developed to support the UK’s positive contribution to climate change.

The property industry is no stranger to sustainability. Over the past decade, a host of new policies and legislation has emerged, aimed at reducing energy use. In 2003, the UK government’s Energy White Paper set out ambitious targets to cut carbon emissions by 60 per cent by 2050.

The UK Green Building Council reports that approximately 45 per cent of the UK’s CO2 emissions derive from buildings, so tackling energy use in buildings requires continued commitment.

Receiving royal assent in October 2011, the Energy Act 2011 is expected to have a far-reaching impact on the UK’s property market, specifically the commercial and private rented housing sector. The Act requires the Secretary of State to make ‘non-domestic energy efficiency regulations’, ensuring that landlords do not let property that fails to comply with certain energy efficiency improvements.

Various commentators have highlighted a widely held view that the Act will prohibit private landlords from leasing residential and commercial properties with an Energy performance Certificate (EPC) rating of ‘F’ or ‘G’ from April 2018, unless energy improvement works are undertaken to secure a minimum acceptable rating of ‘E’ or above.

Some reduction in this standard may apply if the maximum package of measures that can be funded under the Green Deal has been implemented. In reality, the exact requirements will not be known until the regulations have been issued, although it’s certain that significant improvement to poorly performing property will be required.

For further information, contact Jeffrey Belk on +44 (0)23 8033 8835.

Scan the QR code for full details.

Property owners and landlords are encouraged to be proactive and avoid future situations where properties become unmarketable and vacant, due to inadequate energy performance ratings. A full understanding of the energy efficiency of estate portfolios, with plans for meeting future targets, will avoid these risks.

To determine the responsibility, identification and programming of energy related building improvements, consider these steps:

• Review property portfolios to identify those buildings with poor EPC ratings and, if no EPC is available, consider commissioning one to establish current building performance.

• Using the EPC’s recommendation report as a basis, assess which improvements can be made to the energy and thermal performance of low-rated properties, including building fabric and mechanical and electrical services.

• Assess and identify building elements that could be upgraded during a planned refurbishment or during replacement of dated and inefficient building services, with an emphasis on programming.

• Review lease documents in detail and establish the liability of both landlord and tenant for making ‘statutory improvements’.

• Under the future restrictions, landlords need to establish the extent of any energy improvement works to enable re-letting of premises following the expiry of an existing lease. They also need to identify whether undertaking this work affects the dilapidation liabilities of outgoing tenants. This could create situations of supersession and the need to exercise limb 2 of Section 18 (1) of the Landlord & Tenant Act 1927, where no damages can be recovered if, shortly after lease termination, major alterations are undertaken by the landlord, rendering tenant repairs covered by lease covenants valueless.

• Consider the option of major building refurbishment.

Cost is a major factor for building owners and landlords.

To help finance energy improvement works, a funding mechanism has been developed. The Green Deal is the UK government’s initiative to help home and business owners undertake the approved works. In summary, the cost of carrying out such works are met through a Green Deal Finance Plan, whereby a loan covers the cost of the work, repaid over time through the property’s future energy bills.

Faithful+Gould offers constructive advice on upgrading the energy efficiency of buildings. Our dedicated building and M&E surveyors, sustainability consultants and qualified EPC assessors provide detailed building assessments to ensure statutory compliance in relation to energy use and building efficiency.

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Global

Pharma

Bringing the best people and skills to deliver the most complex projects

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The global pharmaceuticals industry was predicted to be worth in excess of $1 trillion in 2014, with equivalent compound annual growth rate (CAGR) of five per cent over the next five years. Major pharmaceutical and biotech companies are deep in mergers, acquisitions, alliances and operational consolidation. These factors combine to bring associated project activity in the form of expansion, consolidation, repurposing and/or divestiture of underutilised or unwanted manufacturing and R&D facilities.

Outside of staffing costs, owning, operating and maintaining facilities constitute the largest expense faced by pharma companies. R&D and manufacturing projects are complex, technically sophisticated and executed under tight regulatory constraints. Traditionally there have been long lead times associated with bringing new or reconfigured facilities on line. As the industry demands increased efficiency, there has been a move towards adaptability and future-proofing from the outset, delivering facilities that can be efficiently and cost-effectively reconfigured as needed. This dynamic, together with the requirement to address portfolio rationalisation, is leading to exploration of new agile working solutions (see also page 12).

Exploring leaner ways of working, to ensure that the property portfolio and manufacturing capacity are fit for purpose and aligned with the business strategy, is a challenging task, demanding specific vision and skills that may be in limited supply within pharma companies’ in-house teams.

For further information, contact Iain McWhinney on +1 609 422 2034.

Scan the QR code for full details.

As a leading project management consultancy, Faithful+Gould’s challenge is to acquire and develop the talent needed to support these clients. There is a consultancy services skills shortage in the sector, with increased competition for talent possessing the right skills. Project management professionals may view the sector as less attractive than high-end commercial property projects, until they experience for themselves the diversity and scale offered by pharma.

We provide proven project management services and have a detailed understanding of the whole asset lifecycle, encompassing operational as well as capital costs.

We integrate our services alongside those provided by other members of client teams.

Our professionals demonstrate flexibility and adaptability, due to the wide range of projects types and geographic scope involved. Our clients are multinational, with locations spanning the Americas, the UK and Europe, the Middle East and Asia Pacific. Our project managers therefore need to adapt to new locations, cultures and construction markets, often at a moment’s notice.

We are responding to these challenges by investing in international capability, enhancing our skills base through recruitment and training of additional personnel from entry level graduates to sector specialists. In our experience, the sector’s project challenges and complex property configurations demand professionals with strong domain expertise, as well as the ability to provide clients with our best practice integrated services.

Our global pharmaceutical and biotechnology group has over 30 years’ continuous experience in the sector, helping clients identify optimal portfolio strategies to meet their changing business needs. We work closely with the world’s leading drug companies, including Amgen, Bristol-Myers Squibb, Genentech, GSK, Hoffmann-La Roche, Johnson & Johnson, MedImmune, Novartis, Pfizer and Sanofi. These relationships are the engine for strong sector growth across our organisation.

We have long-standing operations in the Americas, UK and continental Europe, Middle East and Asia Pacific, and our recently-opened office in Basel, Switzerland, supports our commitment to this global market’s key locations. To meet client demand, we’re investing in talent for this sector at all levels, to build balanced teams and deliver these complex and rewarding projects – please get in touch if you’d like to know more.

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WORKPLACE

SOLUTIONS Agile working solutions are driven by real estate cost reduction, but workplace focus should be on people and business objectives.

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or when key functions such as facilities, human resources, technology, and the workplace programme are not aligned.

Although US businesses have not embraced the agile working model as readily as their counterparts in Europe, collaborative working environments are gaining momentum.

Today, many US firms are exploring flexible workplace strategies as a way to lower operating costs while providing an environment that supports a modern workforce.

Agile working has traditionally meant shared workstations and the removal of physical barriers (such as dedicated offices and cubicle partitioning) as a strategy for reduced operating costs. However the advantages of this type of working environment go beyond the financial and include a range of ‘soft benefits’ — increased collaboration, faster decisionmaking, stronger working relationships, sustainability and employee wellness. Agile working supports both the employer and employees by providing a healthier and more cost-effective working environment.

The most significant impacts of this model are realised when the agile strategy is part of an overall plan for real estate portfolio optimisation. A common misconception is that the focus should be on reducing square footage and therefore minimising operating costs. However, Faithful+Gould has found that it’s vital to first align the real estate plan with the organisation’s values, strategic goals, culture and methods of working.

For further information, contact Steven Bernstein on +1 609 225 0054.

Scan the QR code for full details.

Reducing square footage provides a major hard benefit to an organisation’s financial goals, but there is a ‘tipping point’ where downsizing space and simply removing cost from the business is more likely to erode the soft benefits, unless there is a structured approach to the reinvestment of the cost savings. Every organisation has its own tipping point and this should be identified as part of an exploration of workspace, technology, human resources and working practices.

The solution has been beneficial across a wide range of sectors involving commercial office space, including pharma, financial institutions, technology companies, government agencies and law firms. However it’s likely to falter when there is a lack of directive leading the change from the top,

Based on our experience in helping clients transform millions of square feet of office space, we are now able to demonstrate the range of optimum square footage per head in an agile working environment. We work with our clients, exploring their individual needs and using benchmarking cost data to find the best strategies and solutions. The aim is not only to save costs, but also to create more productive, healthier and engaging workplaces. A main tenet of the agile working solution is about freedom of choice of workspaces.

The key is to provide more types of spaces for concentrated work, collaboration, private conversations and informal collisions. The tipping point occurs when functionality is sacrificed in the quest to reduce operating expenses.

To provide the right mix of spaces, special consideration should be given to the functions the business needs to perform. The type of agile working space that best supports a business will vary, and often requires an adjustment to the way work is performed. This is where a business transformation programme becomes a key component in helping the business adjust to new ways of working.

Changing the workforce mindset and behaviours is always more challenging than constructing a physical space that encourages collaboration. Educating employees to use the tools within an improved workplace provides value and drives early adoption. Continuing productivity with minimal downtime becomes a key factor of the change. A structured training and transition plan, emphasising the benefits and mitigating any barriers, is key to maximising programme success. These programmes should harness employees’ ideas and empower them to feel a sense of ownership in the project. Our team may also devise pilot areas to allow workers to test the new equipment and spaces, and provide constructive feedback.

Faithful+Gould has successfully used this model in our own organisation. By moving to agile working in most of our Americas locations, we have so far achieved a 42 per cent footprint reduction (with room for growth over the course of the lease) and a 52 per cent saving in rent, as well as operating expense savings. In addition, we have achieved our aim of a cultural shift at these locations, with employee feedback indicating improved cross-team relationships and greater collaboration.

Our specialist Workplace Solutions services operate globally and our client portfolio includes both private and public sector organisations. We’ve helped clients measure the difference between cost reduction and value erosion, leading a wide variety of agile working, relocation and change management programmes, supporting clients throughout the Americas, UK, Europe, Africa and Asia.

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Dubai

Hotels EFFECTIVE REFURBISHMENT

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Kempinski Hotel, Dubai

Refurbishment projects are on the increase as the Dubai Expo 2020 fast approaches.

Dubai’s hotel stock currently comprises about 87,000 rooms and has just hit record guest numbers of more than 11 million in 2013, according to Dubai Tourism and Commerce Marketing (DTCM).

With the UAE’s successful bid to host Expo 2020 in Dubai, the region’s infrastructure is under scrutiny. An increase in hotel capacity is needed to meet DTCM’s target of attracting 20 million visitors in 2020, and new builds are under way throughout the Emirates.

The region has long been positioned as a luxury destination for both tourism (end destination and stopover) and business markets, with a high proportion of five-star properties instead of the three to five-star spread typically found elsewhere.

However, there is now impetus to build more three and four-star capacity as the market broadens and matures.

Owners of existing hotel stock are under pressure to compete with the new and upcoming provision. Some hotels are now more than 15 years old and renovation and refurbishment are needed to optimise value, maintain a competitive market position, reflect brand development or modernise the facility.

Newer hotels completed during more challenging economic times may also be candidates for renovation, due to lower quality construction and accelerated maintenance issues.

As Dubai’s hotels generally run at 90 per cent year-round occupancy, the lifespan of bedrooms, bathrooms, food and beverage facilities and public areas is typically shortened.

Building envelopes and facades suffer from the aggressively humid environment, again bringing maintenance forward.

This new renovation market is fuelling activity in the hospitality sector and posing challenges for consultants and contractors as they seek to meet clients’ design, construction and operational requirements during refurbishment. Client stakeholder groups may be complex, with 90 per cent of properties locally owned but usually operated by international hotel brands.

The high occupancy rates bring scheduling challenges as operators are understandably reluctant to decommission rooms and lose revenue. There is no substantial off-peak season, so the refurbishment usually has to be managed in phases within a live hotel environment.

Faithful+Gould leads many complex hotel refurbishment projects, developing specific project management solutions

in response to our clients’ challenges. It’s essential to explore the options with both operator and owner to reach a collaborative decision on the best way forward. We can add significant value to this scoping process as we understand the potentially conflicting goals and sensitivities, and can help resolve these before the project is launched.

Dubai will host Expo 2020 when 20 million visitors are expected

Minimal operational disruption is a top priority and we engage fully with stakeholder expectations and the guest experience when considering planning and logistics scheduling. We manage the operations/works interface that ensures construction activities are contained within defined boundaries.

We conduct a feasibility exercise that uses modelling strategies to plan productivity rates for the room refurbishments. Typically, we explore the length of time that rooms will be offline, together with plans for progressive room handover. We need to consider the segregation between guests and the often sizeable construction workforce needed for fast refurbishment. Buffer floors may be advisable to reduce noise and disturbance, together with careful guest routing.

Movement of workforce and materials on to and around the site, together with construction waste management, also needs to be planned. Our global and local relationships with specialist contractors enable us to direct an efficient procurement strategy, working with good quality teams in a pressured market.

Faithful+Gould has a strong global hospitality portfolio in the Middle East, US, Asia Pacific and Europe. We are leading 13 hospitality projects in the UAE, including Kempinski Mall of the Emirates Hotel, the Four Seasons Hotel on Maryah Island in Abu Dhabi and the new Fairmont Hotel and apartments, also in Abu Dhabi, as well as seven new hotels in Al Jadaf, Dubai. Further afield, we are adding value to approximately 5,000 room refurbishments in Singapore and Hong Kong.

Our other hotel clients include Marriott, Wyndham, Crown Plaza, Disney®, Ritz-Carlton, Jumeirah Group, Shangri-La Group, Hilton Hotels, Hyatt, Intercontinental Hotel Group, Mandarin Oriental Hotel Group, Marina Bay Sands, Ascott, Carlson Hotels, FRHI Hotels & Resorts, and The Hong Kong and Shanghai Hotels Limited (The Peninsula Hotels).

For further information, contact Tom Hasker on +971 4405 9100.

Scan the QR code for full details.

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THE BEAUTY OF

BIM

POST-HANDOVER Birmingham City University’s campus redevelopment is one of the first to deliver fully integrated building information modelling across design, construction and operational management.

Birmingham City University, images courtesy of Martine Hamilton-Knight

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With about 22,000 students from 80 countries, Birmingham City University (BCU) is a large and diverse institution, injecting £270 million into the regional economy and supporting thousands of local jobs in the area. The university is investing £260 million in its estate, including a major expansion of the city centre campus at Eastside.

BCU’s goal of achieving transferable data, that could be utilised for the operational maintenance and management of the asset post-handover, meant finding a software solution that could support this, as well as the design and construction phases. One of the challenges was to define requirements for use of the BIM model post-handover.

BCU was keen to incorporate a solution that enabled best practice management throughout the operational life of the buildings, postcompletion and handover. For many years, BCU’s estates team had recognised the value of good information management practices for its asset information. Building on a strong foundation in the use of smart database solutions to manage its estate portfolio, the university became a driving force for building information modelling (BIM) adoption, mandating its use on its project. This made it one of the earliest clients in the UK to see the potential of BIM.

The university chose to implement software that allows a detailed 3D information-rich model of the building to be accessed via tablet, by scanning barcodes embedded into the doorframe of each room. The model had to be populated with the required information during the project’s design and construction phases. A BIM process manager, selected from BCU’s estates team, worked alongside the project team to support a soft landings process that ensured end user requirements were adequately reflected.

When the first phase of the city centre campus project began in 2010, however, most BIM commentators were focused solely on its application for design and construction. BCU wanted these benefits too, but, with a leap of insight, it realised that the biggest prize would be the posthandover use of BIM to efficiently operate and maintain its assets.

BIM and asset management work together to help infrastructure owners and their suppliers to develop and implement processes, tools and collaborative working practices that optimise infrastructure asset costs and performance. It’s now increasingly recognised that BIM has an important application across the entire lifecycle, providing a structured framework for the creation, collation and exchange of asset information.

The project benefited from the richer conversations BIM created among the stakeholders and project team. It’s easy to become pre-occupied with BIM technology, but the use of the BIM methodology as a fully co-ordinated and collaborative process is usually the greater challenge and the greater benefit. Success at BCU required the client and project team to define from the outset the type and level of detail of information which would be embedded into the model – and there were no previous BIM projects of this type to use as a baseline.

The university’s aspiration was to create a first-class teaching facility and seeking input from the end users early in the design process was essential to delivery. Typically, end users are inexperienced in interpreting 2D CAD drawings. The 3D models, however – converted into photorealistic presentations of teaching space and key areas – brought the

proposed BCU designs to life, allowing richer stakeholder feedback to inform the design process as the project phases progress.

Separate computer models were developed by different suppliers for the architectural, structural, and mechanical and electrical details of the design. These models were synchronised on a regular cycle to create a single federated model of the design.

The federated model and separate design discipline models were actively used during design co-ordination meetings. The models proved to be more useful than 2D CAD images and associated documents in communicating design progress and revealing design co-ordination issues.

As cost consultants, we found that the models communicated the design intent more effectively than 2D CAD, reducing the need to seek clarification from project partners during the estimating process.

This pioneering project is pushing the boundaries of construction methods and practices, by mandating BIM to achieve optimal performance for the whole life of the asset. In collaboration with the University of Reading, we have prepared a detailed case study to share lessons learned and best practice from this innovative BIM project.

The case study is available on our website fgould.com

For further information, please contact Adrian Malone on +44 (0)113 306 6600.

Scan the QR code for full details.

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AN

OPEN INVITATION

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Image courtesy of ROSSETTI

The USTA, the world’s largest tennis organisation, is transforming the Billie Jean King National Tennis Center.

The United States Tennis Association (USTA) is the not-for-profit national governing body for tennis and the recognised leader in developing the sport’s growth on every level in the US, from local communities to the highest point of the professional game, the US Open.

The USTA has embarked on a Strategic Transformation programme that will assure the world-class status of the Billie Jean King National Tennis Center (NTC), located in Queens, New York City. The enhancements to the NTC will accommodate an extra 10,000 people each day during the US Open, with the increased number of visitors providing a significant economic boost to Queens, New York City and the metropolitan region. The built environment plans link to the facility’s strategies around emerging technology, hospitality, sponsorship activation and spectator optimisation. The USTA is self-financing the project, with no public contribution.

The five-year programme addresses a long-standing problem for the US Open. Plagued by rain delays and postponements in recent years, the tournament’s schedule has been pushed an extra day to Monday with players sometimes forced to compete on consecutive days. A long-anticipated retractable roof over Arthur Ashe Stadium, designed by ROSSETTI, will bring resolution for players, fans and broadcasters.

Also included are infrastructure upgrades, a parking garage and construction of two new stadiums. The transformation is being implemented in three phases, which began in earnest at the conclusion of the 2013 US Open with the issuance of Schematic Design for the roof project. The USTA has the goal of overall completion by the 2018 US Open.

For further information, contact Tom Jaske on +1 212 252 7070.

Scan the QR code for full details.

Phase one is scheduled for completion in August 2016 and includes the retractable roof, new electrical substation and chiller plant. The central plant improvements serve the added load for the Ashe Roof and the rest of the Strategic Transformation programme. The Ashe Roof is noted for its very large 250ft by 250ft opening and the closing time of five minutes.

Phase two comprises construction of a new 8,000-seat Grandstand Stadium in the southwest quadrant.

Seven courts will be moved south so that a larger pedestrian and fan esplanade can be created, together with an additional food court, merchandise locations,

spectator seating and sponsor exhibit booths.

The project’s final phase will include the construction of the new 15,000-seat Louis Armstrong Stadium, with the targeted completion date of August 2018. The third phase will also see a series of upgrades to the East Entrance, the most trafficked entry point to the US Open.

Faithful+Gould has been appointed by the USTA to provide project management and cost management services on the programme. Our role involves liaison with all stakeholders, including the NYC Parks Department (who lease the land) and the NYC Public Design Commission.

We are maintaining the master schedule, monitoring the construction programme and implanting project and cost controls. We also ensure that all project participants have a collaborative visible record of the project activities, via our ePM solution, Oracle Primavera Unifier.

We are creating a project management system that can be used not only for the NTC upgrades but also for the USTA’s wider project portfolio. This helps them develop their business processes, harness best practice and make most efficient use of their resources. In this way, the USTA capitalises on the large programme effort and has a legacy system in place when our role is over.

Hunt Construction Group began work on phase one Strategic Vision in April 2014, first addressing the problematic site conditions which require unusually deep piling and complex drainage plans. The August/September date for the US Open 2014 is obviously fixed and must be met. One of the challenges of our project management role is to schedule construction around this annual tournament, ensuring timely delivery with minimum disruption.

The US Open demands that the site is available two months in advance, to prepare for 100,000 daily visitors, broadcast media requirements and visitor facilities in addition to the stadium and athletes’ needs. Logistically, this is a constrained site, calling for careful orchestration of deliveries and workflow during the construction works.

We are collaborating with our parent company Atkins on this project, leveraging Atkins’ prior experience as the first official engineering design services provider to an Olympic Games, where we led the sector and showcased the London 2012 Games as a feat of engineering excellence, demonstrating breadth and quality in engineering and design. Our global sports and events portfolio continues to grow – you can also read about our work on the Singapore Grand Prix on page four.

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For further information, contact Simon Chivers on +91 11 4300 5820.

Scan the QR code for full details.

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Atmosphere

kolkata

Setting a new benchmark for high-end residential real estate in India, the iconic Atmosphere development relies on expert project and construction management.

Kolkata is the main commercial and financial hub of East and North-East India and is currently undergoing long-awaited economic rejuvenation. The information and communications technology industries are driving growth in the city, together with rejuvenation of infrastructure after many years of neglect. Domestic and global investors are also increasingly seeing the potential of opportunities in the retail, transportation, residential, hospitality, energy and manufacturing sectors.

The city is now home to Asia’s most complex residential project, the showpiece Atmosphere development. Atmosphere is strategically located in the Topsia district, on the EM Bypass to the east of Kolkata CBD, with direct connections to both the CBD and the airport. There is growing demand for high-end accommodation on the EM Bypass, which is also home to some of the city’s five-star hotels and has good connectivity.

Atmosphere was conceived by Rahul Saraf, Managing Director of Forum Projects, an innovative development company in Kolkata. The project was inspired by Singapore’s Marina Bay Sands integrated resort, where Faithful+Gould was an alliance partner of the Marina Bay Sands project management team. We are now leading the Atmosphere project, providing project management, construction supervision and contract administration services.

Cutting-edge vision, design and architecture has created Atmosphere’s 37-storey twin towers, which will accommodate 32 double-storey and 48 single-storey superluxury apartments. Marketed as ‘villas in the sky’, all units include extensive landscaped terraces, some of which

cantilever 6.5m from the building and support 5m-high trees.

The most breath-taking feature is the ‘Deya’ (Bengali for cloud), a dramatic four-storey high sky bridge spanning 80m and connecting both towers at 100m above ground level. The Deya will house the residents’ community and recreational facilities, including a swimming pool, gymnasium, spas, running track, sporting facilities, virtual golf, cinema, meeting spaces and function facilities.

The highly complex sky bridge construction will begin later this year, using 2,700 tonnes of fabricated steel erected via ‘strand jacking’ lifting techniques and supported on four 3,000-tonne specialised earthquake absorbing bearings. Our project management role required in-depth structural engineering knowledge in order to manage the many specialist international contractors and provide effective construction management. Safe construction of tall buildings is a major design-engineering challenge in this area at risk from earthquakes, winds and cyclones.

Local infrastructure was not sufficiently robust and the project required the construction of a power generation system, water borehole, water treatment plant and sewage treatment plant. Ground conditions were also challenging, as the site is recycled landfill with a high water table. The building’s layout means demanding conditions for construction, with complicated four-storey height spaces and floor plates with up to 27 different levels in any one storey.

Faithful+Gould is providing a comprehensive range of services tailored to local

construction practices and home owners’ requirements. Indian construction practices are traditionally based on the award of separate contracts for each trade and our services include management of multiple façade, MEP, landscape and interior fit-out contractors. Construction management is further complicated by apartment purchasers’ expectations for individually designed interiors and we are in effect managing 80 mini interior fit-out projects within the overall programme.

We are pleased to support our client with a strong Faithful+Gould team of 15, in a region which does not have extensive local high-rise or complex construction experience. Our team has brought energy and efficiency and the project is setting new standards in local programming times.

Construction of one floor is completed every eight days, an achievement in this less mature construction market, with the constraints of the weather, working at height and the building’s complex layout. Forum Projects is very keen that we bring global best practice to the project and we are drawing on our international experience of iconic projects to provide the best possible expertise and services.

Our project management services are expanding in India, where we are experiencing significant demand for expert skills in design co-ordination, value engineering, procurement and schedule control, project logistics, site safety planning, construction implementation and control. In Kolkata, this iconic project has sparked considerable interest from the development community and this is likely to become a growing market for the region.

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POWER FOR

CHANGE

For further information, contact Stuart Smith on +1 385 282 5120.

Scan the QR code for full details.

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US utility companies face challenges in providing customers with reliable, efficient energy. Improving and expanding infrastructure is vital to future capacity needs.

As energy use continues to increase, the US electrical transmission system requires substantial additions to meet demand. Over the past 30 years the country has suffered from under-investment in new transmission infrastructure. Increasing loads and the expansion of new renewable energy generation projects are putting pressure on the ageing and constrained transmission system.

avoid construction delays should also be explored. Large-scale construction on rugged terrain brings problems in accessing potentially remote sites. Roads may have to be built and this understandably intensifies community sensitivities. Good communication around the natural resource and visual impact of the project will help alleviate concerns, together with collaborative community stakeholder management.

The industry is now seeing increased activity in the improvement and expansion of extra high-voltage overhead transmission systems. These complex projects need very long-term planning, not only for construction but also to secure permits and permissions, acquire land, negotiate access, satisfy community stakeholders, and ensure good integration with neighbouring utility systems.

Other challenges include the supply chain capability to support these large-scale projects. Material resources, for example steel, can be problematic to source in a rapidly growing market.

This can result in long lead times and drive costs upwards.

Stringent permitting requirements make the planning and permitting stages much longer than the construction phase.

Where federal property is traversed, the National Environmental Policy Act (NEPA) is often the controlling permitting process.

This requires project owners and federal agencies to integrate environmental values into their decision-making processes, by considering environmental impacts and adequate project alternatives.

Both state and federal legislation, permits and local ordinances are typically involved, and these can be subject to change during the lengthy planning process. Management of requirements for multiple governmental entities is needed when the transmission line corridors cross jurisdictional borders.

Decisions are influenced by geography, topography, project type and line length, and are also shaped by the degree of public interest and often-competing commercial and political agendas.

Environmental impact analysis and mitigation planning addresses a wide range of influences, including water considerations, cultural resources, species habitat impacts, avian protection and vegetation protection. This process needs extensive planning, engineering coordination and overall management to deliver a successful permit.

Land issues are usually complex, requiring careful planning, negotiation and scheduling of acquisition and right of way agreements. A 1000-mile project will typically have hundreds of landowners, ranging from federal and state, to corporate, private individual or residential. Other considerations include population, town planning, cultural heritage and existing infrastructure.

It’s vital to develop strategies for minimising construction impact and permanent effect on the landscape, but opportunities to

Public and stakeholder outreach is essential, to harness input and mitigate sensitivity. The stakeholder process needs good management, to ensure that realistic and productive dialogue is developed and resolutions reached. This may involve communities, landowners, other utility companies, contractors, environmental groups and a wide range of state and federal agencies.

Faithful+Gould provides project management and project controls services on transmission projects for leading utility corporations. Protecting our clients’ interests, we underpin efficient delivery by focusing on successful permitting, construction and operation. We use our skills and tools to plan and negotiate on our clients’ behalf, identify and mitigate risk, control costs, and manage the schedule, multiple contractors and stakeholder interests. An example includes services for the ongoing development of transmission line projects across the Inter Mountain West and other parts of North America.

Our independence from project stakeholder interests is a major strength. We help our clients to develop viable proposals, through leveraging our relationships with many agency stakeholders, negotiating sensible compromises where necessary, for items such as line routing and mitigations.

Electrical transmission is just one area of our expertise in the rapidly changing energy landscape. We have led projects in this sector for more than 60 years, forging strong relationships with major providers across the world.

Our consulting services support energy companies in overcoming business challenges in both capital and asset management programmes. Our international portfolio includes clients in upstream oil and gas, downstream refining and chemicals, nuclear energy (see also page 34), renewable energy technologies, power generation, transmission and distribution, and infrastructure.

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Knowledge Transfer LEADING PROFESSIONAL DEVELOPMENT INITIATIVES

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Faithful+Gould brings international best practice through professional training and development solutions to our clients in the Middle East.

GCC nations are keen to address the social, economic and political consequences of relying on large expatriate workforces. By implementing labour nationalisation programmes, they aim to improve economic security and sustainability through higher levels of citizen participation.

Issues may include unemployment, under-utilisation of skills and public sector overstaffing. All GCC nations are seeking to reduce dependence on the government as the primary employer, and need to find ways of encouraging meaningful engagement with private sector companies.

Investing in the national population’s talent, ensuring development of the best professional skills, is therefore a priority for governments in the region, but this presents strategic and operational challenges.

Policymakers and business leaders increasingly recognise that nationalisation quota systems cannot succeed without reforms and improvements to educational systems, as well as effective vocational and post-graduate training. The skills and training gaps apparent in some sectors are now an important concern for governments.

The construction industry clearly brings significant employment opportunities as the region reduces its reliance on oil revenue, increasing public and private investment in industrial, tourism and commercial property development and accompanying infrastructure.

Both public and private sectors need well-trained people, especially at professional level.

Government entities typically want to embed international best practice into their capital projects and programmes, but their in-house teams may not be fully equipped to do this. External consultancy help can provide the necessary support.

For further information, contact David Clifton on +971 4405 9100.

Scan the QR code for full details.

Faithful+Gould is leading on commissions and initiatives that address these issues and our clients view this as a powerful added value benefit. Developing project management and programme management skills, together with transferable tools and processes, can transform the in-house workforce.

A great example is our work with Kuwait’s Ministry of Public Works (MPW). We are training a team of 180

MPW professionals to manage and operate capital projects, as part of a Project Management Office (PMO) initiative that will bring a culture change and greater efficiency to the Ministry. Around half of MPW’s team are women, typically graduates with two to five years’ professional experience.

Our team of 45 project managers is working closely with MPW to ensure significant legacy benefits. The resulting PMO capability will enable MPW to exercise ongoing control throughout the project lifecycle, including efficient operation and maintenance of completed projects.

We anticipate growing interest in this legacy aspect of PMO services and also in stand-alone training and development guidance. We can lead the planning and implementation of an improved skills base that supports a globally attuned business culture and addresses succession planning.

We are also spearheading further strategies for knowledge transfer and skills development. Together with our parent company Atkins, we take a very positive view of our responsibilities towards our own national employees. We ensure that they benefit from effective professional training, introduction to professional accreditation and careers planning advice. Private employers in the region can sometimes be reluctant to make this investment, as many national employees will eventually aspire to government sector careers.

However, we see our contribution as also creating the informed future client community, heralding better partnerships for the industry.

There is scope for greater industry-wide engagement with schools and higher education providers in the region. More inward investor companies could offer work experience, internships and graduate recruitment programmes. Our own experience of graduate recruitment in particular has been very positive.

We expect to see more inter-organisation secondments in the future, where both client organisations and consultants second their people (and accept inward secondment) to promote wider exposure to best practice.

Faithful+Gould leads training and professional development support for private and public sector clients in many countries, typically leaving a learning legacy. Our in-house staff development is also key to our successful delivery of clients’ projects – read about our UK apprenticeship initiative on page 30.

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A clear

process

2014 marks 25 years since the privatisation of the water industry. Post-privatisation capital investment has improved the water industry’s asset base, delivering significant benefit to customers.

Water companies are now working to deliver their 2010-15 regulatory targets whilst also mobilising for asset management plan (AMP) 6.

The emphasis is on getting the most out of existing assets, driving out inefficiency and finding ways to minimise operational expenditure.

Long-term issues include population growth, climate change and water scarcity. The proposals in the Government’s Water Bill and water regulator Ofwat’s PR14 price review seek to address these challenges and are

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likely to lead to market reform and industry re-organisation.

impact of capital projects, whether new assets or upgrades.

The regulator has called for a shift of focus, towards what it terms ‘long-term outcomes’, encouraging innovative ways of working that will deliver enhanced customer value with less environmental impact. Substantial efficiency savings are expected during the five-year AMP6 period and this represents a key challenge to the industry.

Against this background of challenging business plans, ageing assets, and changing regulatory requirements, skilled programme managers will be key to successful AMP6 delivery. Clear and structured investment programmes, reinforcing a holistic business plan that considers all factors in the preparation, planning and delivery of the services, will lead the way to demonstrable value.

Currently, most water companies measure operational and capital expenditure separately as required by Ofwat. AMP6 requires the use of Totex as a key unit of measure to demonstrate that customers are getting best value for money from their investment. This is an additional issue for water companies assessing the

Managing a consistent profile of expenditure rather than a ‘boom or bust’ profile will allow water companies to plan works more effectively.

Exploration of the various delivery models will also underpin the search for efficiencies.

For further information, contact Brian Clennell on +44 (0)1642 675136.

Scan the QR code for full details.

ss

Our programme management approach leads water industry clients’ engagement with the new challenges of AMP6.

Many water companies have established longer-term frameworks or alliances to deliver their capital programmes. Confidence in these arrangements varies between companies, with some outsourcing all service and construction activities, and others engaging alliance partners to deliver certain aspects. Questioning the approach, ensuring that it’s aligned to strategic objectives and targets, and based on the regulatory framework and requirements, will best serve companies’ interests.

Some elements may well benefit from external support. There are lessons to be learned from other industries where successful Programme Management Office (PMO) arrangements have helped deliver sizeable programmes of work. The banking sector, for instance, has successfully delivered large portfolios of capital

programmes and projects with central control and oversight provided from various forms of PMO. Much scrutinised in recent years, the banking sector recognised and accepted the need for a cultural change to deliver very demanding programmes at much lower cost and with greater efficiency. There are certainly opportunities for the water industry to do the same.

Strategic programme management support brings greater clarity, ensuring that the ethos and preparation of the programme achieves the intended outcomes. Continued monitoring, review and collaboration, both internally and within the supply chain, will allow companies to utilise appropriate expertise and deliver innovative, best value and compliant programmes.

Confidence in the sector hinges on its ability to plan effectively and deliver results at the conclusion of AMP6. Price reviews will continue to be challenging and water companies will need to maintain momentum and drive to meet rising customer expectations and contribute to water security and climate change mitigation.

Faithful+Gould supports challenging capital investment programmes across the water sector and provides strategic input at both business and project levels. We were among the first to introduce target cost contracts to the industry, and we work closely with a number of UK water companies. Our portfolio includes project and programme management, cost management and regulatory issues as well as new works, network rehabilitation, repair and maintenance.

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US military

HEALTHCARE

For further information, please contact Ron Pruzinsky on +1 972 818 7275.

Scan the QR code for full details.

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U.S. Army Medical Research Institute of Infectious Diseases; Fort Detrick, Maryland

Specialised initial outfitting and transition (IOT) services underpin US military healthcare facility success.

US healthcare provision is undergoing rapid transformation, and military medicine is no exception. As in the civilian sector, military healthcare costs have increased faster than inflation and ageing infrastructure has created additional cost pressures.

In 2013, the Defense Health Agency (DHA) was established by the Secretary of Defense. The DHA is responsible for driving greater integration of clinical and business processes across the Military Health System, implementing shared services, enabling rapid adoption of proven practices, and improving the coordination of care across time and treatment venues.

Against this regulatory background of reform and greater efficiency, construction and modernisation of military healthcare facilities are a priority. These facilities are among the most technically and logistically complex building types, with dense mechanical, electrical and IT systems and stringent performance requirements. Cost-effectiveness remains key and facilities must be able to adapt, improve and grow. With limited capital resources, it’s vital to plan and prepare facilities to accommodate change.

This creates an unprecedented need for facilities construction and renovation support.

Faithful+Gould has provided specialised technical services, including programme and project management, construction management, masterplanning, contract support, initial outfitting and transition (IOT) services, and facility support services to the federal government for more than 60 years.

Our IOT capability guides military healthcare providers in occupying and operating in a new or renovated facility. Since 2009, our IOT team

has led projects ranging from a 35,000 sq ft clinic to a 1.2 million sq ft hospital. Our constructive expertise is informed by a range of regulatory methodologies, including US Army Medical Design Criteria, The Joint Commission (TJC) Accreditation Standards, and the Facilities Guidelines Institute, as outlined by the American Society for Healthcare Engineering (ASHE). Our differentiator is the volume of projects we lead and our ability to self-perform 80 per cent of these contracts.

Faithful+Gould is part of BTF Solutions (BTFS), a joint venture with Balfour Resource Group.

BTFS is currently working on four projects, totalling over $100 million. We are leading IOT efforts at the US Army Medical Research Institute of Infectious Diseases (USAMRIID), a replacement laboratory at Fort Detrick, Maryland. This $43 million IOT contract involves nearly one million sq ft of new laboratory space with multiple research, conference, training, and administrative areas.

BTFS will transition essential personnel and critical functions including Biological Safety Level (BSL-2,3E,4) facilities, as well as aerobiology activities within containment laboratories. Special attention will focus on Functional Operations Systems Test (FOST) Commissioning, Center for Disease Control (CDC) certifications and activities associated with the use of Biological Select Agents and Toxins (BSAT).

The USAMRIID project is a complex, one-of-a kind undertaking requiring extensive capabilities in research laboratory operations. The project is further complicated by a fire that occurred in August 2013 at the construction site, causing damage in the future BSL-4 laboratory. We are drawing on our experience in major facility

outfitting, medical logistics and healthcare supply chain for the military, commercial and international medical providers, as well as assisting in the recovery solutions following the fire.

BTFS has also been awarded an $11.5 million service contract at Keller Army Community Hospital at the US Military Academy, West Point, New York. This IOT contract moves personnel and equipment into the hospital’s new 52,000-sq ft addition. The new facility will improve the quality of care for families and soldiers by providing updated space for optometry, primary care, paediatrics, dermatology, physical therapy, orthopaedics, and administration.

In May 2014 BTFS was awarded a $42 million task order contract at Fort Irwin’s Weed Army Community Hospital (WACH) to support the relocation of existing facilities to the new 217,000 sq ft LEED Platinum hospital, which is currently under construction. Combined, they will be capable of servicing 11,500 beneficiaries and 64,000 annual outpatient visits.

We are also performing full IOT services in support of a multi phased renovation of the US Army’s Camp Zama’s health and dental clinic in Japan and we have completed outfitting of the Consolidated Health and Dental Clinic at Fort Lee, VA. These contracts were awarded through the United States Army Corps of Engineers (USACE) in Huntsville and include full project management services, with medical and non-medical equipment planning, furniture and equipment purchasing, transition planning and relocation, installation, testing, training, warehousing, and final turnover and close-out.

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APPRENTICES ARE KEY TO OUR

SUCCESS

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Faithful+Gould’s long-standing support for early entry to the industry is broadened as part of Atkins’ new higher apprenticeship schemes.

Government and industry acknowledge the shortage of appropriately qualified young people to deliver the technically complex built environment challenges of the future.

Professional services organisations therefore need to find ways to attract, train and retain the best talent.

Traditional entry routes to the professions have been evolving in recent years, with high-level apprenticeship schemes becoming an alternative option to university. The importance of apprenticeships to the UK economy was reinforced by the 2012 government-sponsored Richard Review of Apprenticeships1.

The Richard Review highlighted the key role that the government, employers, schools and families all have in informing and guiding young people so that they understand what a high-quality apprenticeship offers. Escalating university fees and lack of comprehensive student funding contribute to the attractiveness of apprenticeships.

Faithful+Gould has traditionally offered a range of training opportunities, continuing to recruit school leavers alongside a larger graduate and post-graduate cohort.

Proactive relationships with schools and local careers services have been at the heart of our success in attracting talented and motivated young people.

Some of our trainees have been recruited after attending one of our schools taster days, where we provide a range of presentations and practical sessions to introduce young people to the industry and its wealth of opportunities.

For further information, contact David Pick on +44 (0) 115 957 4800.

Scan the QR code for full details.

Our non-graduate trainees typically progress extremely well, moving on to part-time degree courses while carrying out useful and relevant paid work in a supportive training environment. We further enhance our staff matrix with year-out students, work experience opportunities and traineeships in support roles.

In 2013, as part of the Atkins group, we launched a programme of higher apprenticeships in a variety of disciplines.

These are the highest level of apprenticeships, designed for people who have attained very good educational standards and want an alternative to the university route to a professional career. Two levels are available at Faithful+Gould and Atkins in the UK: Advanced – Level 3 (equivalent to 2 A-levels) and Higher – Level 4 and above (equivalent to HNC/HND/degree).

Apprentices are paid, full-time, permanent members of our team. Training is carried out by accredited providers, with the curriculum forming part of the National Apprenticeship Service Framework and leading to an institutionally recognised qualification.

Like all our trainees, apprentices benefit from the support of a mentor as they progress through their studies and they keep track of their progress with our professional development and performance reviews.

We support apprentices to reach their full potential, helping them to find the right career path and understand the steps needed to pursue it. This includes opportunities to explore our different disciplines, projects, teams and locations – the apprenticeship is just the start of the journey.

Our first group-wide intake of 75 higher apprentices recently came together at their London induction event. Atkins Chairman Allan Cook CBE, who began his own career as an apprentice electrician, addressed the new recruits and shared his enthusiasm for the apprenticeship route. See the video at www.careers.atkinsglobal.com/apprentices Our people are very much the key to our success. We find that a range of backgrounds and experiences build a diverse, robust and highly skilled workforce, ready to meet the future challenges of the industry and the demands of our succession planning.

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www.gov.uk/government/news/the-richard-review-of-apprenticeships

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MANUFACTURING

INvestment IN THAILAND

FMC Corporation is investing over US$100m in a new world-class food ingredient manufacturing facility in Rayong, Thailand. The new plant ensures the company’s long-term ability to supply the growing Asia market.

FMC Corporation’s new manufacturing facility in Thailand is expected to begin production in late 2014, giving FMC a strategically important capacity increase in its industry-leading Avicel® colloidal microcrystalline cellulose (MCC), a food and beverages ingredient.

The design allows for the future volume expansion and manufacturing of different product lines. This is the region’s first fully integrated colloidal MCC manufacturing and blending site, allowing swifter supply to the Asian marketplace.

FMC is committed to supporting its growing customer base in the region. In 2012, the company opened a new advanced food laboratory at the FMC Singapore Technical Centre, and its new Asia Innovation Centre in Shanghai opens later this year.

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The Rayong plant is FMC’s third MCC manufacturing facility, incorporating the high standards of safety and environmental protection demonstrated at the company’s recently expanded BioPolymer MCC sites in Newark, Delaware, US, and Cork, Ireland. The Rayong project has already been recognised for its sustainability efforts by the Thailand National Innovation Agency.

Faithful+Gould has been involved with FMC’s Rayong project since concept design stage. Our work began in Singapore, but in order to service this contract, we have established a formalised presence in Thailand. The commission demonstrates our commitment to support our global clients in their chosen locations wherever possible. Our regional project portfolio also includes a completed manufacturing

commission in Rayong and a high-end residential commission in Phuket.

Thailand is an attractive location for inward investors looking to establish manufacturing operations in Southeast Asia. There are some very high-quality industrial estates and good supporting infrastructure, with adequate power, data facilities and labour. Permitting is straightforward and the project language is English. The construction market is less mature than Singapore, but comparable with China.

Safety management is challenging, but FMC’s strict requirements to adhere to global best practices have ensured that contractors demonstrate high levels of safety compliance and awareness.

Faithful+Gould is responsible for project

For further information, contact Colin Bird on +66 84548 3505.

Scan the QR code for full details.

management, schedule, cost management and quality management on the Rayong project, with five full-time client representatives on site. Our role began with a capital investment exercise, followed by development of a bespoke contract.

We led the engineering, procurement and construction management (EPC) tendering process; project execution is now nearing mechanical completion and initial commissioning stages are under way. With the support of our Singapore colleagues, we have also led planning and scheduling risk workshops.

We are drawing on our depth of experience in the global manufacturing industry to support FMC’s compliance requirements. Our quality management role monitors the process installation as well as the building. Requirements include industry standard global manufacturing good practice, FMC’s in-house quality

assurance standards, and Thailand’s local standards. Challenges have included finding suitable resource, import and export regulations (most equipment has to be imported from the US, China and Europe), employment legislation, and the monsoon season’s effect on site conditions.

The Rayong project forms part of our global relationship with the Philadelphia-headquartered FMC Corporation. Our first commission was an ongoing capital project in Argentina, where we added value to a complex and politically charged situation. By delivering an audit of its spending and re-forecasting budgets, we enabled FMC to make critical business decisions on existing and planned projects at its Argentina plant.

Large-scale construction was a new challenge for FMC, so we led an exercise to help the

company better understand its capital projects, identifying areas for improvement and enabling more informed decision-making. FMC then asked us to develop project management proposals for operations in Argentina, Wyoming, US, and Thailand, providing owners’ representative services. We have guided FMC in developing protocols and procedures for the creation of its new corporate engineering group, helping to identify skillsets and enabling FMC to have a more sustainable capital projects management infrastructure that we continue to support.

We have used our project management and commercial services expertise to protect and maximise FMC’s interests and meet its business objectives, and we continue to support the company’s capital projects in the US, Brazil, China and Thailand.

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powering

canada

In January 2014, the World Nuclear Association reported 71 nuclear reactors under construction, 172 on order or planned, and a further 312 proposed reactors. This is in addition to ongoing projects that extend the life or increase capacity of existing nuclear power plants.

Nuclear power plants have been part of Canada’s energy mix since the early 1960s.

Today, five plants in three provinces house 22 nuclear power reactors and the energy produced accounts for about 15 per cent of the country’s electricity.

Darlington is Ontario Power Generation’s newest CANDU (CANadian Deuterium Uranium) nuclear generating station. This is a four-unit station with 3,524MW output, located in the Municipality of Clarington, 70km east of Toronto.

Faithful+Gould was appointed by Ontario Power Generation (OPG) in 2010, on an ongoing

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refurbishment project that will allow Darlington to continue safe and reliable operation for another 30 years.

Like all nuclear energy projects, this is a highly visible endeavour, with multiple stakeholder agendas/sensitivities. Principal stakeholders are our client OPG, the regulator Canadian Nuclear Safety Commission (CNSC), Canada’s federal government, the provincial government of Ontario, and local agencies, communities and interest groups.

OPG is keen to adopt best practice project management procedures and to incorporate lessons learned from other major refurbishments and complex, large scale, construction projects of this nature.

A detailed model of the reactor forms part of a 350,000-square-foot training centre and

warehouse built at Darlington in preparation for the reactor overhaul. The mock-up gives the construction workforce a full-scale practice facility, to assess the best working techniques in advance of the refurbishment. This will reduce over-runs and contribute towards best practice safety.

Faithful+Gould is leading on a range of project management and commercial services to protect our client’s interests and support their goals for a timely and cost-effective project. In a sector where cost estimates are widely acknowledged as complex and unpredictable, we are using our expertise and experience to bring greater cost certainty.

We are additionally providing contract, procurement and scheduling support, cost engineering, project controls and risk management for the power station and its

Nuclear energy is experiencing a global resurgence as countries aim to diversify their energy mix and reduce their carbon emissions.

surrounding infrastructure. An important integral part of our role is to help OPG develop improved processes and procedures, so that a best practice legacy operation remains at the end of the contract.

Faithful+Gould has also supported OPG with large-scale modifications to the Pickering A and B power stations, located on the shores of Lake Ontario, just east of Toronto. This is one of the world’s largest nuclear generating facilities and we have been involved for the past four years.

We have provided planning support, estimating and process and procedure reviews.

Our long-standing experience in the energy sector informs our efforts on nuclear power station projects. We have successfully transferred our global technical and commercial expertise from the upstream oil and gas, transmission and distribution (read more on page

22), offshore and subsea sectors into the nuclear power generation and renewables markets.

We also advise clients on energy-saving policy and operational improvement (see page 8).

Together with our parent company Atkins, we have a detailed understanding of the commercial, technical and political pressures facing the nuclear power generation market – regulatory scrutiny, price volatility, consumer expectations and political sensitivities. Our project management and commercial services leadership underpin our clients’ goals on challenging projects in the Americas, Middle East and Europe.

In addition to OPG, our client portfolio lists Exelon, British Nuclear Fuels, British Nuclear Group, United Kingdom Atomic Energy Authority (UKAEA), British Energy, Horizon Nuclear Power, EDF Energy and NNB GenCo.

For further information, contact Ian Wright on +1 416 644 5098.

Scan the QR code for full details.

sOLUTIONS Issue thirty-five

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iNTEGRA provides the catalyst for worldwide knowledge exchange, protecting and maximising our clients’ project investment with an internationally recognised standard.

Exceptional project and programme management delivery is how we ensure our clients’ project success. Underpinning this is the collective wealth of expertise and knowledge of our global business and project management teams. Our new project management system iNTEGRA increases the value we offer to clients, by enabling the interactive capture and sharing of our worldwide collective expertise and knowledge.

We invested in the development of iNTEGRA to provide an information platform that facilitates integrated project and programme delivery across our business. We’ve chosen to base the new system on core ISO 21500:2012 principles, recognising the need for a uniform, good practice approach that works worldwide. iNTEGRA helps our integrated project management community to tailor the methods of delivery to specific client and project challenges.

The system offers guidance on bespoke solutions as well as the industry’s many ePM tools, facilitating selection based on project/programme needs, client preference and the benefits brought to the contract. Local market-led variants in tools,

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controls and processes can be accommodated, and the system’s multiple application interface makes accessibility very straightforward.

It’s a dynamic platform, constantly evolving, interrogated and updated by our worldwide project management community, informed by their live experience with clients and projects. In a growing business, our integrated project and programme managers can identify their global colleagues’ expertise, capturing maximum best practice input to enhance service delivery on similar projects.

Our clients no longer have to rely upon the best-in-class regional expertise: we are able to deliver world-class expertise through collective shared worldwide knowledge.

For further information, contact Neil Clemson on +44 (0)20 7121 2121.

Scan the QR code for full details.

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