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What a year it’s been. In this special issue of Construction Management Ireland we take a look at an industry that has, like the rest of our society – and the world in general – experienced unprecedented times. It’s all a long, long way from where we all were a year ago. A world away, in fact. And yet some things have not changed. The resilience of this industry not only remains but has been thrown into sharp relief by the changing circumstances. Throughout this issue we hear from those who are putting their best foot forward. We are all working towards a time when we can look back at this period with some sort of remove. What will we see then? One thing will be the way in which so many people stood up and faced Covid-19 head on, in practical ways. Here, events moved to online, virtual versions; initiatives were devised to enable social distancing, staff worked remotely where possible and everyone became more familiar with words like Zoom and Teams and Social Distancing. Across the industry hundreds of small adjustments were made to enable work to continue as best as possible. In the main, life goes on. Our aim is not to downplay or forget those who have suffered, health-wise, business-wise and job-wise. It’s not to diminish the hardships suffered but to commend flexibility, adaptability and spirit. It’s often said that events like this act as catalysts for change, for finding new ways of working. In future issues we will look at these. When the time is right to look back and look at the longer-term legacy of Covid-19. And there will be a time for that. Meanwhile however, we hope you enjoy this issue which features some of the best of the construction sector and looks at all of our usual topics, from Lean Construction to Legal and from Hr to Safety; from Project Features and Awards to Market News and Green Building, along with Services and Products that have caught our eye. It starts of course with a major feature on the new CIOB Dublin Hub and its new Chair from 2021, Derek Cassidy. What better way to look ahead? It’s nearly 2021. A new year.
P.59
PUTTING THE PROFESSIONAL CENTRE STAGE
‘EVENTS LIKE THIS (COVID-19) CAN ACT AS CATALYSTS FOR CHANGE’
Note: The contents of this issue constitute a snapshot in time in many cases. With issues such as Covid-19 things can move fast and unpredictably. Always check directly with organisations for latest updates. Talk to you soon, Martin & Dermot
Cmi
Construction Management Ireland Published by Ocean Publishing, 14 Upper Fitzwilliam St, Dublin 2
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Whilst every effort has been made to ensure that the information contained within this journal is correct, the publisher cannot accept responsibility for errors, omissions or discrepancies. The views expressed are not necessarily those of the publisher.
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CONTENTS
16 CIOB (Dublin) Hub Chair Meet a member! In fact meet the new Chair of the CIOB Dublin Hub. Derek Cassidy is more than ready! Followed by a special note from outgoing Chair, John Sweeney
5 News & Events Stories and updates – from the industry and the wider economy
14 CIOB Lookback Checking in again with the CIOB Dublin Hub for an overview of the year that was 2020
23 Lean Journeys ‘Developing the application of Lean thinking & practices for Irish Construction’
25 Project Notes A range of fantastic projects featured at the recent Concrete Society Awards
29 Green Building Our regular update from the Irish Green Building Council
33 Facilities Management Once again, Pat Gaughan takes us through the latest in Facilities Management
34 Tech Talk ‘Geoscience Ireland: assisting Irish companies win business overseas’
37 How The Land Lies
41 Movers & Shakers A selection of industry icons and pacesetters from our industry
Our industry activity overview with Construction Information Services
48 Out & About Chadwick's Group – ringing the changes
50 Training & Careers ‘A World of Skills’ with Ray English; plus: checking in at UL with Dr Jim Bradley, Pipelife and CDETB, Ballyfermot
65 Personal & Finance The word from CCPC and some advice on job hunting from HR guru Colin Madden
70 Forklifts for the heavy lifting Toyota in focus!
71 Legal View Covid-19 risk management and predicted claims for Consultants, with Mary Smith and Sam Moore, Caytons
74 HR Legal & Safety Looking at mental health, stigma and stress. Also – smart leadership. With Oonagh Charlton and Jeff Haden
78 Products & Services
62 Recognition & Awards The RIAI Awards proved a major showcase for talent as always
What’s caught our eye this time out?
87 The Final Say Clúid Housing’s vision is a society where everyone has a great place to live
NEWS
NEWS T
he Construction Industry Federation (CIF) is launching a national competition for senior cycle students called ‘A Home for Everyone’. www.cif.ie/cifchallenge
Team-based Aimed at senior cycle students, it is a team-based project where students work together to design a home that helps ‘solve’ climate change, the housing crisis and addresses inclusivity. The submitted designs will need to be eco-friendly, affordable and suitable for both elderly people and those with physical disabilities. The competition will run until 7 February with judging taking place until mid-March. The winning team will have their design rendered into a threedimensional model, so they can ‘walk’ through the house with friends and family in March 2021.
A home for everyone – unique new competition launched by CIF! 63% of parents would be happy for their children to pursue a career in construction. The majority of parents, (86%) believe people working in construction is critical to build the future. Over 42% feel the industry provides stable and realistic job opportunities. Interestingly, over half of parents (54%) also believed the construction sector provides careers for women as well as men.
Equipment In addition, the winning school will receive high end measuring equipment, a laser level and a masterclass in the use of the equipment. ‘The winning team members will have the option of taking a CIF scholarship or access to our apprenticeship programme if they do decide to take a construction-related career route in their future,’ we are told. This programme was developed by ‘Class Of Your Own’ led by CEO Alison Watson MBE in collaboration with TUI, the Techno Teachers Association Ireland, the Engineering Technology Teachers Association, SOLAS and the Institute of Guidance Counsellors. This programme is designed to compliment current teaching and career guidance principles.
Viable career CIF Research shows parents believe construction is a viable career choice for their children Recent CIF Research conducted nationally by iReach shows over
Solid CIF’s Director General, Tom Parlon stated: ‘The past few months have shown how solid a career in construction is; we have been able to operate throughout most of the difficult Covid-19 period. 'Increasingly, our workers are travelling internationally, using technology instead of a hammer, and are working as part of diverse, multidisciplinary teams. 'Salaries and wages are increasing all the time and there’s a clear career path from building site to boardroom for those who want it. 'The competition is a celebration of the creativity and purpose that’s sometimes taken for granted in the construction industry. 'We’re marrying young people’s concerns about homelessness, climate change and inclusivity with construction to demonstrate that a career can make a difference and have a real purpose.'
Minister Speaking at the launch, the Minister for Housing, Local Government and Heritage, Darragh O’Brien TD said: ‘This is an inspiring competition, one which will foster a greater understanding not only of the construction industry but of the many other factors which determine construction projects, such as environmental and societal considerations.’ Minister Michael McGrath, welcomed the initiative in the context of delivering the skilled individuals required to deliver Project Ireland 2040 over the next twenty years. ‘A Home for Everyone' cuts to the heart of the matter. Uniquely, this competition unites government, the construction industry and educators to inspire young people to address some of the greatest challenges facing us as a nation including housing, the climate challenge and inclusivity through the prism of the construction sector. ‘We need an agile, innovative and adaptable construction sector to deliver on the ambition set out in Project Ireland 2040 when we anticipate we will have an additional one million people on this island. ‘This competition is a novel way to showcase the types of quality careers available in the construction sector and I wish it every success.’
A pleasure Alison Watson MBE, CEO of Class of Your Own said: ‘It’s been an absolute pleasure to work with CIF, to develop a challenge that presents its members with a genuine opportunity to lead the charge in inspiring young people and their teachers to access modern, digital careers in the built environment. ‘I applaud this collaboration and look forward to discovering Ireland’s future construction talent.’ Yearbook 2020 | Construction Management | 5
News
New orders rise for first time in three months The Ulster Bank Construction Purchasing Managers’ Index® (PMI®) – a seasonally adjusted index designed to track changes in total construction activity – posted 48.6 in October 2020, up from 47.0 in September and rising for the second month running as activity neared stabilisation.
Increase Index readings above 50 signal an increase in activity on the previous month and readings below 50 signal a decrease. A number of respondents indicated that demand had improved over the course of the month, leading them to increase their activity. That said, this was outweighed by ongoing reports of disruption caused by the COVID-19 pandemic. Commenting on the survey, Simon Barry, Chief Economist Republic of Ireland at Ulster Bank, noted: ‘Irish construction firms continue to report that pandemic-related disruption is weighing on their activity levels, according to the latest results of the Ulster Bank Construction PMI survey.
‘While the October results contained reports of improving demand among some firms, such reports were not widespread enough to avoid another sub-50 reading for the headline PMI which continues to indicate that more firms are reporting declining rather than increasing activity levels. ‘The latest results also again highlight that Covid-19 continues to disrupt construction supply chains, with supplier delivery times lengthening further last month amid reports of shortages of, and higher prices for, raw materials.
Encouraging ‘That said, the October results did provide some slightly more encouraging signals in a number of respects. ‘First, the headline PMI
6 | Construction Management | Yearbook 2020
did rise for the second consecutive month in October, signalling that the pace of reduction in overall activity continued to ease. ‘At 48.6, it is significantly higher than April’s record low, and is not far from the 50 reading that would point to stabilisation. ‘Indeed, housing activity was a relative bright spot in October as it showed a welcome return to positive growth, making it the strongestperforming sub-sector. ‘Second, forward-looking elements of the results are pointing to possible improvement ahead. ‘Firms posted an increase in new business for the first time in three months, with a modest improvement in orders reflecting a pickup in client demand.
‘Firms posted an increase in new business.' Underpinned ‘In turn, more new business as well as efforts to catchup on work delayed by the pandemic underpinned a further improvement in the employment index. ‘Also, business confidence moved back into positive territory last month helped by reports of a healthy pipeline of work, albeit that uncertainty and concerns around the ongoing impacts of the pandemic continue to weigh on sentiment about the sector’s prospects.’ Housing activity increases. Housing activity increased for the first time in three months. Meanwhile, further reductions were seen in activity on commercial and civil engineering projects. New orders return to growth. Strengthening
customer demand resulted in an expansion of new orders, the first in three months. This was despite ongoing reports of difficulties as a result of the COVID-19 pandemic. Firms expand employment and purchasing. Growth of new orders supported increases in both employment and purchasing activity at the start of the final quarter. Staffing levels posted an outright expansion for the first time in eight months as the respective index rose for the sixth month running from April's nadir. As well as increasing new orders, efforts to catch up on previously delayed projects also supported employment growth, according to respondents. The aforementioned increase in purchasing activity was the first since July. Moreover, the rate of expansion was marked and the fastest since May 2019. Suppliers' delivery times continued to lengthen in October, and to a marked extent that was the sharpest in three months.
Key The COVID-19 pandemic was again a key factor behind longer lead times, while material shortages were also mentioned. Timber was particularly noted as having been in short supply. The rate of input cost inflation subsequently remained sharp and was little-changed from September's 17-month high. Panellists reported higher prices for a range of raw materials. Business confidence improved in October, amid reports of a strong pipeline of work and hopes that the COVID-19 pandemic will come to an end. That said, sentiment remained relatively subdued amid widespread concerns about the potential for further pandemic disruption.
News
Building Renovation Passports ‘could contribute to an increase in retrofit activities’ Irish Green Building Council’s study has found The Irish Green Building Council (IGBC) has published the results of a feasibility study on the opportunity of introducing Building Renovation Passports in Ireland. Building Renovation Passports are masterplans for deep retrofit and include a record of the work carried out. They provide a clear plan, a set of actions, a sequence for them to be carried out, as well as estimated costs, hence empowering homeowners to undertake deep energy retrofits. Building renovation passports are more and more considered as a key solution in Europe to address barriers to energy renovation. The new Energy Performance of Buildings Directive suggests that Governments should consider the feasibility of introducing Building Renovation Passports.
Trained In 2020, the Irish Green Building Council trained ten Irish energy auditors in the development of Building Renovation Passports. The auditors subsequently piloted the passports on twenty single family dwellings across Ireland. The study has been supported
with financial contribution from the Sustainable Energy Authority of Ireland under the SEAI National Energy Research, Development & Demonstration Funding Programme 2018.
Feedback Pat Barry, CEO of the IGBC says: ‘The feedback that we received as part of the pilot was extremely positive: ‘A total of 89% of the homeowners involved felt the Building Renovation Passports enable and motivate them to realise concrete renovation measures in the near future. ‘Building Renovation Passports address the barriers to consumer decision-making by giving homeowners the technical information they need to make informed choices. ‘The feedback received from the energy auditors was equally positive. Many of them highlighted that the record of work could enable better monitoring of policy impacts, hence informing future policies and investment decisions.’
Target Phil Hemmingway, Head of the Research & Technology Department at
SEAI says: ‘The Government’s Climate Action Plan sets an ambitious target for 500,000 homes to be upgraded to a BER of B2 or better in the next decade. ‘SEAI is delighted to support projects such as this through its National Energy Research, Development & Demonstration Funding Programme. ‘This project led by the IGBC explores potential enhancements to the BER rating system. ‘While aspects will be addressed in the new BER Advisory Report, we look forward to investigating potential to expand further. ‘The more we can educate homeowners about energy, the more empowered they will become to undertake energy upgrades and improve the comfort and performance of their homes.’
Invaluable Auditor Sean Byrne of energy consultants 2Eva said: ‘Building Renovation Passports could provide invaluable information to SEAI, but also to energy auditors and new homeowners, who often have very little information on the work that has been completed. ‘For SEAI, it could be a way to gather and interpret very large amount of data to improve policies. ‘For energy auditors, any documentation of previous interventions, no matter how incomplete, is extremely helpful to develop a renovation plan.’ Mr Barry added: 'Recording the work done to a property is extremely useful when a property is sold. ‘By allowing the new owner to take up where the previous owner left off, Building Renovation Passports should increase transparency when a property changes hands and enable the new owner to seamlessly continue the work.’
Requirement The report recommends integrating Building Renovation Passports within the existing BER system and to make it a requirement for grants. It also highlights that it may need to be subsidised for the homeowner. The Building Renovation Passport Feasibility Study can be downloaded on the IGBC website. For more from the IGBC see our Green Building section, this issue. Yearbook 2020 | Construction Management | 9
News
Appointments at Sonica Sonica has appointed Eamonn Kelly as Human Resources Manager. In this new role with Sonica, Eamonn will work closely with department heads throughout the business to ‘design, support and implement HR strategies, benefitting all employees and enhancing organisational performance and capability’.
where we are scaling in a measured way and looking to attract ambitious, exceptional talent, as well our continued dedication to placing employee wellbeing at the heart of everything we do.’ Eamonn joins Sonica with a strong background in managerial HR, and
Dan Ryan
ABOVE: Dan Ryan (left) and Eamonn Kelly (right)
In this role with Sonica, Dan Ryan will oversee all future construction operations, ‘supporting Sonica in targeting large scale business projects both locally and internationally as well as further embedding the Sonica commitment to uncompromising excellence and innovation across their entire project portfolio’. Dan has held previous roles such as Project Director and Operations Manager in which he managed commercial and residential projects of between €10m to €50m. He has also worked on construction projects in the US, with experience of construction teams in Alaska.
Dedication He will also lead on Sonica’s continued dedication to employee support and the advocacy of employee wellbeing, while promoting the personal and professional growth of all members of the Sonica team, both locally and internationally. Donnacha Neary, Founder and MD of Sonica said: ‘We are delighted to bring Eamonn into the Sonica family. I know he will bring great depth of experience and knowledge to this increasingly important role. ‘His appointment reflects our entrance into an exciting new chapter for Sonica
most recently headed the EMEA HR function of Prometric, comprising 250 employees across a variety of countries including Ireland, UK, Netherlands, and the UAE. His appointment is the latest in a series of appointments by Sonica this year, including those of Andreas Heil as Head of Design & Architecture, Dan Ryan as Construction Director and Iris Kavanagh as Head of Marketing.
Saint-Gobain Construction Products Ireland appoints Pádraig Barry as managing director Saint-Gobain Construction Products Ireland has announced the appointment of Pádraig Barry as their managing director. Pádraig was appointed to the role following the retirement of Brian Dolan in June. Pádraig has worked with the Saint-Gobain group since 2007 and has spent the last ten years in the UK as managing director of Saint-Gobain Weber (UK & Ireland). Prior to this, Pádraig was the managing director of Isover Ireland, also part of the Saint-Gobain group.
Senior During his career with Saint-Gobain, Pádraig has a proven track record in leadership and
management, and has amassed an extensive knowledge of the group and the markets it operates in. In his new role Pádraig will be charged with developing and executing business strategies for the Saint-Gobain brands Gyproc and Isover in Ireland. He will also be responsible for leading and guiding the executive team, overseeing the company’s business operations, as well as continuing to grow and enhance Saint-Gobain’s brand and profile as leaders in the Irish building materials market. A Limerick native, Pádraig holds a BSc in Manufacturing Technology and went on to study for an MBA from the University of Limerick.
1 0 | Construction Management | Yearbook 2020
Excited
Successful
Commenting on his appointment as the managing director of Saint-Gobain Construction Products Ireland, Pádraig Barry said he was excited about the new opportunity and looks forward to the challenge ahead. He said: ‘I have been working with Saint-Gobain for more than thirteen years now, so I am acutely aware of the talented team working with the firm across Ireland and the UK. I am honoured to be appointed as managing director. ‘I look forward to engaging with my colleagues and our customers in my new role over the coming months to help create healthy, safe and sustainable buildings for Ireland.
‘As managing director, my focus will be on continuing the successful growth of this business and to use my experience working in the different markets to help guide our team to meet any challenges head on.’ Saint-Gobain employs approximately eight hundred people on the island of Ireland.
Pádraig Barry
News
embedded onsite, allows the amalgamation of both the power of BIM project delivery with solutions-focused strategic planning. ‘The innovative space enables Collen to bring both collaborative planning and digital coordination right to the workface and to the fingertips of project delivery teams in the field, breaking away from a conventional reliance on an office environment to fully utilise collaboration platforms and digital technology in construction.’
State-of-the-art
The road to digitalisation – Collen Construction Since 2015 Collen Construction have embraced the BIM process and have established a strong team of individuals who are spearheading the practice of BIM on a number of prestigious projects from hyperscale data centres across Europe to complex pharmaceutical and infrastructure projects in Ireland.
Process Building Information Modelling (BIM) is a process for creating and managing information on a construction project across the project lifecycle. One of the key outputs of this process is the Building Information Model, the digital description of every aspect of the built asset. This model draws on information assembled collaboratively and updated at key stages of a project. Creating a digital Building
Information Model enables project stakeholders to optimise their actions throughout a project; it creates transparency to the construction and decisionmaking process and should result in a greater whole life value for an asset.
Manager Ray Coote, BIM Manager at Collen Construction says: ‘In 2015 when I joined the company BIM was in its
infancy in Ireland. ‘The BIM process took time to get a foothold but with Construction Industry policy changes around that time, initiated by the UK government, BIM took traction and has now become a prerequisite to prequalification on many large scale projects and a construction industry norm.’ ‘In 2019 Collen brought the “Digital Cube” to life. This collaboration space,
The company recently acquired a Leica RTC360 3d Reality Capture Laser Scanner and is utilising this state-of-the-art equipment on hyperscale data centre projects in Sweden. ‘Our BIM team are really excited about this powerful piece of equipment. It allows us to document and capture our site environments in 3D, integrate our BIM processes with field verification to help us improve efficiency and productivity in the field and streamline our QA/QC procedures,’ adds Ray. ‘The scanner integrates a number of HDR cameras that work in unison with the scanner to capture 360 photographs along with point cloud scans. ‘The integration of the scanner into our workflows will allow us to manage project complexities with accurate and reliable 3D representations and open up the site (virtually) to more individuals, for example, members of the Health and Safety and Quality teams.’ With 210 years of construction expertise behind them, the family owned business has successfully embraced changes in construction processes for over two centuries. ‘Now, Collen is leading the way as the industry enters the era of digital construction.’
Yearbook 2020 | Construction Management | 13
year in review
A
s 2020 nears an end the CIOB Dublin Hub looks back on an unprecedented year. Clearly a huge amount of work has gone in to cater for the needs of members whilst adapting to the ‘new normal’.
A (very different) year in review – CIOB Dublin Hub At CIOB Ireland, 2020 saw us start off the year with some excellent CPD events. Sean Balfe from the NSAI presented at GMIT and Michael McDonagh from the HSA presented at the IMI in Dublin. In March, Alan Barnes, CMYA Ireland 2019 Winner, delivered an inspiring presentation on the Scots Church project at TU Dublin Bolton Street. Little did we know at the time that Alan’s would be our last face-toface event of the year as the impact of Covid 19 began to emerge, with dramatic and unavoidable effects on the construction industry and society as we know it.
Crucial We felt it was crucial to let our members know that we were there to support them during these unprecedented times. We set out to contact members by phone to outline the supports available from the CIOB, such as the Benevolent Fund, our partnership with Anxiety UK and free online CPD, plus additional courses through our Academy, which we hoped might offer some assistance as people navigated their way through these challenging times. As all our face-to-face local hub events and meetings were cancelled, we committed to continuing to deliver a full range of online CPD.
Successful This has proven extremely successful and popular with CIOB members, as we have seen a vast increase in attendance due to the flexibility and ease of access of virtual CPD. Events such as those presented by 1 4 | Construction Management | Yearbook 2020
those aspiring to gain Chartership. The feedback from participants was extremely positive, with the workshops often cited as the factor that helped members get their application over the line.
ABOVE: John Sweeney’s predecessor in the role of Chair, Michael Gallagher, wishes him well as he begins his time in office.
Quigg Golden, which provided an overview of how the Coronavirus outbreak should be dealt with in the Republic of Ireland, under the Public Works, RIAI and FIDIC Contracts, attracted large numbers. So too did our other CPD offerings, which included presentations from Kilsaran and Xtratherm, the RIFT R & D Tax Credit Clinic webinar and an Asbestos Awareness CPD.
Adapt We will continue to adapt our local events so that they can be run online where possible and the future of CPD at CIOB Ireland will most likely encompass a mix of online and face-to-face events, when this becomes possible again. 2020 saw us coordinate six Professional Review Workshops with Dermot Russell, all of which were fully subscribed. These live webinars provided expert guidance and practical tips for
In April, we were delighted to announce the launch of CIOB Ireland on LinkedIn. We are constantly striving to increase member numbers on our page and we hope that as many members as possible will become part of this initiative, which will help us to build a vibrant online community through this new channel. https:// www.linkedin.com/groups/12366342/ In October, CIOB Ireland was honoured to host the launch event of a new networking and campaigning group for the construction community – Construct-Ability. The group’s mission is to be a network for people of ALL abilities, to normalise the conversation and raise awareness of the positive contribution of people with disabilities at work in our industry. The launch was facilitated by Caroline Gumble, CEO, CIOB. Sadly, we were forced to cancel the majority of our larger events planned for 2020, including the Dublin Graduation ceremony, Student Challenge Ireland 2020, CMYA 2021 and the Belfast Dinner 2020. These highly anticipated events are the highlight of the CIOB Ireland calendar. However, plans are underway to reschedule all of the aforementioned as soon as is practically possible.
Changes As 2020 draws to a close, it brings with it changes in both our Dublin and Belfast Hub Committees as John Sweeney and Gary Blair reach the end of their terms as Committee Chairs. John and Gary both demonstrated great enthusiasm for the role and were extremely committed to the development of the CIOB within their Local Hub. We would like to take this opportunity to thank them for the time and effort they have devoted to supporting the work of CIOB Ireland. As we end the year, still living with the restrictions that Covid 19 has brought, our advice to members, and others, who were attending our courses and events is to encourage the use of our online resources. This includes the CIOB Academy CPD portal that hosts a wide range of online learning as well as the CIOB Library.
In March, Alan Barnes, CMYA Ireland 2019 Winner, delivered an inspiring presentation on the Scots Church project at TU Dublin Bolton Street. He is pictured speaking about the project (inset). Our main picture shows Alan and Collen Construction MD, Tommy Drumm, opposite the site as featured in Construction Management Ireland.
Frozen We have frozen all membership subscription fees for 2021, including Chartered Environmentalist (CEnv) subscription fees, to help strengthen our offering of financial support to members. This also applies to Chartered Building Company and Consultancy fees. If CIOB members or their families have concerns about money, housing, work or anything else, the Benevolent Fund is here to assist. For more information, visit www. ciobbenevolentfund.org.uk. We also have partnered with Anxiety UK to offer an easy-to-access support service for those who would benefit from their services.
Sector An efficient and sustainable Irish construction sector is more necessary than ever in order to deliver the increased level of housing and infrastructure that will be required to support the country’s recovery from Covid-19. The CIOB is mindful that this is an unprecedented situation but hopefully our actions, along with those of many other organisations and businesses, will help to contribute towards the practical and useful steps required to reduce the risk of spreading the virus, as we look forward to a brighter 2021. Yearbook 2020 | Construction Management | 15
CIOB (DUBLIN) HUB
1 6 | Construction Management | Yearbook 2020
Taking the reins at a challenging time!
I
t’s that time again when the CIOB Dublin Hub committee changes over with new members and a new chair. This time out it’s Derek Cassidy who will be taking the helm at a very, very strange time for the industry and wider society. Derek spoke recently with Martin Foran about his hopes, his expectations and his own personal journey.
Yearbook 2020 | Construction Management | 17
CIOB (DUBLIN) HUB
D
erek Cassidy is well known to CIOB members and many in the wider industry from his work over the past twenty-five years. He is also well known to CMi and our readers, having been one of the first to welcome Construction Management Ireland along with fellow members of the Dublin Hub Committee chaired by Michael Gallagher a few short years ago.
Now, I’ve been a committee member for four years. ‘It has absolutely been a great help and benefit. It is a demonstration of professionalism, ethical value and commitment to ongoing learning.’
Response Derek agrees that the CIOB has responded excellently to members during the pandemic. This year, for example, he says, ‘our CPDs are communicated through on-line platforms and this has been a massive success. Participation levels increased greatly we have seen. ‘During the pandemic it has been a difficult period with some sectors hit harder than others,' Derek says. ‘However, I think that going forward this robust industry may well come back stronger than ever and construction professionals will need to demonstrate their professionalism. ‘Qualifications and professionalism will be more important than ever.’
Derek became vice chair under John Sweeney who succeeded Michael Gallagher and is now the outgoing chair. From January 2021 it is Derek’s turn to take the reins. In short, this is something that he is more than ready for.
Training Derek gives us a short overview of his professional career describing himself as, ‘a product of the Sisk training centre’. This of course is something he has in common with many others who have gone on to fill top positions right across this sector at home and abroad. Since qualifying there, Derek has spent twenty-five years primarily with ‘tierone’ contractors including Sisk, Collen and John Paul – managing projects with values between 100k and 100m euros. Sisk, says Derek, was ‘a fantastic foundation’, adding that he is in fact a secondgeneration product of the Training Centre there; his father also qualified there and went on to work for Sisk for forty-seven years. ‘I myself was with Sisk for eight years after qualifying,’ says Derek. ‘And responsibility was a huge part of what we learned there. ‘I worked up from the carpentry apprenticeship to site management, project management, bid management and am currently working in the role of Operations Manager with Ardmac,’ Derek says, giving us a summary of his career trajectory. ‘I have been at Ardmac
Big Topics
for a year and a half now. ‘I think I always wanted to work in the industry. My father of course was an influence and so I decided fairly early on that this was what I wanted. And I enjoyed it from the start.’
Contact with CIOB You could say then that it was in the blood. But how did Derek first come into contact with, and get involved with, CIOB? 'I was doing the Site Management and Educational Training course (SMETs),’ says Derek, ‘when I first came into contact with the organisation. ‘That was run in the CIF but was a joint CIOB/CIF course. ‘I really began to be aware of them from then. Attendance at meetings followed on after that.
1 8 | Construction Management | Yearbook 2020
ABOVE: Derek Cassidy. Incoming Chair of CIOB’s Dublin Hub committee.
What does Derek Cassidy see as the big topics during his time in office? ‘Professionalism,’ repeats Derek, adding, ‘we also need to strengthen our membership base for the sake of the construction Industry.’ Very simply, we need to be ready for what the future will bring, he stresses. ‘We need to strengthen our relationship with the Belfast Hub too,’ says Derek. 'We need to work together in a structured collaborative manner. ‘Meanwhile, we will keep doing more on-line and when it is possible, we will return to actual physical events. ‘I’d like to see more members becoming Fellows over the next couple of years,’ adds Derek. ‘We will look at ways to encourage this to happen more.’
Landscape At the time of our conversation, as with so much of our reporting
this year, many things are up in the air in a changing landscape. Right now for example ‘The Construction Manager of The Year’ event looks like being postponed till 2022 and, as regards the annual Student challenge, they are still trying to arrange it in some fashion for next year. ‘The problems are two-fold,’ says Derek. ‘It’s about a venue to hold it in of course. And, if we do it on line, it’s still about the college teams having access to somewhere that is open too.’ At the time of writing we are looking forward still to hearing of the make-up of the next
ABOVE: Former winners of Student Challenge group at Sligo IT with lecturers
Dublin Hub committee and the Vice Chair is also to be elected.
Future As we always say we cannot predict the future exactly in these strange times... but one thing is for sure, we will continue to be here to report, observe and analyse – and the CIOB, Dublin Hub, with chair Derek Cassidy, will remain committed to its members’ needs.
‘I think that the industry will come back stronger than ever.’
CIOB Ireland Contacts: Niamh Webbley-O'Gorman Regional Manager, Ireland NWebbley-OGorman@ciob.org.uk +353 (1) 513 7528 Joseph Kilroy Policy & Public Affairs Manager, Ireland JKilroy@ciob.org.uk +353 (1) 5138950 Jenna Bell Business Development Manager, Ireland jbell@ciob.org.uk +44(0) 1344 630853 Una Hennigan Member Services and Events Coordinator - Dublin UHennigan@ciob.org.uk +353 (1) 513 8943 Julie Fitzsimmons Member Services and Events Coordinator - Belfast JFitzsimmons@ciob.org.uk +44 (0) 1344630729 Update: Annette Main is incoming vice-chair of the Hub Yearbook 2020 | Construction Management | 19
CIOB (DUBLIN) HUB
B
eing chair of the CIOB Dublin Hub I was honoured and privileged to represent CIOB Ireland at both domestic and international levels, writes John Sweeney (outgoing chair from the end of 2020). It has been a memorable role, says John – and challenging at times.
A final recap on my term! One could say my period in office as Chair of the CIOB Dublin Hub was in fact, a period of 2 terms. 2019 was your typical, normal year and then in 2020 COVID 19 hit us with a bang.
Park. Amy Gough CIOB Director of Membership presented the overall winner trophy to Alan Barnes of Collen Construction. This was the largest CMYA event to date in Ireland and it was very successful. We had over 280 people in attendance at this black tie event with industry leaders, main contractors, and of course, the successful finalists. A great evening was had by all with Mario Rosenstock keeping everybody entertained. This event is the only competition solely for Construction Managers to promote their construction management skillsets in delivering their projects to the highest level of professionalism.
Mentor In January 2019 I took over the role from Michael Gallagher who had mentored me during my term as vice chair. Michael had set solid foundations for me to build on. This was a time when the CIOB were restructuring under the heading ONE CIOB. I am proud to say the Dublin Hub was the first hub to have been fully compliant in this restructuring for Hubs. I must thank my employer Collen Construction for affording me the time and effort that was required to chair the Hub for the 2 years.
ABOVE: John Sweeney, outgoing chair, Dublin CIOB hub.
Helpful
construction industry at all times.
My involvement in the CIF Education, Training & Skills Committee was very helpful in promoting my role as Hub chair. Both CIF and CIOB have similar goals for the future of the construction industry in Ireland. During my term I have met a lot of people; educational groups, graduates, students, industry leaders, chairs from other construction professional associations/societies. It certainly opened up my mind on the whole logistical, recruitment and educational challenges that we face in the
A normal year And so, 2019 started off as a normal year. In March I attended the European Hub chair meeting in London and the GMIT construction conference of which the CIOB are a sponsor, Eddie Tuttle Director of Policy, External Affairs and Research presented at it. We had our graduation ceremony in the Mansion house in May with over twenty people conferred by Paul Nash, Past President of the CIOB. In June we had our bi-yearly Irish CIOB CMYA awards in Croke
Prize giving During the summer months I attended the prize giving of CIOB certificates to the top GMIT and CIT graduates in Construction Management courses. The main event of the year was Members Forum and that was held in Edinburgh, during July. This week-long forum was a huge experience to me. It brought home to me the size of the CIOB as an international body representing construction professionals throughout the world and that I was involved in making decisions for it 48,000 members. My key moment was the CIOB President Charles Egbu, Yearbook 2020 | Construction Management | 21
CIOB (DUBLIN) HUB
event and Eddie Tuttle, CIOB Director, presented a session on quality. Special thanks to Martin Taggart for the superb work in organising this event each year.
Virtual
ABOVE: ‘We had our bi-yearly Irish CIOB CMYA awards in Croke Park. Amy Gough, CIOB Director of Membership, presented the overall winner’s trophy to Alan Barnes of Collen Construction.’ (With John Sweeney, far right in our picture).
FCIOB, speech on the Mental Health and Wellbeing in the construction industry worldwide. It was a very impressive presentation as it highlighted the challenges of mental work that we faced in the industry. Special thanks to all in the Edinburgh Hub for hospitality shown to all. I was already looking forward to Members Forum 2020 in Sydney. CIOB’s new CEO Caroline Gumble was introduced to us at Members Forum and in August Caroline visited Dublin with Eddie Tuttle. They had a number of meetings with other professional groups in Ireland and I attended the one with Tom Parlon of the CIF and following that, CIOB became members of the CIF. The last European Hub chairs’ meeting of 2019 was in October and that involved reviewing progress of the CIOB Hubs during the year. We reviewed actions that were agreed at Members Forum in July and set goals for 2020.
Student Challenge In November we had our Student Challenge in Croke Park. This event over the years has grown 2 2 | Construction Management | Yearbook 2020
from strength to strength. Croke Park has proven a major catalyst in attaching both the students and Colleges to the event. GMIT were the successful winners. Great feedback from all that attended. We held our educational forum during the event. We had good interaction from all the Colleges and the CIF. I want to thank John Hanahoe of GMIT for his help in the student Challenge. I represented the CIOB at the annual MBCA Dinner in late November and the Higher Options event in the RDS for promoting careers in the construction industry. 2020 saw the appointment of Jenna Bell as Business Development Manager, Joseph Kilroy CIOB Policy & Public Affairs and Niamh Webbley as Regional Manager for Ireland. The year started off like any other year; we were planning our CPD programme, graduation day and I was planning my trip to Member Forum in Sydney Australia in July. I attended the 10th GMIT Construction Conference in March and our CMYA winner Alan Barnes stole the show with the students. CIOB Past President Paul Nash presented findings on the Grenfell
Our 1st European Hub chair meeting of 2020 was scheduled for late March. This was my 1st virtual meeting. COVID 19 hit us all. This was the beginning of an unknown challenge to both the CIOB and the construction industry worldwide. It took a short period of time to adapt to this challenge and it was amazing how quickly the CIOB and the industry moved in to the virtual world of communication. All face-to-face events were cancelled and Sydney Members Forum was cancelled. A plan was put in place to hold it virtually in July and that was a major success considering all the different time zones around the world. My last meeting of the European Hub chairs was held in October. We reviewed and signed off some new and interesting plans for 2021. The remainder of the year was planning around C-19. CPDs attendances rose sharply by holding webinars. Restructuring of events for 2020 and 2021 are taking place for Student Challenge and the Irish CIOB CMYA event. I will be still involved in the CIOB as PR champion and member of the CIOB Education, Qualifications, Standards and Practice Board of which fellow committee member Brian Graham will be the next Chairperson.
Signing out with thanks With that I am going to sign out with a special thanks to all of the CIOB Dublin Hub committee, CIOB staff in both the UK and Ireland, especially Una and Niamh and all the CIOB volunteers that have helped the committee out at graduations, Student Challenge and the CMYA. To the incoming chair, Derek Cassidy, and his Vice Chair – the very best of luck and hope that you enjoy it as much as I did. Kind regards John
LEAN JOURNEYS
L
ean Construction Ireland, with over 1,700 members, continues to deliver practical support and knowledge to the Irish construction industry as more and more companies embrace Lean thinking and practices to deliver efficiencies within their projects as well as to achieve operational improvements within their organisations.
Developing the application of Lean thinking & practices for Irish Construction Lean Construction Ireland (LCi) is a not-forprofit, membership-based organisation with a vision to transform the Irish construction sector through the adoption of Lean thinking and practices as part of the design and construction process, and move the industry towards more efficient, cost effective and collaborative approaches where projects are Delivered Better, Faster and Together
Reaffirmed Increased regulation around construction and the built environment, combined with international competition and the impact of Covid-19 has reaffirmed the importance of improving efficiencies to reduce project delivery costs and delays whilst ensuring the highest build quality is maintained. With many Irish companies in the Architectural, Engineering and Construction (AEC) sector seeking to better understand those Lean tools and techniques that are available to assist deliver projects in a more efficient manner, as well as wanting to understand how these Lean tools and techniques are deployed and utilised, Lean Construction Ireland has developed a suite of resources that will assist companies understand and embrace Lean to deliver projects better and faster, and through effective teamwork and collaboration realise value for all involved in the project delivery process. Some of these resources include: The LCi Lean Pass Course; The aim of the course is to provide participants with an
introduction to the fundamentals of Lean and Lean in Construction, and to enable construction personnel speak the same Lean language onsite and in the office. This course is delivered by third-party organisations who have had personnel approved by LCi’s Capability Development Evaluation Panel as Lean Pass Trainers, and to date there are 27No Lean Pass Trainers with some 1,500 personnel from across the Irish construction sector having successfully completed the Lean Pass Course. Details of the Lean Pass course are available on the LCi’s website at http:// leanconstructionireland.ie/. In response to the needs of the Irish construction sector LCi is currently putting plans in place to develop Intermediate and
Advanced Lean Pass Courses and these are scheduled to be launched late in 2021. LCi Book of Cases; Now in its third year of publication Lean Construction Ireland’s Annual Book of Cases, which showcases those Irish companies and organisations who have implemented Lean on their capital projects as well as for internal organisational transformation. Since it was first published in 2018 the Book of Cases has become the key reference document for those individuals and organisation seeking to develop their knowledge and understanding of Lean Construction, and has become a hugely valuable resource and reference for the Irish construction sector to assist with the
Yearbook 2020 | Construction Management | 23
Lean journeys
industry, engineering, clients and academia. The following are the current Board of Directors for Lean Construction Ireland:
ABOVE: Darrin Taylor, WIT, editor 'The Book of Cases' with Jason Casey, Ardmac, Director and Vice Chair LCI understanding of the value and benefits of Lean. The Book of Cases underpins the LCi principle of open sharing and exchange of knowledge, information, and experiences around good Lean practices from across all parts of the Irish construction sector, and the 2018 and 2019 editions of the Book are freely available on the LCi website. Book of Cases 2020 is set to be published soon at time of writing.
No. Name
Board Position
Company
1
Richard Fitzpatrick
Chairperson NPHDB
2
Jason Casey
ViceArdmac Chairperson
3
Kevin White
Company Treasurer
Jones Engineering
4
Angelyn Rowan
Company Secretary
Philip Lee
5
Joe O’Sullivan
Director
John Sisk & Son
6
Seamus Lacey
Director
Mercury
7
Trevor McSharry
Director
IT Sligo
8
Anthony Carter
Director
BristolMyers Squibb
9
Richard Casey
Director
DPS Engineering
10
Éamonn Conlon
Director
Senior Counsel
11
Dr. Derek Sinnott
Director
Waterford IT
12
Dr. Avril Behan
Director
TU Dublin
13
Denis Leonard
Director
GRAHAM
14
Niall Stone Director
Designer Group
15
George Farquhar
Irish Water
The depth and breadth of knowledge within the Board is second to none and with a vision to delivering projects better, faster and together – anyone working within the Irish construction sector will certainly benefit from becoming a corporate member of LCi. Richard Fitzpatrick (LCi Chair) says: ‘Activity within the Irish construction sector has been rising continuously for the past 6 ½ years which has been an exciting time for the industry. ‘The impact of Covid-19 in March 2020 had slowed this growth, but the Irish construction sector is resilient and has responded very positively to the Covid-19 challenge. ‘Building on the journey of change the sector has been on over the last number of years with the use of digital technologies to support design and construction processes, a greater focus on off-site and modular construction and a significant move towards the adoption of Lean in construction, this journey of change has been accelerated by Covid-19 and must now actively embrace Lean thinking and practices. ‘Lean Construction Ireland, as the lead advocate for the adoption of Lean in Ireland, is uniquely placed to assist and support construction companies (large & small) and their clients on this journey of Lean understanding and adoption.’ LCi encourages all stakeholders within the construction sector to visit their website for further information about Lean, how to get started, LCi commended Lean service providers, Book of Cases, Approved Lean Pass trainers, as well as detailed information on Lean thinking, practices and tools. There are some excellent resources such as case studies and webinars which are constantly being added to the website. See www.leanconstructionireland.ie for further details.
Lean Construction Ireland National (Virtual) Conference; On 4 November 2020 LCi held its third national Lean conference which brought together over 450 representatives from across the Irish construction sector, including delegates from overseas, on a virtual conference platform. Attending delegates had the opportunity to learn about Lean in construction and listen to 21 presentations from national and international industry leaders and Lean experts, from both public and private sectors, on how they can leverage the benefits of lean concepts to deliver quality projects that are safer, faster and more efficiently leading to increased stakeholder satisfaction and customer value for money. Sponsors of the LCi 2020 national conference included; Ardmac, Autodesk, John Sisk & Son, Philip Lee Solicitors, Fluor, BAM, Jacobs, DPS, Diatec and Jones Engineering.
Recently appointed LCi Directors include:
Lean Construction Ireland (Community of Learning & Practice) – Company Limited by Guarantee Lean Construction Ireland (LCi) made the decision over 2 years ago to become a legal entity and incorporated as a not-for-profit CLG. To lead the organisation and take forward the delivery of LCi’s vision and objectives a Board of Directors was appointed which encompasses experts from across the
ABOVE: Anthony Carter Project Director - BMS
2 4 | Construction Management | Yearbook 2020
Director
ABOVE: Éamonn Conlon Senior Counsel
ABOVE: George Farquhar Irish Water
Project Notes
Excellence in concrete design and construction was again celebrated at this year’s Irish Concrete Society’s Awards, which were announced virtually in October.
Galway Picture Palace wins 38th Irish Concrete Society Award! This year saw the thirty-eight Irish Concrete Society Awards take place virtually. The awards recognise ‘excellence in both design and construction in concrete’ and are adjudicated by a distinguished, independent jury of industry professionals.
Reviewed The main awards jury reviewed a total of forty-one projects nominated in three categories of main awards – Element, Infrastructure and Building. There were also eight projects nominated for the 8th International Award, which is sponsored by Enterprise Ireland. In addition, the winners of the biennial Sculpture Award and the annual Séan de Courcy Student Award were announced.
Congratulate Speaking of the awards Chairperson, Eamon Booth, stated: ‘While we were unable to hold our annual awards evening this year, I would like to take this opportunity to congratulate our winners and to recognise all of this year’s entrants for raising the benchmark in quality and excellence in concrete construction through their combination of skill, ingenuity and teamwork. ‘All nominees deserve great credit for setting such high standards for others in the industry to follow. ‘I hope to see you all in person next year and to celebrate your achievements with you.’
Building category and overall winner: Winner: Galway Picture Palace, Galway City Chosen from a total of twenty building category entries and forty-one entries for the overall award.
at its core. To achieve this in the heart of Medieval Galway is all the more remarkable. This is a tour de force on so many levels.’
Jury quote: ‘This deeply entwined piece of city in the form of a modern day tower house is only made possible by the mystery and thickness that in-situ concrete has allowed here. Great caverns open and close; stairs rise and twist; light falls from on high. This is a project of supreme dexterity and command that from the outset puts in-situ concrete construction
Project Client: Solas Galway Picture Palace Teoranta; Element Pictures Project Architect: dePaor Project Engineer: CORA Consulting Engineers Project Contractor: JJ Rhatigan Major Suppliers: Roadstone; Gerard Leslie Sculptor
Yearbook 2020 | Construction Management | 25
Project Notes
Project Notes
Infrastructure category winner:
The Curragh Racecourse, Co. Kildare Chosen from a total of 7 projects entered Jury quote: ‘Through the use of precast concrete elements this racecourse stand manages to produce an extremely elegant and light interior with great precision and quality. The very high standard of concrete finish achieved is only made possible by the off-site factory finish. The under croft of the stand makes for many beautiful spaces that will be enjoyed by many into the future as Irish Racing’s spectacular new showpiece.’ Project Client: Curragh Racecourse Project Architect: Grimshaw Project Engineer: AECOM Project Contractor: John Sisk & Son Major Supplier: Banagher Precast Concrete; Kilsaran
Elemental category winner:
Grangegorman TUD Campus, Dublin Chosen from a total of fourteen entries Jury quote: ‘Through the use of repetition, pattern and texture of a simple concrete pavior at the new Grangegorman Campus, the resulting public realm is transformed into a high quality public surface for Technical University Dublin as it begins its new life. Much like the way that the cobblestone is part of the psyche of Trinity College public realm, the careful crafting of surface from a modern concrete pavior makes for memorable public realm for future generations of university life at Grangegorman.’ 2 6 | Construction Management | Yearbook 2020
Project Client: Grangegorman Development Agency Project Architect: Mitchell & Associates Project Engineer: Roadbridge Project Contractor: Roadbridge Major Suppliers: Kilsaran; Premier Paving
Project Notes
Sculpture award Held every two years this Award scheme enables the Society to acknowledge the work of sculptors who use concrete as a medium of expression.
Séan deCourcy Student Award This is an annual award given to the best final year project on a concrete related topic from the engineering faculties of 3rd level colleges. The award is named after the late Professor Séan deCourcy, an inspirational professor for many years at UCD, a former chairman of the Irish Concrete Society, an author and historian of note.
The Jury consisted of Jane Fogarty (Artist) and Douglas Carson (Architect).
Winner: Cillian Collier (University College Dublin) Project title: Characterising freeze-thaw damage in concrete
Winning piece: ‘Reflectors’ by David Beattie
Winner of the 8th International Award:
Shay Murtagh Precast for ‘Meridian Water Rail Station, Enfield, London’ This award, sponsored by Enterprise Ireland, recognises Irish companies who export product or service off the island of Ireland.
(Enterprise Ireland).
The Award reflects the continued emphasis on export for Irish construction. The Jury included Bryan O’Rourke (Architect), Ed Hanlon (Engineer), and Donal Byrne
‘The judges were impressed by the quality, efficiency, and delivery of a complete railway station on programme and within budget. The success of this innovative design
Chosen from a total of 8 entries.
Jury quote:
solution is a model for future precast concrete structures within the Network Rail Infrastructure.’ Project Client: Meridian Water Rail Station, Enfield, London Irish Export Company: Shay Murtagh Precast
Yearbook 2020 | Construction Management | 27
GREEN BUILDING
TOWARDS A HIGHER LEVEL OF AMBITION
T
he Irish Green Building Council (IGBC) has been working hard this year, despite the pandemic, and we’re delighted they have come on board – once again – to present this special update.
T
he year 2020 is one we will all remember for a long time. With the coronavirus crisis forcing us to spend more time at home, buildings and the importance to improve them, have come into sharper focus. But the year 2020 also marks the introduction of more ambitious policies and legislation on climate and sustainable buildings at national and European levels. Now that the vision has been set, actions are needed to break down long-standing barriers to energy and resource-efficiency in the built environment, and to improve the buildings we live and work in. The Programme for Government has set an ambitious target to halve our greenhouse gas emission over the decade and to reach carbon neutrality by 2050 – a target which will soon be written into law as part of the Climate Bill. To achieve this goal, all sectors will need to decarbonise. For the built environment, this will mean going beyond the existing near Zero Energy Building Standard (nZEB). Towards large scale, deep renovation Most of our existing buildings are energy inefficient and many
rely on fossil fuels for heating. It is estimated that over 1.5 million homes need to be retrofitted by 2050 and the Climate Action Plan has set a target to retrofit 500,000 homes to a Building Energy Rating (BER) of B2 by 2030. This is the equivalent of all housing in County Dublin, an extremely ambitious target, which will require a step change in the rate and depth of energy renovation.
ABOVE: BRP auditors
Retrofitting has also been identified as a key priority at EU level, to reduce emissions, improve people’s health and wellbeing, and in the context of the Covid-19 economic crisis, to support job creation. The Renovation Wave strategy published by the European Commission in October 2020, highlights a wide range of
policies and tools to overcome existing barriers to retrofit.
Central Central to the plan will be the introduction of minimum energy performance requirements for all existing buildings as part of the revision of the Energy Performance of Buildings Directive (EPBD) in 2021. To support decision-making, the strategy also highlights the importance of quality data. In particular, it suggests reinforcing and strengthening existing BERs, integrating them with digital logbook – a repository of relevant data relating to a building, and retrofitting roadmaps. From a finance point of view, the strategy encourages Member States to use the EU’s Recovery and Resilience Facility to finance their building renovation projects and fund support measures. Finally, the strategy promises a shift to circular renovation and life cycle thinking. This is to reduce materialsrelated carbon emissions and to ensure increase in renovation works does not increase waste. To achieve this, a 2050 roadmap for reducing whole lifecycle carbon emissions in buildings, Yearbook 2020 | Construction Management | 29
GREEN BUILDING
will be developed by 2023. Bringing buildings into the circular economy Most of the industry and policy focus to date has been on tackling operational carbon – 29% of global emissions. But the construction of new buildings and infrastructure accounts for 11% of global carbon emissions, before they are even used or operated. These ‘embodied carbon’ emissions result from use of carbon intensive construction products and wasteful practices in the design and construction process. To meet the imperative to maintain the global temperature rise below 1.5°C upfront embodied carbon must be addressed in addition to operational carbon. It hence is extremely encouraging to see the focus is starting to change to whole life carbon and broader sustainability issues.
Highlights The EU’s Circular Economy Action Plan highlights that the strategy for a sustainable built environment to be published next year should be designed to ensure coherence across relevant policy areas – carbon, energy, resource efficiency and management of construction and demolition waste. Besides taking into account embodied carbon, the strategy will promote measures to improve durability and adaptability of building assets, as well as initiatives to reduce soil sealing and rehabilitate abandoned brownfields. Targets for material recovery are also expected to be reviewed. This shift to a whole life cycle approach will be supported by the Level(s) European framework for sustainable buildings officially launched in October 2020. Level(s) has been developed as a set of guiding principles in improving the sustainability of buildings from the life cycle perspective, including the transition towards circular economic models. 3 0 | Construction Management | Yearbook 2020
It encourages lifecycle thinking and supports users all the way from design stage through to operation and occupation of a building. As an organisation that has always advocated for a more holistic approach to sustainability in the built environment, the Irish Green Building Council welcome these developments. Now that these high-level strategies have set the vision, success will depend on how well they are turned into action in the coming years.
Moving from vision to implementation
more attractive, accessible, and affordable for homeowners, the IGBC is also supporting the development of one-stop-shops for retrofit and has piloted a Building Renovation Passport for Ireland. Building Renovation Passports are masterplans for deep retrofit and include a record of the work carried out. They provide a clear plan, a set of actions, a sequence for them to be carried out, as well as estimated costs, hence empowering homeowners to undertake deep energy retrofits. In 2020, the IGBC with support from SEAI piloted it on 20 singlefamily dwellings across Ireland. BRP pilot map
The Irish Green Building Council (IGBC) is already working on a number of projects to support industry in this transition towards more resource and energy efficient buildings. Supporting the Renovation Wave Meeting the 2030’s renovation targets set in the Climate Action Plan will require an average of 50,000 homes to be renovated to a BER of B2 or cost optimal equivalent each year to 2030. This represents a massive increase from the 1,500 dwellings which were renovated to that level through SEAI’s support in 2019. To increase the rate and depth of energy renovation, the Irish Green Building Council is working on several projects to make it more attractive, more accessible but also more affordable. First, the IGBC is developing a multi-level energy renovation framework as part of the EU funded project, Build Upon². The Framework which is currently piloted by Dublin City Council has been designed to support local authorities in better measuring and capturing the impacts of their renovation initiatives, including their co-benefits. Besides allowing authorities to better evaluate which energy renovation initiatives are successful and why, the Framework should help them in making a better business case for energy renovation. To make energy renovation
‘IT IS ESTIMATED THAT OVER 1.5 MILLION HOMES NEED TO BE RETROFITTED BY 2050.’ The feedback received was extremely positive, with 89% of the homeowners involved saying the passports enable and motivate them to realise concrete renovation measures. The feedback received from the energy auditors was equally positive. Many of them highlighted that the record of work could enable better monitoring of policy impacts, hence informing future policies and investment decisions. By improving the availability
of data for valuers and lenders, BRPs can also help to de-risk investments in energy renovation. Based on this pilot a feasibility study on the opportunity of introducing Building Renovation Passports in Ireland was published. The report recommends integrating the Passports within the existing BER system and to make it a requirement for grants. It also highlights that it may need to be subsidised for the homeowner. To increase homeowners’ confidence in the outcomes of energy renovation and to address skill shortages in the industry, the IGBC is trying to better incentivise building professionals and construction workers to upskill in that area. In particular, the IGBC is working on the development of a Renovation Advisor Register to increase transparency in the market and will pilot ‘competencybased tender clauses’ in 2021. To facilitate energy renovation upskilling, the IGBC will also work with hardware stores and further improve the Build Up Skills App which was launched in 2020. The App which is available on Google Play and App Store allows building professionals and construction workers to identify energy renovation training courses that suit their needs in one click. Going beyond energy efficiency – Towards whole life carbon Half a million homes will be built in Ireland up to 2040 – including 355,000 by 2030. This will have a significant impact on Ireland’s carbon emissions and the achievability of reaching carbon neutrality by 2050. In fact, the construction process alone - before these homes are occupied, will add more than 1.5 million tonnes of carbon emissions each year. Addressing whole life carbon in the built environment was extensively discussed at a workshop with Minister of State Ossian Smyth organised by the IGBC as part of World Green Building Week 2020. To achieve carbon neutrality, Ireland must develop a detailed roadmap to a fully decarbonised built environment and the public sector must lead by example. Whole life carbon assessment is
already a requirement at planning stage for all homes in the Netherlands and other countries are following, France in 2020 and Finland in 2025. The Home Performance Index certification was developed by the IGBC to ensure broader sustainability issues such as whole life carbon, are fully taken into account when building new residential developments. The IGBC has also launched a successful Environmental Product Declaration (EPD) campaign whereby
ABOVE: BRP test
specifiers commit to ask for EPDs and prefer products with EPD where possible within procurement restrictions, hence helping to drive the demand for better whole life environmental data from manufacturers. In 2021, the IGBC will work on the implementation of some of the key learnings of the Whole Life Carbon workshop.
In particular, we will work on the development of a clear roadmap towards carbon neutrality and support the integration of Level(s) whole life carbon indicators into Green Public Procurement as part of the EU funded Life Level(s) project. The IGBC will also continue mainstreaming whole life carbon through webinars and Life Cycle Assessment training for building professionals. IGBC’s online learning hub launched To support the industry in this transition, the IGBC has made available a number of resources through its new online Learning Hub. These include webinars delivered by industry experts on nZEB, energy renovation, life cycle assessment, circular construction, IAQ, ecology and much more. New webinar series and training courses will be added in the next few weeks. 2021’s highlights will include four conferences. Conferences on sustainable commercial buildings and whole life carbon approaches in the first part of the year, and conferences on energy renovation and sustainable homes in the second half of 2021. For further information on the Irish Green Building Council and to access the online learning hub, please visit www.igbc.ie. Further information on the Home Performance Index certification is available at www.homeperformanceindex.ie. Yearbook 2020 | Construction Management | 31
facilities management
Facilities Managers and Covid-19 in Ireland Pat Gaughan of Advanced Workplace Solutions regularly updates us on all things concerning facilities management (FM), in Ireland. Naturally, we turned to Pat for his thoughts on how the pandemic had impacted his sector. As always, his piece makes for very interesting reading!
I
n line with everyone else, the impact of the Corona virus has severely disrupted how Facilities Managers deliver services. With the majority of office staff now working from home the questions on everyone lips included: is the office now dead? if so, where do we go from here? A run through of some of the major players in the tech industry based in Ireland, has shown that the inclination to return to the office anytime before June 2021 is unlikely. Offices that were once packed with thousands of staff are now occupied solely by the Facilities Teams operating skeleton staffs.
normal, FM’s are planning the next steps in helping to shape the interaction and connection that people will have with their organisations and the workplace. The conversations now centre on Distributed Working rather than Flexible Working. Organisations are now looking at the hard fact that working remotely, away from the office, is now here to stay. They are now planning on employees visiting the workplace no more than 2-3 days a week. Indeed Neil Usher has come up with the 221 formation: 2 days in the office, 2 days at home and 1 day anywhere.
Interact However, the initial disgorgement of buildings across Ireland and the rest of the globe has turned to future planning and how teams can interact with each other. By now everyone has had their fill of zoom calls and virtual coffees. Recent statistics have shown that productivity is up for most organisations with WFH having a positive effect and removing, for many, the daily drudge of the commute from the Dublin ‘burbs’ of Kildare, Wicklow and Meath. The initial flurry of activity for FM’s was mothballing building services, renegotiating reduced contracts with service providers and ramping up to provide equipment for all the new home offices that have sprung up everywhere.
Next steps Now that we are all adjusting to the new
is turning to something more agile and diverse that will cater for the ability of teams and departments to meet and connect and yet stay safe whilst avoiding the knee jerk reaction to start building walls and putting up screens everywhere and risk taking us back to the dark days of hermit working in cellular units. Work is already beginning on developing Hub spaces that will service those workers that want to break out of the home but no longer want to commute. A collection of hive-like locations where teams can connect and meet in their own local environment, working together or individually as required. Touch down pads to satisfy our basic human need to socialize and have our moments of serendipity.
Upside The upside of the pandemic has meant that there has been more time for people to reflect and think. This has resulted in an increase in, not only a plethora of articles on FM & the Workplace, but also new books such as Chris Kane’s, as mentioned. Conferences have abounded as well with the Workplace Summit moving from Croke Park to an online presence. Speakers discussed and expounded on the ever-changing demands of the Workplace, how it will meet the demands of inclusivity for the next generations and create a sustainable environment through the medium of BIM (Building Information Modeling).
Networking
Need? Chris Kane, a native of Kildare, in his new book, Where is my office? Reimaging the Workplace for the 21st century, goes even further and questions the need for any further high rise development in Dublin. Companies, he says, will need to start looking at turning commercial space into apartments. The office space will start to divest itself of the open plan set up and instead
Networking events have moved online too but don’t seem to have the same resonance as face-to-face exchanges. Training has exploded rather than imploded. Facilities managers are taking the opportunity to obtain qualifications and move up to the next level. Rather than wither away, FM has taken the opportunity to not only thrive but to take centre stage in driving and implementing the way and where we will work for the foreseeable future. Pat Gaughan is a committee member of IWFM Ireland (The Institute of Workplace & Facilities Management)
‘Training has exploded rather than imploded.’ Yearbook 2020 | Construction Management | 33
Tech Talk
Geoscience Ireland: assisting Irish companies win business overseas
What Lies Beneath G
eoscience Ireland (GI) is the business cluster of over forty Irish geoscience companies bringing integrated expertise to civil, structural, water, natural resource and environmental developments in over eighty countries. GI is sponsored by Geological Survey Ireland (a division of the Department of the Environment, Climate & Communications) and its network of experts provides design, consultancy and contracting services to public authorities, private sector clients and multilateral development and financial institutions. GI is supported in its internationalisation ambition by Enterprise Ireland and the Department of Foreign Affairs.
provided by GI companies are critical to engineering decisions – and the deeper the foundation, the more complex the underlying geo-systems.
Expertise
‘From Ballaghaderreen to Nairobi, GI companies provide the geotechnical design and engineering expertise which is critical for ensuring the longevity of our buildings, and road and rail networks.’
Prominent Geoscience is most prominent in the early stages of infrastructure development, although it is relevant at all stages in contracting works in terms of design, construction and in-situ monitoring of geotechnical solutions and environmental impacts. A major component of site investigation and preliminary geotechnical design is informed by a geological assessment of the terrain and topography. The geological, geophysical, geochemical and environmental services 3 4 | Construction Management | Yearbook 2020
From Ballaghaderreen to Nairobi, GI companies provide the geotechnical design and engineering expertise which is critical for ensuring the longevity of our buildings, and road and rail networks. GI is outward looking – over 40% of its members’ turnover is won in overseas markets – and keen to export Irish expertise to foreign markets, not only to improve the durability of infrastructural developments of all types in those countries but also to generate economic growth and employment in Ireland. GI companies generated €1.23bn in 2019 and reported job growth of fifty-one high-skilled jobs since in the first half of 2020 (a modest growth figure tempered by the impacts of corona virus). Our array of case histories is available on our website (www.geoscience.ie); for more information, or to review GI’s membership criteria, please visit www. geoscience.ie or contact andrew.gaynor@gsi.ie Andrew Gaynor, business development manager, Geoscience Ireland
HOW THE LAND LIES
Once again we have linked in with Construction Information Services (CIS) for another special article outlining the lie of the land. As usual, they have some fantastic insights and information for us!
CIS view
Yearbook 2020 | Construction Management | 37
How the land lies
LEFT: Work is now underway on a €19m 80 bed Community Nursing Unit, The Sheil Hospital, Ballyshannon in Donegal.
The levels of pipeline and active construction over the period covering Quarter 3 2020
T
his article, and the associated report and analysis available online on www. cisireland.com, details the levels of pipeline and active construction over the period covering Quarter 3 2020. It gives an important insight into the recovery in the period immediately post-Covid Lockdown in March 2020 – and in advance of further restrictions now being faced by both jurisdictions in Ireland.
and Commercial have shown significant decline. Overall figures however show a positive increase in investment due to the £500m regeneration proposals known as Tribeca Belfast. In the residential sector, pipeline investment in ROI shows a massive 50% increase in investment to €17bn, when compared to the same period last year, representing over 15,000 housing units.
Northern Ireland shows a 12% fall in investment value over the same period and a 3% decline in the number of housing units planned in the period at 2,351. Project starts in the Republic of Ireland in the non-residential sector are in overall decline. The value of projects started in Q3 fell by 21% over the same period last year and the overall number of projects started fell by 28% to 382.
Overview Our analysis shows a 19% decline in pipeline activity in the nonresidential sector in the Republic of Ireland over the same period in 2019. In particular the Commercial and Hospitality sectors have shown 23% decline in comparison to Q3 2019. In Northern Ireland all sectors outside of Medical
ABOVE: £500m Phased Regeneration Proposals known as Tribeca Belfast
3 8 | Construction Management | Yearbook 2020
The Medical sector was the only sector to show an increase in the period, rising by 41% over Q3 2019 to €127m. Commercial, Retail and Hospitality project starts fell by 33% and Education projects starts by 50%. In Northern Ireland the decline in the value of non-residential project starts was less pronounced at 9% however the number of projects started overall fell by 23%. In the Residential sector project starts in the Republic of Ireland fell by 2% in terms of both value and the number of projects but overall, the number of residential units commencing increased by 2%. In Northern Ireland residential project starts increased across the board from Q3 2019 in terms of value, number of projects and number of residential units.
Commercial, Retail & Hospitality This sector in Ireland showed an overall decline of 23% in pipeline investment over the same period last year. Investment in hotels fell by 21% over the period although the number of hotel beds increased to 882 – a rise of 13%. Investment in bars and restaurants bucked the trend rising by 16% over Q3 2019. Project starts fell by 1/3 over Q3 2019 to €311m representing a 19% drop in overall floor area. Pipeline investment in NI rose significantly over Q3 2019 on the back of the £500m Phased
Regeneration Proposals known as Tribeca Belfast. Project starts however were down by nearly 50% over the same period last year.
Medical Plans approved in the medical sector in Q3 2020 fell by 30% over the same period in 2019 to €185m. The nursing home sector accounted for nearly €100m of this figure with 912 new nursing home beds planned. Primary care centres also contributed significantly to the pipeline. Project starts remained steady this quarter and in comparison to Q3 2019 but overall investment rose by 41% to €127m boosted by investment in primary care centres which amounted to over €78m. In Northern Ireland, although the number of projects granted planning permission fell by 18% to 14 over Q3 2019, the value of investment rose significantly by 344% to £45m. There were no significant project starts in the medical sector during this quarter in NI.
Education Plans granted in Ireland fell in value by 9% over Q3 2019 with 158 projects getting the go ahead. In the higher education sector investment fell by 35% to €60m while in the schools sector investment rose by 57% to €66m. Project starts were down significantly over the same period last year falling by 50% to €60m with the number of projects started falling to 87 – down 36%. The higher education
sector bore the brunt of the decline in investment falling by 84% to €11m. Plans approved in the Education sector in Northern Ireland fell in value by 44% to £31m with only 15 projects in the pipeline compared to Q3 2019. Fourteen new projects started in this sector which is a significant increase on the same period last year but overall new starts remain on a low trajectory after 2018. To date, the industry has performed well under compromised conditions and has been exempt from the Covid restrictions imposed on other sectors of the economy. Whilst there have been some Covid cases on sites, the vast majority have stayed open and operational. CIS will be closely monitoring the situation on sites and reporting on changes in terms of project delays and mitigating factors. We will also be closely monitoring key indicators that may impact future activity such as the planning pipeline and the volume and timelines of tenders, project commencements and completions. Construction Information Services (CIS) provides comprehensive, researched, verified and real-time information on all building projects throughout Ireland North and South. For more information call: +353 1 2999 200 or email sales@cisireland.com
ABOVE: Plans Approved for €45m Future Tech Building at Dublin City University Campus, Glasnevin, Dublin 9.
‘CIS will be closely monitoring the situation on sites and reporting on changes in terms of project delays and mitigating factors.’
DIPLOMA CENTRE DIPLOMA IN CONSTRUCTION LAW
• • • • • •
Commencing 10 October 2020 Flexible onsite and online learning options All lectures webcast Workshops featuring problem based learning and small group work Specialised introductory streams for lawyers and nonlawyers Fee: €2,900
Our advanced level diploma provides a comprehensive overview of the specialised discipline of construction law and practice in Ireland. The teaching faculty features experienced practitioners from leading law firms and industry experts. The course covers the following module scheme: 1. 2. 3. 4.
An introduction to construction law Procurement – the tendering process Construction contracts Dispute resolution
Visit t e
www.lawsociety.ie/diplomacentre 01 672 4802 diplomateam@lawsociety.ie
Yearbook 2020 | Construction Management | 39
Diploma Centre Construction Law 2020 ad.indd 1
27/07/2020 10:58
movers & shakers
I
ncreasing capacity was a challenge in 2020 but one that Dornan met nonetheless. Focusing on our core sectors in Life Science, Datacentre, Commercial and Industrial, we are currently on course to have our best ever year with a strong workload booked to the end of 2021.
Committed We are committed to our reputation for excellence in safe project delivery supported by continuous innovation and detail engineering. Dornan involvement in projects from an early stage has proven invaluable to our Clients. Trusted to approach every Project with strategic solution methodologies, our off-site fabrication and off-site assembly solutions and expertise, backs our approach to reduce build cost, reduce site density, optimise multiple work-fronts, improve schedule, and
Dornan Engineering Ltd – on course for ‘best ever year’ ensure quality excellence. Dornan aligns and integrates Client project core principles on safety, quality, schedule, and cost.
Specialist As a Project oriented M&E specialist we have developed tailored efficiencies implemented by an experienced workforce. Each Project is headed by a dedicated on-site Project Director and supported by our Head Office in Cork, and our offices in Dublin and London. Clients trusting Dornan to deliver their Mechanical and Electrical installation projects in Ireland include Edward Life Science in Limerick, WuXi Biologics in Dundalk, Lilly in Cork, along with major datacentre projects for confidential Clients. Dornan achieved growth in 2020 despite the challenges brought by the COVID-19 global pandemic and lockdown. We implement a world class Health and Safety programme, and COVID-19 measures were seamlessly incorporated to protect our employees and workforce in all locations.
Our efforts to decrease feelings of anxiety while increasing the need for vigilance was important. Therefore, in addition to circulating EHS COVID-19 support and services, our Mental Health and Wellbeing programme was rolled out to all employees and workforce from February.
Dornan personnel hours without an LTI reflects the importance of working for excellence in EHS and Mental Health Programmes. It is important for Dornan to continue investment in our industry and we believe our future generations will continue to define Ireland’s role in providing excellence to FDI clients.
Strong emphasis
Invest
Dornan Leadership placed strong emphasis on delivering our mental health initiative to raise awareness, build understanding and assist and alleviate strains on mental health and stress caused by the on-going crisis. Our Mental Health and Wellbeing Programme was delivered to all our offices and sites. This Programme includes trained mental health first aiders in every location along with free professional and confidential support services. We were delighted to see our on-line feedback survey report a very positive response to the programme. Dornan strive to be an industry champion for mental health and wellbeing. Achieving two million
We continue to invest in digital solutions, collaborative engineering and support STEM initiatives in schools and are currently looking to enhance our programme promoting and encouraging careers in engineering, technical craft and other opportunities in Ireland’s construction industry to a diverse group of primary and secondary students. Dornan present more than career opportunities to our graduates and apprentices; we offer a career path supported by a comprehensive CDP programme. Excellence in all we do is a core value in Dornan. www.dornan.ie Yearbook 2020 | Construction Management | 41
movers & shakers
O
ver the last five years Jim Curley CEO, Jones Engineering, along with the Senior Management Team at Jones Engineering, have overseen the successful completion of over €2bn worth of projects ranging from the Medical, Life Science, Building Services, Industrial, SemiConductor, Data Centre and Power and Energy Sectors, almost half of which was overseas.
Over 3,000 people They currently employ over 3,000 people working throughout Ireland, Europe and the Middle East in 14 different countries. These employees come from twenty-five countries, as far apart as Brazil and India. Jones also has a number of high profile projects across Ireland. These include the Exo building, which is Dublin’s tallest office building; WuXi Biologics facility in Dundalk, which has been described as the ‘Factory of the Future’ by Taoiseach Leo Varadkar; and the National Children’s Hospital, the largest, most complex and significant capital investment project ever undertaken in healthcare in Ireland. They have also completed mechanical and electrical works on the Janssen Sciences Plant Expansion, BioCork2, which was recently awarded with 2020 ENR (Engineering News Record) ‘Global Best Projects’ award in the Healthcare Category.
Covid-19 Like every other industry the current Covid-19 pandemic has impacted all levels of the company and presented a range of challenges both on site and in offices around the world. Jones teams have worked tirelessly to implement the guidance provided by the HSE, medical experts and World Health Organisation (WHO) to ensure all employees have a safe working environment and to reduce the spread of the virus. Innovation has been an everpresent word at Jones from their earliest days. They believe productivity and innovation need to be a huge focus, making the Irish construction industry the most productive, highest quality, safest and competitive in Europe and beyond.
4 2 | Construction Management | Yearbook 2020
Jones Engineering committed to Continued development Productivity
State-of-the-art
One of the ways Jones are looking to the future of productivity is with the movement of the construction process away from the physical site into controlled manufacturing and assembly environments by providing modular and off site construction solutions. They have invested heavily in the past number of years, in not just leaner ways of working but in challenging how the Engineering and Construction sector approaches the delivery of projects. These efforts have culminated in the launch of a new division Jones Engineering Manufacturing Ltd. Jones Engineering Manufacturing is based in a recently constructed 9,000m2 centre of Design for Manufacturing & Assembly (DfMA) excellence.
This state-of-the-art facility brings their core competencies in Mechanical, Electrical & Instrumentation and Fire Protection and the added competencies of Civil, Structural & Architectural under one roof. This allows the teams to design, manufacture, install and deliver modules from small to large scale projects. Using fast track modular design processes also takes a large percentage of the project work off-site which improves site congestion. This is of even more importance now due to the current Covid-19 pandemic. Reducing the number of people on site at any one time increases the safety of everyone. It is possible to provide clients with 'Speed for Delivery' while prioritising safety when we look to innovative solutions such as this.
Future
‘Innovation has been an everpresent word at Jones from their earliest days.’
Looking to the future, Jones are committed to continued development in enhancing these tools to drive efficiencies. As they extract key learnings from every project they will continue to evolve to service their clients’ changing needs. www.joneseng.com
Ardmac – we know what matters
A
t Ardmac we know what matters during challenging times as well as good times, is strength in our business, in our teams and in our relationships. Above all we are a trusted, financially strong company that will continue to deliver excellence, weathering the storms in whatever shape they come. Ardmac is an International Company that delivers high value workspaces and technical environments. We have worked for over 80% of the Global FDI Pharma and Technology companies present in Ireland. Showing strong predictable growth in turnover, and building capacity and opportunity through key investments, Ardmac has leveraged its financial strength to develop its offerings and deliver innovative solutions.
International Internationally the company is working on Pharma and Hyper-Scale Data Centre projects in the Netherlands, Denmark and Belgium. In Ireland, recent projects include office fit outs for Ellucian, Genesis Aviation and the NTA in Dublin. The Technology sector accounts for approximately two-thirds of annual revenues and there are strong growth opportunities for all parts of our business across existing and new geographies. We put our customers at the centre of everything we do, coming on board as partners in the early stages of a project and following through with our ‘no surprises’ commitment during the project, and ‘best in class’ customer surveys on completion. We have listened to our customers and developed a variety of offerings from early planning, to detailed and integrated design, to modular and offsite construction, achieving
excellence in safety and quality and saving weeks and months in process time.
Fundamental We are not complacent; investment in innovation, safety and people is fundamental to our business. In recent years the Ardmac team have seen the demand for modular solutions increase as customers demand shorter, more predictable construction schedules. In Cental, Ardmac now has that crucial manufacturing fabrication infrastructure that provides the expertise and capacity required to construct complex high-value projects offsite and then deliver them to customer locations. Cental’s manufacturing capability dovetails with the partnership with Germfree Laboratories to provide prefabricated turnkey modular cleanrooms and biosafety laboratories to the biopharma and healthcare sectors throughout Europe. It also provides a manufacturing base for all other Ardmac modular solutions under one roof. One such product is the recently launched MediPod.
healthcare applications including intensive care and isolation units. They are part of a suite of offerings Ardmac is now providing for highvalue workspaces and technical environments across the healthcare, pharma, research and IT sectors. The self-contained pods are designed for ease of delivery by road and rapid installation on site. The MediPods can be sited and ready for use within days, minimising disruption to the site location. They are designed to operate as complete functioning units and include HVAC systems, plumbing, electrics, medical gases and primary containment equipment.
High value Ardmac delivers high value workspaces and technical environments in Ireland, the UK and Europe. Headquartered in Dublin with regional offices in Cork, the UK and Belgium, Ardmac believes in setting new industry standards, exceeding customer expectations and driving innovation. We would look forward to talking about your next project. Ronan Quinn, CEO, Ardmac www.ardmac.com
Environment MediPods, are stand-alone modular buildings that are manufactured and fitted out in a controlled factory environment. MediPods have been designed for Yearbook 2020 | Construction Management | 43
movers & shakers
Bennett
B
ennett (Construction) Ltd is a leading family, Tier 1, construction contractor which has been at the forefront of construction for over 100 years and is now in its fourth generation. It undertakes projects in Ireland, UK and Germany and currently has 15 projects on site with a combined value of over €700m.
Interesting projects The company currently employs over 230 people. Bennett’s primary goal in business is to keep their experienced teams active on interesting projects. Their organisational structure has evolved over their 100 year history but they retain a very handson approach to projects with main board director involvement in every project. ‘This focus on the small detail is what sets Bennett apart from their competitors and allows them to repeatedly deliver for clients and allows them to win work on a repeat basis,’ we are told. The Bennett supply chain is diverse and robust and they have built up strong relationships with their partners over many years and can ensure that the challenges of delivery on each project are matched by the skillsets within their supply chain.
– at the forefront for over 100 years Completed Bennett recently completed the commercial element of a mixed used development at 76 Sir John Rogerson’s Quay. This consisted of 9,500m2 LEED Gold, Grade A commercial office space. The residential element of the project contains 72 apartments; this is due for completion in January 2021. Bennett are currently on site at the Exo Building, a state-of-the-art LEED Gold 17 storey office building which will be the tallest office building in Dublin. Progress on the building is well underway and is due for completion in March 2021.
projects in Ireland and the UK for their client Saco. This follows the successful completion of Saco’s Leman Locke and Broken Wharf in London. • Zanzibar Locke, located at the former Zanzibar Hotel site on Ormond Quay and comprises of 160 bedrooms over seven floors. • Beckett Locke, located on the North Docks in Dublin, comprises of 241 apart hotel rooms over 8 floors. • Buckle Street, located in Aldgate, London and comprises of 103 beds over 13 storeys.
Well advanced
Principal Contractor
Bennett have delivered a number of large data centre facilities in recent years and are currently well advanced on a 23,000m2 data hall development in Tallaght and are commencing on a second similar facility in Grange Castle for a global client. Bennett are also currently carrying out three aparthotel
In London, Poly UK appointed Bennett as the Principal Contractor on the Plaza Collection at Millbrook Park in London. Plaza Collection marks Poly’s entrance into the UK market following success in China, Australia and America. These works involve the provision of 257 fully-fitted
4 4 | Construction Management | Yearbook 2020
and serviced residential units. Works commenced on site in March and are due to run until August 2022. Health & Safety, Quality and Environmental Management is vital to the ongoing success at Bennett. They have built a reputation for consistency and excellence and this is underpinned by their commitment to standards such as ISO45001, ISO9001 and ISO45001.
Global community Bennett recognises that they are part of today’s ever changing global community and as such, the projects they create have a direct impact on society as a whole. Bennett continuously strives to perform to best practice in all matters relating to sustainability in their mission to lessen their impact on the environment and climate whilst improving standards of living and building new partnerships in the localities in which they operate. www.bennettconstruction.ie
SPOTLIGHT ON: RADLEY ENGINEERING LTD.
R
adley Engineering Ltd has a proud history of manufacturing and providing mechanical installation services in Ireland since 1972.
Facility Our recently-extended facility covers over 30,000 Sq. metres and is equipped with the highest technological production equipment to meet current day construction and manufacturing challenges facing our clients. Over the last decade the company has experienced continued growth mainly in the pharma and biotech sectors adding multinational clients
to its existing portfolio of customers such as MSD, Regeneron, Alexion, Johnson & Johnson, Eli Lilly, and Pfizer. The company also has a very valued
customer base across the food, dairy, semiconductor, oil and gas markets.
Embraced Radley Engineering Ltd has embraced the technical and manufacturing challenges associated with modular construction and backed by its aforementioned manufacturing facility in Dungarvan, Co. Waterford, has allowed the company to position itself as an industry leader in steel modular construction supporting on site installations. Our project management teams have displayed a self-preforming proactive ‘can do’ attitude to delivering fast track large scale projects, never compromising in safety and quality. For further information please visit our website www.radleyeng.com or follow us on LinkedIn: www.linkedin.com/ company/radley-engineering-ltd
SUIR ENGINEERING IN PROFILE
T
he Suir Engineering team has over thirty-five years’ experience in working on highly complex domestic and international mechanical and electrical engineering projects. This experience and knowledge enables them to deliver on the full spectrum of a project’s Electrical, Instrumentation and Mechanical requirements. Suir Engineering operates in the following sectors: data centres, energy & utilities, pharmaceutical, food and beverage, and commercial. The business carries out in the region of €200m of work annually and has offices in Dublin & Waterford, Sweden & Denmark. At any one time they would have around twenty-five operational
sites throughout Ireland and a further 6 across Sweden and Denmark.
and wellbeing of colleagues, clients and ultimately the end customer is paramount. Adherence by all on site to the excellent safety protocols that have been implemented by Suir Engineering has greatly assisted compressing the spread of Covid-19 on sites.
Pride Direct hire Suir Engineering is a direct hire business with over 1200 full-time employees. Suir continues to invest in their most important assets, their people. They work with the best talent available and put the client first, and in doing so have built sustainable, longterm client partnerships. Above all else health and safety are what matters most to the business. Particularly in this challenging year, the safety
Suir Engineering is a reliable partner and takes pride in their work. They have built a reputation on delivery of a high quality service. Investing in its future, they have identified ‘Suir Way’ as a framework to standardize quality across the business. The Suir Way is a Lean initiative and the way they work. The Suir Way is about bringing the business together through consistent and familiar processes designed to help and continually improve.
The benefits of Suir Way are: • Suir Engineering’s people are empowered to make changes to ensure a quality install through effective ways of working • Suir Engineering’s people have a voice and feel empowered • Suir Engineering have an in-built culture of innovation, learning and continuous improvement • Value is delivered every step of the journey • There is a standard, consistent and fully integrated health, safety, environment and quality system within the business. www.suireng.ie
Yearbook 2020 | Construction Management | 45
movers & shakers
Our financial strength ensures we can deliver a strong project performance in support of our supply chain and client base. We believe in embracing digital construction by using industry leading software such as Viewpoint for Projects and Fieldview. We strive to be continuously improving and help our team by incorporating new technologies.
Proud
GEM: A dynamic main contractor ‘Leading from Experience Since 1978’
G
EM has a strong track record of new build and refurbishment projects throughout Ireland, from single-storey construction to large-scale schemes including multistorey buildings.
Exceptional We are experts in delivering dynamic solutions to exceptional quality and pride ourselves on not just being builders – but in sharing our customer's vision: understanding, planning and being flexible to deliver a successful project. GEM Group was founded in 1978, and over forty years have established our position as a leading Main Contractor and Specialist Joinery Contractor. GEM has grown by building trust and certainty for our clients. The core of our success lies within our people at GEM. With over 150 staff, it IS thanks to them, that we can be relied upon to always deliver our values. Our knowledge, skills and experience in Residential / Student Accommodation, Education & Public Sector, Commercial, Science & Health, Retail provide us with the management tools required to build some of the most challenging projects from St. Mel’s Cathedral to creating the G for Google’s EU HQ. 4 6 | Construction Management | Yearbook 2020
Encourage Key to our success has been management’s ability to encourage employees on every level, to gain expertise in their field, while at the same time underlining the importance of concentrated and focused teamwork.
We are proud to have QEHS Management operate with robust QA management systems ISO 45001 Occupational Health & Safety Standard. We operate an Integrated Management System which is externally audited and certified by the NSAI to ISO 9001, 14001 and 45001 international standards. GEM Construction over the past 2 years alone has constructed and handed over, over 720 residential housing units, with an average of thirty units a month. This is something we are very proud to have achieved, and we are on track to increase this number for 2021. 2021 is a big year for GEM as we continue to grow and expand our company. Gemgroup.ie
‘GEM has grown by building trust and certainty for our clients.’
ABOVE: Coonagh Road Project
P
P&D Lydon
&D Lydon is a Civil Engineering company based in Co. Mayo near the picturesque village of Cong on the shores of Lough Corrib. ‘With our expertise, experience and extensive range of owned plant and machinery we have become one of the leading contractors to the power and transport infrastructure sectors in Ireland,’ is the message here. ‘We are specialists in design, construction and maintenance of the ESB Network for many years, having completed projects right across the country. ‘We have recently installed a 3km long 6-way 38kVA duct in Limerick city and a 14-way 38kVA ducting project at Shannonbridge Power Station.
Contracts ‘For over 15 years P&D Lydon has worked on the Irish Rail network involving contracts on the rail tracks, bridges, culverts, station upgrades and
new carpark construction. ‘We recently constructed a new carpark at Maynooth train station 3 months ahead of schedule all while maintaining full rail traffic on the adjacent Maynooth – Dublin line. ‘Health and Safety is paramount in everything we do. We are accredited to ISO-45001 for Safety, ISO-9001 for Quality, ISO-14001 for Environment and A rated CIF Safe T Cert holders. ‘We were finalists in in the Health & Safety Excellence Awards as Health & Safety Team of the Year in 2020.
High profile ‘Using our extensive range of plant and equipment we have completed a number of high profile road projects including the 2.6km realignment of the N17 Carrownurlaur to Ballindine national primary road, Coonagh to Knockalisheen road on the busy N18 in Limerick City as well as many road improvement and traffic management schemes. ‘P&D Lydon have one of the largest ranges of construction plant in Ireland, from 3 ton mini diggers to 70 ton excavators and rock breakers to fit all machines, rigid and articulated trucks, dump trucks and tracked dumpers as well as a complete range of small plant and tools. ‘Our range of specialist equipment is second to none and includes GPS track
machine systems, crushers, screeners, Europaver tar recycling machine, tractors, hedge trimmers, mulchers, molars etc.
Agents ‘In 2019 we became the sole agents for Ireland and the UK for the Sandbagger range of products www.thesandbagger. com, a highly efficient and safe method of filling sandbags for flood relief and construction project requirements. ‘Having expanded over the years, in 2019 we at P&D Lydon constructed our new head office and garage in an environmentally friendly and sustainable way using the most up-todate building methods. ‘We have created a modern and comfortable working environment and our large garage and fully stocked workshop ensures all our fleet is ready when you need it.
Proud ‘We are very proud of our people and our work at P&D Lydon. When you trust us with your project we promise you the highest standard and service from a dedicated and experienced team, call us on 094-9546099 or visit us on www.lydon.eu Yearbook 2020 | Construction Management | 47
Out & About
T
he ongoing nationwide rebrand by Chadwicks Group has meant a lot of activity of late. We checked in with the Group on some of the latest developments. We also learned the history behind some of the new-look stores!
Chadwicks Group continues to ring the changes!
One of the most recent store announcements from Chadwicks Group concerned Barretts on Society Street, Ballinasloe, which would see its name change to Chadwicks from 11 September. The announcement was part of an ongoing nationwide rebrand by Chadwicks Group which commenced in 2018. Barretts has a long and proud history in Ballinasloe, having been established by Frank Barrett in 1954. Frank’s sons, Gerry and Mike, took over the business in 1980 coinciding with a move to its current location. In 2004, Barretts became part of Heiton Buckley and this latest announcement sees Barretts continue its journey within the Chadwicks Group family. Gerry Barrett, Chadwicks branch manager, says: ‘we are delighted to officially announce that we are now Chadwicks’.
Market Hardware in Ennis rebrands to Chadwicks Ennis Market Hardware in Ennis is another store that has been in the spotlight having been rebranded to Chadwicks Ennis. Part of the fabric of Ennis for over thirty years, the original Market Hardware store opened in 1987 at Ennis Market.
In 2000 it moved to its current site on Quin Road and in 2007 it joined the Chadwicks Group family. Chadwicks Ennis has undergone extensive refurbishment.While there are changes the team (of twenty-two specialists) remains the same, once again. Dermot Forde, Chadwicks Ennis branch manager, says: ‘Market Hardware has had a long and proud history dating back to the late 80s and (this) announcement is another significant milestone.’
Roscommon: Garvey’s Builders Merchants rebrands to Chadwicks ABOVE: Limerick’s Heiton Buckley rebrands to Chadwicks Limerick. Limerick international hockey star, Roisin Upton, helps mark the occasion with Limerick hurling star Brian Geary and branch manager Niall McGaan
4 8 | Construction Management | Yearbook 2020
Garveys on the Lanesboro Road in Roscommon is another recent rebrand, becoming Chadwicks from 11 September. Garveys can trace its roots back to Patrick and Judy Garvey who started
ABOVE: Market Hardware in Ennis rebrands to Chadwicks Ennis. Pictured: Branch manager Dermot Forde with Patrick Atkinson, CEO Chadwicks Group
the business from their home in Ballyhard, County Galway in 1861. The original business included farm supplies, grocery, drapery and of course building supplies. Successive generations of the family continued the business and in 1957, Garveys expanded into Ballinasloe and Tuam. Marion Cunningham, Chadwicks
p ABOVE: Garveys on Lanesboro Road, Roscommon becomes Chadwicks, Patrick Atkinson and manager, Marion Cunningham, are pictured here LEFT inset: Barretts on Society Street, Ballinasloe – name change to Chadwicks. Pictured is the team at Ballinasloe with manager, Gerry Barrett LEFT: Tullamore team with manager Jimmy Feery
branch manager, says: ‘Garveys has been part of Roscommon town since the mid-80s and the announcement is a significant milestone.’
Gorey’s Heiton Buckley rebrands to Chadwicks Gorey Heiton Buckley in Knockmullen Retail Park, Gorey was rebranded to Chadwicks Gorey from 9 July. Chadwicks Gorey has undergone an extensive refurbishment. The company has a long history in Gorey, having taken over from the McCormack’s premises on the Main Street in 1996. In 2009, Heiton Buckley Gorey moved to its current premises in Knockmullen and has seen great success. Robert Deacon, Chadwicks Gorey branch manager, says: ‘Heiton Buckley in Gorey has had a wonderful history in the town, and the team and I are delighted to commence our new chapter.’
Limerick’s Heiton Buckley rebrands to Chadwicks Limerick The newly rebranded Chadwicks Limerick boasts a new merchandising plan that focuses on the most relevant product categories to customers. With the introduction of new category signage, regulars will still be
ABOVE: Gorey’s Heiton Buckley rebrands to Chadwicks Gorey. Pictured: Gorey branch manager Robert Deacon, Patrick Atkinson
able to find their usual items with ease, enhancing their in-store experience. The company has had a long history in Limerick and commenced its journey as R & J O’Dwyers on Parnell Street in the 1930s, before moving to the Ballysimon Road in 1977. Since then, the branch has gone from strength-to-strength and now offers a one-stop shop for everything from steel and metric foundations to renders, walls, roof slates and plumbing. The branch employs forty-four people across a variety of product groups. Niall McGaan, Chadwicks Limerick Branch Manager, says: ‘we are delighted to officially announce that we are now Chadwicks Limerick.’
Tullamore Hardware rebrands to Chadwicks Tullamore Hardware on Rahan Road became Chadwicks from 10 September. Tullamore Hardware has been part of the local community for over thirty years and was established by the Feery brothers in the Tanyard in the late 1980s. In 2000, the company became part of Heiton Buckley and in 2004 moved to its current location. The company now joins the Chadwicks Group family – the next step in its long and proud history in Tullamore. Convenient plant, tool and equipment hire is readily available from the expert team at the Sam Hire desk. Jimmy Feery, Chadwicks branch manager, says: ‘Tullamore Hardware has had a long and proud history in Tullamore dating back to the late 80s.’ Yearbook 2020 | Construction Management | 49
Training & Courses
M
inister for Further and Higher Education, Research, Innovation and Skills, Simon Harris T.D. and Minister of State for Business, Employment and Retail, Damien English, T.D. welcomed a report by the Expert Group on Future Skills Needs (EGFSN) – Building Future Skills: The Demand for Skills within Ireland’s Built Environment Sector to 2030.
Diverse The Built Environment sector includes a diverse range of activities along a chain from planning to completing and maintaining or renovating built structures and infrastructural developments. These activities are crucial to housing, infrastructural and broader economic development, as well as climate change mitigation. They include those working in companies specialising in: Construction; Architecture; Engineering Services and Utilities. The report identifies the skills required by the Built Environment sector over the next decade to deliver on ambitions around housing, infrastructural development and climate change mitigation, as set out in strategies such as Project Ireland 2040 and the Climate Action Plan. Notwithstanding the impact of Covid-19, the report highlights how the sector will face consistent demands for its services and pool of skills over the next ten years to deliver on these priorities for Irish society and the Irish economy.
Ministers welcome report on future skills needs in the Built Environment sector
The report analyses the current structure of the sector in Ireland, its skills base, existing education and training initiatives, international best practice and a range of issues related to the enhancement of built environment skills development in the Irish context. From a skills perspective, it identifies the need for the sector to address issues around its attractiveness to new entrants, especially women; structural gaps within its workforce arising from the 2008-10 downturn; and the need to embed skills associated with technological change, as well as retrofitting and building energy efficiency, across the sector’s workforce. It also estimates that employment levels within the Built Environment sector (205,400 in late 2019)
Comprehensive Building Future Skills was informed by a comprehensive consultation exercise with enterprises and key informants from across the Built Environment sector. 5 0 | Construction Management | Yearbook 2020
should be sustainable over the next decade. In 2030 the sector is forecast to account for 7.5% of the total labour force (202,943).
Recommendations The report sets out nine overarching recommendations, with detailed subrecommendations, for Built Environment stakeholders to ensure the sector can deliver on the demands that will be placed upon it over the next decade. These actions were developed by a broadlybased Steering Group established to guide the progress of the study. This group was representative of key Built Environment stakeholders from across the public and private sectors. Minister Simon Harris welcomed the report as ‘a
vital input into the planning for Built Environment skills needs, which are so crucial to the delivery of Ireland’s housing, infrastructural and climate change priorities and the economy’s wider competitiveness. ‘The National Skills Council, which falls under the remit of my Department, is tasked with prioritising skills needs related to strategic national challenges and securing their delivery through the education and training system. ‘Drawing on the findings of this report, the Council, my Department, and the wider education and training system will do all it can to deliver on the skills needs identified across construction, engineering and architectural activities.’
Contribution Minister Damien English said the report is ‘an important contribution to the Government’s understanding of the nature and scale of the Built Environment sector’s skills needs over the coming decade - especially as it seeks to deliver on key policies such as Project Ireland 2040 and the Climate Action Plan.
TRAINING & COURSES
Pipelife Training Centre Pipelife Ireland was delighted to recently announce the opening of their new state-of-the-art 20,000 sq ft distribution centre at Unit 1B, Damastown Way, Mulhuddart, Dublin 15.
offices in Cork and now also at our new premises in Dublin we can now offer training to installers from any part of the country.
Purpose
‘However, when we are in a position to run these training days it will allow us to offer extensive product and hands-on training to our customers. ‘The courses will be free to attend and will be led by members of our Technical Team who have a wealth of practical knowledge and installation practices, and feature a detailed video tour of the Pipelife manufacturing facility where visitors are given the opportunity to see first-hand where our products are designed and produced. ‘The free courses will be available to
‘The purpose of the new distribution centre is to service regional demand for our products within Dublin and other surrounding areas,’ we were told. ‘Plus, it has also allowed us to incorporate a new state-of-the-art Renewable Training Centre at our new premises in Dublin. ‘Of course with the current Covid-19 crisis still ongoing we won’t be in a position to start operating training days until it is safe to do. ‘With training centres at both our
Extensive
installers, service engineers, plumbers, merchants, architects, local authorities and BER Assessors. ‘By offering a valuable insight into each of our heating technologies, those who attend our courses will be equipped with the best product knowledge and installation techniques, ensuring that our customers are fully satisfied.
Future ‘In the future, we see ourselves moving from what we would traditionally have been – a pipe manufacturer – into a fullservice provider for renewable heating technology: primarily air-to-water heat pumps, underfloor heating and lowtemperature radiator systems. ‘The company is determined to offer contractors and installers the skills,
Pipelife Ireland launches New Home Heating Solutions Website www.pipelifeeco.ie Pipelife is Ireland’s leading designer and supplier of thousands of Home Heating Solutions each year.
Everyone
energy conservation and waste water renewal in mind. Pipelife has recently launched a new Home Heating Solutions website
The Pipelife team work with everyone from homeowners, contractors, architects and consulting engineers across the country in projects ranging from residential homes, offices, hospitals, nursing homes, to warehouses, car showrooms and other commercial and industrial buildings. Drawing on our fifty years of manufacturing experience from our production plant in Cork, Pipelife has been in the forefront in developing innovative products for many years, including our Qual-PEX Eco Pipe and Pipelife Eco Underfloor Heating, engineered with 5 2 | Construction Management | Yearbook 2020
that outlines all the different heating options available to heat a home within the market place. The website explains in detailed 3D videos the
different types of heating systems in the simplest way possible so homeowners can make the most informed decision about the type of system that will work best for their needs.
Manager Padjoe Barry, National Sales Manager, comments: ‘This is something that we have been working on for the last few months. ‘Building a house can be quite daunting and within that the heating system that is chosen for a home is one of the most important investment decisions a homeowner will make. ‘Heating your home represents the largest annual running cost you will have in ensuring your family’s comfort over many years. ‘The heating system you choose and the supplier
on all our designs for underfloor heating and heat pump systems. ‘We also provide full electrical drawings and full layout drawings for the piping and manifold locations and settings. ‘When you get a job from us, everything is specified and the contractor can talk to the actual designer. If any problem occurs after the home-owner takes possession of the house, we are still available.
support and service they need to thrive in the renewable heating sector. ‘Pipelife Ireland are certainly planning for the future and looking forward to better days ahead!’
Exciting Padjoe Barry – National Sales Manager commented: ‘These are really exciting times for Pipelife, we have always had a strong focus on providing a great service to all our customers and with the launch of our new Renewable Training Centre this will allow us to support them with hands-on product training and installation techniques. ‘Along with the additional sales staff that we are adding to our team for 2021 these are truly exciting times for Pipelife. “Two major things that we offer –
you choose to provide it are decisions that will impact on you for decades to come.’
Point of reference The purpose of the website is to give homeowners but also installers a point of reference that they can send their customers to, to learn about the different heating systems available, the pitfalls to watch out for; the quality of all the components used in your heating solution is critical to its long successful operation and the recommended system Pipelife would recommend. This is all done in informative but very easyto-follow and understand videos. As Underfloor Heating is now the most common method of heating homes in Ireland today it is important to note that the most critical component of an underfloor heating system is the pipework that will be buried in the concrete floor of your home.
Quality that are not standard in the industry – are a fifty-year guarantee on all our manufactured pipe products and extended warranties on all our traded products,’ says Padjoe. ‘We give full design indemnity insurance
Once installed this pipework will be encased and inaccessible for the lifetime of your home. Any problems associated with this pipework would entail the floor of your home being dug up causing massive disruption to your family. It is critical that all components used, but especially the pipework, are top quality and fully backed by reputable manufacturers. Pipelife is the only supplier that manufactures its own specialised underfloor heating pipe in Ireland. We offer our Guaranteed Irish Qual-Pex Plus+ ‘EasyLay’ Multilayer Pipe with a fifty year guarantee! The nationwide Pipelife Eco team of experienced design and technical service engineers always provides complete support to installers to ensure successful completion of Pipelife ECO projects.
Exciting Padjoe continues: ‘These are certainly exciting times
‘We’ve been around for fifty years and we are willing to stand over the quality of our pipes to give a further fifty-year assurance. ‘We stand over the quality of our traded products because we only take in heat pumps and fittings from people we have vetted ourselves.’
for Pipelife. While Covid has had an impact on many businesses including our own we have still continued to invest and expand our business. ‘We have recently opened our new Distribution and Training Centre in Dublin which has proven to be very popular. ‘We are also expanding our manufacturing process at our factory in Cork installing a new pipe production line to meet the demand for our Qual-Pex Plus+ ‘Easy-Lay’ pipe. ‘We will also have some new faces joining the Pipelife team in the coming months as well as some new product lines being launched soon too. ‘All of this, coupled with the launch of this new website really puts us in a strong position both for the rest of 2020 but also going into 2021!’
Operate Pipelife is a company with annual revenues of €1bn a year. We operate in twenty-
eight countries and employ 3,000 employees in twentyeight manufacturing locations. Pipelife is a wholly owned subsidiary of the Wienerberger Group, with group revenues of over €4bn per year and 16,000 employees worldwide. In 2019 Wienerberger celebrated its 200th anniversary. Pipelife Ireland itself celebrated its 50th year of operations in Ireland in March 2020. This long history plus the financial strength of Pipelife is the best guarantee we can offer you that we will be there to support our products over the long lifetimes expected of those products. For more information and to talk to our team call us on 021 488 4700 or e-mail us at ireland@pipelife.com Put your trust in Pipelife – fifty years of proud Irish manufacturing and serving the Irish Plumbing and Heating industry. Our Reputation…Your Peace of Mind!
Yearbook 2020 | Construction Management | 53
TRAINING & COURSES
‘To create & deliver future industry leaders’ In our training section Construction Management Ireland continues to link in with the colleges and universities. This time out, Dr Jim Bradley of UL takes us through the Bachelor of Science in Construction Management and Engineering – a course that aims high and gets results.
T
he Bachelor of Science in Construction Management and Engineering at UL has a lofty ambition. It aims to create and deliver the future leaders of the construction industry. We are confident that this ambition is achieved through the research-led content and learning methods adopted throughout the programme. Graduates of the programme are working in the construction industry on projects all across the globe. The programme is focused not on repetitive recitation, but rather on thorough and applied understanding of construction management and engineering principles, thus ensuring that graduates have a depth of learning not often associated with a programme of this nature. The course is delivered over four academic years with each year
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comprising of two semesters. Each semester is 15 weeks long: 12 weeks teaching, one week reading, and two weeks for examinations. All programme activities are designed to build sequentially on students’ learning and to create increasingly more complex, open-ended and multidisciplinary challenges for them to overcome.
Programme Ethos - Value-Based Thinking The ethos of the programme (and embodied by the teaching faculty) is to develop in the students a philosophy to think not in terms of ‘what’, but ‘why’ – to challenge everything, and to question existing accepted practices and paradigms. This questioning mentality is vital to the creation of valuable professionals and future industry leaders, and is
underpinned by a pervasive ethos which causes students to take nothing for granted, to constantly seek improvement, and to do this for the betterment of society as a whole. We call this philosophy a Value-Based Thinking approach to technical and managerial education.
Outcomes Value-Based Thinking focusses not on the processes or inputs, but on the required outcomes and how the value, functionality and utility of these may be increased, through either increasing the benefits of the project, reducing the costs of the project, or a combination of both. The construction industry is increasingly competitive, and it is felt that those most likely to succeed in this changed environment are those who can make a tangible and quantifiable
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TRAINING & COURSES
difference to clients and their projects. Through the adoption of a ValueBased Thinking approach, our graduates have the habit of thinking in terms of questioning the inputs and processes of a project in order to understand the value offered, and to challenge unnecessary costs or overspends that do not add to project or client value.
Ethics At UL, ethics and ethical considerations are omnipresent throughout the programme and having adopted the approach that ethics pervades all of the modules experienced by the students, this instils a sense of service to society and the greater good which is fundamental to the students’ education. The net result creates more rounded professionals, who understand not only the corporate realities of efficiencies, margin, profit, loss, turnover and cashflow, but also appreciate the impacts of their decisions on their colleagues, communities, profession, industry, society and environment. This approach is key to delivering the next generation of industry leaders whose role will be much more difficult than their predecessors, and who will have multiple conflicting stakeholders to manage, where there will be often be no clear-cut, right or wrong solution.
Teamwork We believe that successful construction professionals must have an ability to work collaboratively, lead effectively, and manage constructively the teams in which they work. Few, if any, construction professionals will work in isolation, therefore those who will succeed in the industry are those who can develop the relationships necessary to participate, lead and manage teams. Our aim, therefore, is to expose students to team activities wherever possible. We aim to both allow students to form teams of their own choosing, and to impose teams upon them, in order to best reflect the practicalities of real-world projects. This approach often leads to conflict and difficulties within the teams, but where the learning outcome is for the student to learn to manage within teams to deliver a series of objectives, students gain invaluable experience in managing such circumstances and finding common ground to succeed. 5 6 | Construction Management | Yearbook 2020
Independent Learning Independent learning is a core tenet of the programme. We do not believe in presenting material for students to simply learn off and recite. Instead, we encourage students, through projects and problem activities, to identify their learning needs and knowledge gaps, and to fill those gaps themselves. Such a characteristic, we believe, is vital to a professional’s development throughout their career. Education never ends, and acknowledging this allows the students to realise that upon graduation, their learning has only begun. Embracing this attitude allows graduates to continuously develop and improve their knowledge and skills, and enables them to become specialists in their areas of interest and enhance their knowledge in keeping with everchanging industry best practices.
‘Instilling a sense of professionalism is a fundamental aspect of the education of our students.’ Professionalism Instilling a sense of professionalism is a fundamental aspect of the education of our students. Professionalism is about integrity, attitude, behaviour, self-presentation, self-respect and dignity. It means not just knowing how to do the job but demonstrating a willingness to learn, cooperate and getting along with others, showing respect, and living up to commitments. Professionalism is developed in the students through a combination of activities, including team activities, which encourages the students to learn to communicate effectively, in sometimes trying circumstances and to learn to collaborate with colleagues in a way which is appropriate to each different audience without being patronising or putting people down.
been considered of paramount importance to the effectiveness of the learning experience of the programme. To this end, the team have constantly striven for innovative approaches to the delivery that challenge the student and shift the onus of learning from that of transfer of knowledge to one of independent learning and active enquiry. In the light of COVID-19, the bulk of the program delivery has moved online while still maintaining the high level of student support that is a hallmark of the program and further emphasising the individual learning aspect as outlined above.
Co-operative Education (Co-Op) Co-Op, a hallmark of the UL educational experience, gives the student the chance to experience a real work environment before they graduate. For many students the opportunity to do Co-Op is the reason they choose to come to UL over other universities. Their Co-Op experience helps them to develop the skills they will need throughout their career, such as communication, problem-solving, teamwork, organisational awareness and ICT skills. Their placement also helps them to make decisions about their future career, and to give them the enthusiasm and impetus to improve their academic performance in their final year of study.
Accreditation The Construction Management + Engineering programme has been accredited by two professional bodies – The Chartered Institute of Building (CIOB) and the Chartered Association of Building Engineers (CABE). These accreditations give our programme credibility on the global stage.
Research Staff on the program are active in the areas of knowledge management, construction project management, well-being in the construction industry and digital construction technology. Opportunities to work with industry are always welcome. Further details from Dr. Jim Bradley (at jim.bradley@ul.ie) who has authored this piece for Construction Management
Delivery Methods The delivery methods utilised in this programme have, since its inception,
Ireland.
TRAINING & COURSES
With Ray English
T
he forty-sixth WorldSkills competition was awarded to WorldSkills China with Shanghai as the host city.
To date over 3000 competitors and experts have been registered to attend at the 500,000m2 National Exhibition and Convention Centre in central Shanghai City. WorldSkills Ireland has attended each of the competitions since 1957, joining the then IVETO in 1956 as the seventh member, on behalf of the Department of Further and Higher Education and sending 732 competitors for Team Ireland and taking home 370 Gold, Silver, Bronze medals and Medallions of Excellence since then.
ABOVE: Concrete Construction Work competition
Extensive history
Sections
With such an extensive history in the WorldSkills movement, it is not surprising that Ireland is, of the 85 member countries, well positioned to respond to the call for artefacts for the permanent and online exhibitions in the WorldSkills Museum being built and gifted to the WorldSkills community by the Government of the Shanghai region. The project, to be completed by the end of 2020, will turn the century-old Wing On Department Store warehouse building into the WorldSkills Museum on the Yangpu District waterfront. The WorldSkills Museum will tell the story of how skills and the efforts of WorldSkills International have changed the lives of people and societies around the world (https:// youtu.be/R57hWbJUU_Y)
It is all created around six main exhibition sections where visitors enjoy interactive events and installations featuring augmented reality, virtual reality, mixed reality and other technologies and can read about the exhibits. Sections include an introduction to the
WorldSkills organization; including its development since the 1950s and its influence around the world. There is detail about the important role that skills have played in human progress since ancient times and how skilled workers and industrial partners have cooperated in solving challenges for modern society.
ABOVE: WS Shanghai
‘THE EFFORTS OF WORLDSKILLS INTERNATIONAL HAVE CHANGED THE LIVES OF PEOPLE AND SOCIETIES AROUND THE WORLD.’ 5 8 | Construction Management | Yearbook 2020
ABOVE: IE Cabinetmaking at competition
ABOVE: IE Joinery at competition
STEM and skills The exploration of the close connection between skills and STEM (science, technology, engineering and math) aims to attract young people to participate in learning skills through next world interactive online participation. WorldSkills Ireland’s contribution starts with Peter Walsh who competed in Ireland’s first international team of two joiners and two cabinetmakers in the A and B competition in 1957 in Madrid. Achieving first place in Joinery Peter was presented with the winner’s trophy, which will exhibit in the museum collection. Peter, in his 80’s now, still works in the building company he established and is a vocal supporter of skills and the value of apprenticeship!
RDS WorldSkills Team Ireland still has Joinery in the 30+ competitions to be run at WorldSkills Ireland Live 2021 supported by the HEA in the RDS later next year with the construction sector to be well represented in the Construction and Building
Technology area through: Carpentry, Joinery, Brick and Stone Laying, Electrical Installations, Industrial Control, Industrial Insulation and Digital Construction Building Information Modelling and a new Scaffolding competition amongst others, alongside the Information and Communications zone, Manufacturing and Engineering Sector arena, Transport and logistics
ABOVE: IE Team at an opening ceremony
forecourt, Social and Personal Services area and Creative Arts www.wsilive.ie
Collecting
ABOVE: First team. L-R: Robert Power, Dublin, Junior Cabinet Making – 3rd Place; Micheal O'Flanagan, Senior Inspector Department of Education. (Later in his career, he was the Chief Inspector); Gerard Hickey, Limerick, Senior Joinery – 5th Place; Gerard Lennon, Drogheda, Senior Cabinet Making – 2nd Place; Peter Walsh, Galway, Junior Joinery – 1st Place.
WorldSkills is collecting objects and stories that illustrate its evolution and work around the world. Our collection will contribute to the understanding of societies, people, events, and activities related to WorldSkills. Everyone in the WorldSkills family is a part of our story. We cannot tell it without you! Do you have medals, pins, photographs, videos, test project outcomes, historic documents, equipment, and tools linked to your skill that you would like to donate or loan?
Do you want to share your experience about a regional, national or international competition, 1950 – present? Or maybe you know someone who does! All items collected may be useful for display in exhibitions, research, and other interpretive activities. WorldSkills is also happy to help you remember your history and can be contacted through our WorldSkills Museum CoOrdinator, Michael Casserly casserly.michael@itsligo.ie or Ray English WorldSkills Delegate at ray.english@ TUDublin.ie – who has kindly provided the material for this piece and so many others over the years!
Yearbook 2020 | Construction Management | 59
training & courses
CDETB Ballyfermot Training Centre has a range of courses for construction professionals. Below is an overview of what is on offer. Contact the centre for more information on these and more!
On course for learning at Ballyfermot Training Centre CONCRETING
knowledge, skills and competencies to enable them to work as a Kerb Flag and Pavior Layer in the construction industry. This course is intended to develop the skills of construction workers and those who are looking to upskill and gain a competitive edge in the labour market.
Course Code: BA3Z1 8 weeks full-time The aim of this course is to provide the learner with the knowledge, skills and competencies to mix, transport, and place and finish concert in a safe and efficient manner. On successful completion of this course learners may gain employment in the construction or related industries.
CERTIFICATE IN CURTAIN WALL/ GLAZING INSTALLER Course Code: BA09915 Fetch Code:274012 20 weeks full-time The aim of this course is for learners to develop skills, knowledge and competencies in a broad range of construction activities related to the installation of Glazed Curtain Walling systems. Learners will gain experience of various Curtain Wall systems, using common and specialist tools and the importance of teamwork in the context of installing commercial glazing systems. This course has been designed to provide entry level training in on-site application and team organization to enable learners obtain employment in that field.
WELDING
DIPLOMA IN STEEL FIXING OCCUPATIONS Course Code: BA08659 The aim of the programme is to give participants the skills, knowledge and competencies required to work as Steel Fixers in the Construction Industry.
FORMWORKING LEVEL 2 DIPLOMA Course Code: BA09443 12 weeks full-time in Ballyfermot Training Centre with a commitment to work in the industry for approximately one year with ongoing on the job assessment in order to achieve the certificate. This is a work-based learning qualification which will provide the learner with the knowledge, skills and competencies to enable them
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to work as a form worker in the construction industry. This is an industry recognised qualification which will demonstrate the learner's ability to work safety and competently as a skilled operative on a construction site. On completion of this programme candidates can source work as a skilled operative in the construction sector or progress to an Apprenticeship or other Construction related course.
KERB FLAG AND PAVIOR LAYING Course Code: BA3Z2 8 weeks full-time This is a work-based learning qualification which will provide the learner with the
Course Code: BA008 16 weeks full-time The Welding course has been designed to provide business with personnel who are skilled in welding. This is an introductory welding course to give you the necessary skills and knowledge to seek employment as Welding Operatives. The aim is to provide the trainees with the skills and related knowledge in reading of drawings, manual metal arc welding, M.I.G. welding and T.I.G. welding. Modules include: • Reading Basic Technical Drawings • Mounting Of Abrasive Wheels • Machine Tools (Welding) • Manual Metal Arc Welding • M.I.G. Welding • T.I.G. Welding • Oxy-Acetylene Cutting • Safepass
CDETB – Ballyfermot Training Centre, Chapelizod Hill Road, Chapelizod, Dublin 20. Post code D20CX93 Tel: 01 6055900 Email: barecruitment@btc.cdetb.ie (Day and Night Courses) Query-app@btc.cdetb.ie (Apprenticeship)
Apprenticeships, Day Courses, Evening Courses and E-learning
ARCHITECTURE AWARDS
Mines-Telecom, outside Paris. The Sustainability award was given to McGurk Architects and Cullinan Studio for their work on the Bunhill 2 Energy Centre, a world-first scheme in Islington, London, that uses waste heat from the London Underground to warm homes, leisure centres and a school. The RIAI Public Choice Award was announced in June. The winning submission which received over 12,000 votes, was Tooting Meadow, a development of fifteen high quality homes for the elderly and families. The housing scheme, designed for the North and East Housing Association, was developed on a brown-field, infill derelict site, in Drogheda, Co. Louth.
Insight and understanding Ciaran O’Connor, RIAI President says: ‘Architects bring insight ABOVE: 51A,B,C; Dawson St.
RIAI Architecture Awards – winners announced! Celebrating Irish design at home and abroad
T
he prestigious RIAI Architecture Awards have been going strong for over thirty years now. They were first established in 1989 to celebrate excellence in the built environment and the work of RIAI-registered architects.
Categories This year, the RIAI announced twelve award winners across eleven categories. The categories included: Adaption & Re-Use, Conservation, International, Learning Environments, Living (Homes), Public Space, WellBeing and Workplace. All of the projects on the shortlist have been designed by RIAIregistered architects, based in Ireland and overseas, and were completed in 2019. The award winners include projects in Dublin, Cork, Connemara, Drogheda, London and Paris. The conversion of an historic building on Dawson Street, Dublin, to both residential and commercial use by Paul Keogh Architects was the winner in the Adaptation and Re-use category while the 6 2 | Construction Management | Yearbook 2020
restoration of Leinster House by the Office of Public Works Architectural Services received the top award in the Conservation category. The Living category saw awards going to a coach house renovation by Culligan Architects, and a house on the Connemara coastline by A2 Architects. The transformation of the South Presentation Convent site in Cork, winner in the Urban Design category, was described by the judges as ‘an exemplar urban renewal project’. Woodruff Restaurant in South County Dublin, where the ‘architect inventively and sensitively used a modest budget’ won the Fit-Out/ Workplace category, with the Candle Community, a therapeutic space for young people in Ballyfermot, winning the Wellbeing Category.
Double Grafton Architects were double award-winners in both the Learning Environment category for their work on the Toulouse School of Economics as well as the International category for Institut
and understanding to a project, ensuring that not only is it aesthetically pleasing but also functional, addressing the client need, both now and into the future. ‘The shortlist of entries for this year’s awards demonstrates both the scope and scale of projects being delivered by RIAI members, all of which combine creativity and a commitment to quality design. ‘I’m delighted to see the restoration of Leinster House as a category winner, a project that was undertaken by my colleagues in the OPW. ‘Quality design must be at the heart of our public spaces and buildings and in the protection and enhancement of our cultural heritage.’
Task Liam Tuite, FRIAI, Chair of the Jury adds: ‘The jury had a challenging task to pick winners in each category. ‘It is not easy to put yourself forward to be judged by a panel of your peers and I’d like to thank both my colleagues in the profession and their clients for sharing with us all of these wonderful projects.’
Architecture Awards
Supported by... The RIAI Awards are supported by Category Sponsors: Dulux Trade Ireland – RIAI Workplace and Fit-Out Award; Enterprise Ireland – RIAI International Award; Equitone – RIAI Sustainability Award; Kilsaran – RIAI Learning Environments Award; Kingscourt Brick of Kingscourt Country Manor Bricks – RIAI Adaptation and Re-Use Award; The Arup Trust – RIAI Research Award; and Vandersanden of Kingscourt Country Manor Bricks – RIAI Living Award.
Conservation Winner: Historic Leinster House Architect: Office of Public Works Architectural Services Client: Office of Public Works Location: Dublin 2
Adaptation and Re-use Supported by Kingscourt Brick Winner: 51A, B & C Dawson Street Architect: Paul Keogh Architects Client: FL Partners Location: Dublin 2
International – Supported by Enterprise Ireland Winner: Operation Paris Saclay pour l’Institut Mines-Télécom Architect: Grafton Architects Client: Institut Mines-Télécom Location: Palaiseau, France
Living – Supported by Vandersanden Winner: A House, Coach House & Garden Architect: Culligan Architects Client: Private Location: County Dublin
Learning Environments – Supported by Kilsaran
Winner: In, On and Over the Earth Architect: A2 Architects Client: Private Location: Clifden, Galway
Winner: Toulouse School of Economics Architect: Grafton Architects Client: Université Toulouse Capitole Location: Toulouse, France
Yearbook 2020 | Construction Management | 63
Architecture Awards
Research – Supported by Arup Winner: Free Market Architect: The Free Market Team Client: Culture Ireland / Arts Council / Department of Culture, Heritage & the Gaeltacht Location: Nationally
Wellbeing Winner: Candle Community Architect: McGarry Ní Éanaigh Architects Client: Candle Community Trust Location: Ballyfermot, Dublin 10
Workplace and Fit-Out – Supported by Dulux Trade Winner: Woodruff Restaurant Architect: Stephen Mulhall, nineteeneighty studio Client: Colm Maguire, Woodruff Restaurant Location: Stepaside, Co. Dublin
Urban Design and Masterplanning Winner: Nano Nagle Place – Masterplan for South Presentation Convent, Cork Architect: JCA Architects Client: South Presentation Centre Company Limited Location: Cork City
Public Choice Award Winner: Tooting Meadow Architect: McKevitt King Architects Client: North and East Housing Association Location: Drogheda, Co. Louth
6 4 | Construction Management | Yearbook 2020
Sustainability – Supported by Equitone Winner: Bunhill 2 Energy Centre Architect: McGurk Architects and Cullinan Studio Client: Islington Borough Council Location: Islington, London
Personal & FiNance
I
t’s that time of year again, or almost that time of year, depending on the outlets involved but it can be confusing to know exactly what your rights are when you are shopping in the sales, particularly if shops display signs saying you cannot return items during the sales or get a refund. Your rights are different depending on whether you buy online or in store. However, these rights are the same during the sales as any other time of the year. Here are some of the Competition and Consumer Protection Commission’s top consumer rights tips.
Shopping in the Sales Buy online or in-store? There are benefits with both. If you buy in store you have the opportunity to touch and try on a product, while buying online can be more convenient as you can shop 24/7 and it can be easier to compare prices. However, there is one significant difference when it comes to your consumer rights. If you buy online from a website based in the EU, by law, you are entitled to a fourteen-day cooling off period during which time you can change your mind and inform the seller that you are sending the item back for a refund. This is not the case for in-store purchases where exchanges or refunds in cases where you change your mind come down to store policy, rather than the law.
Top tips for buying bargains in store: • Research: Do your research in advance of the sales and find out the price before the discount so that you know if you are really getting a bargain. Also, remember to read the small print attached to an offer, so that you are clear about what exactly you are buying. • Know your consumer rights: If an item is faulty, your rights do not change just because it was on sale. Your contract is with the retailer or supplier who sold you the product (as opposed to the manufacturer) so they are responsible for resolving the problem. Under consumer law this means providing you with either a repair, a replacement or a full refund, depending on the nature of the fault.
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This doesn’t change if the item was on sale – if it’s faulty, it’s up to the seller to put things right. • Changing your mind: If you change your mind, or perhaps the item doesn’t fit, you do not have any rights under consumer law to return the item. Also, if you buy something in-store at full price but change your mind about it, and it’s now on sale at a lower price, you may only get the reduced amount back – and that is if the shop is willing to refund you at all. • Buying damaged items on sale: If something is on sale because it’s damaged in some way, you don’t have an automatic right to return it if the fault was pointed out before you bought it.
• Providing proof of purchase: If you need to return the item, shops generally will want you to provide proof of purchase. This doesn’t have to be a receipt, it can also be a copy of a debit or credit card statement or bill. Top tips for buying bargains online: • Know your rights: Aside from your consumer rights if something is faulty, if you buy from a site that is based within the EU, you have specific rights. One of these is that you are entitled to a fourteenday cooling off period, which in most cases entitles you to cancel the order for any reason, even if you just change your mind. Although, you may have to pay for postage to return the item if it is not faulty.
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Personal & FiNance
• Brexit: The availability of a huge range of goods from UK-based websites means that a lot of consumers in Ireland buy from UK-based traders. The protections available to you when you shop online from an EU-based retailer will no longer be guaranteed when the UK leaves the
EU on 31 December. • Do your research: Buy from a reputable website or one with positive user feedback. Check if any of your friends have used the site and check out discussion forums. Also, beware of sites that have only recently been set up. Setting up a copycat website to sell
fake goods only takes a few minutes and these sites come and go very quickly and if a website’s web address ends in ‘.ie’, it doesn’t necessarily mean the website is based in Ireland. So make sure to check for details of the postal address of the seller before buying.
• Look for particular information: Before you make a purchase you are entitled to receive information including the total price of what you are buying, including any taxes. So before you buy, read the terms and conditions as well as any information on delivery, returns and price. By law you should also be provided with full contact details, including the trader’s address, so you know where they are and how to contact them. However, you need to remember that these rules only apply within the EU. • Paying for the items: Always use a secure method of payment, such as a debit or credit card. Never send cash or use a money-wiring service because you will have no comeback if something goes wrong. • Taxes and charges: You may be liable for additional excise duty on items bought outside the EU. You should check this with Revenue. And remember, if it sounds too good to be true, then it probably is. Know the recommended price of the product and be suspicious of websites which somehow can appear to sell it for significantly less. If you are not sure whether a site is selling genuine products, check with the manufacturer for details of authorised sellers. For more information on your consumer rights visit, www.ccpc.ie. The content above comes courtesy of Grainne Griffin, Director of Communications with the Competition and Consumer Protection Commission.
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Recruitment, Covid and the ‘new normal’ The Covid-19 pandemic has changed the way we live; primarily around our health and social interactions but also, our livelihoods, where the impact on the economy and jobs has been unprecedented in its scale. Colin Madden writes here on recruitment – and job hunting – in modern times.
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nprecedented. Certainly a word that has been bandied about a lot lately. But it is probably the one word that best describes what has befallen us this year.
Perfect storm The fall-out from the virus has already led to many losing their jobs and it is predicted that this will continue. With the impact of Covid-19 and, at time of writing, a possible no deal ‘Brexit’, there are elements of a what we might call a ‘perfect storm’ brewing.
Evolved What lies in store for the world of work – and recruitment? As someone who has worked in HR and recruitment for the past twenty-five years I have witnessed how – as a business – recruitment has evolved and continues to evolve. In short here’s what I know: Changes to the recruitment process have been brought about by the usual suspects like AI, climate change, demographics i.e. aging populations and so on, but a virus has accelerated it all ten-fold in just ten months – and thrown everything on its head. It is unclear how long this ‘new normal’ will last but one thing is certain: the onset of coronavirus
has made employers and candidates alike radically rethink how they will approach recruitment, value different skills and look at new ways of working. And that is a basic truth – for all industries. So what can be said in terms of advice? And anyway, given that you know your own industry extremely well, why do you need to take advice from an ‘outsider’?
Changed I have worked with many professionals who are dedicated and highly skilled in their fields and who think: ‘what can be so difficult in writing a CV?’ Or who understandably believe they surely know best about their own sector when it comes to knowing what employers want. Despite whatever well-defined industry-specific conventions may exist, there are nonetheless, basic commonalities underlying the recruitment process across all sectors. And no matter how well you know your own industry, the actual world of recruitment continues to change.
Professional recruiters The use of professional recruiters and new ways of assessing and vetting clients’ applications like applicant tracking systems (ATS, see panel) are
coming on stream all of the time. All of this means that, though you may know your own business inside out, there are often obstacles thrown up in the actual recruitment process that can be totally unforeseen and new to you, preventing you from landing that key job.
Recruitment techniques used today Some believe, somewhat nostalgically maybe, that when you apply for a job there will be a dedicated person at the other end who will earnestly ponder over your CV eager to be fair and consistent in their appraisal. Unfortunately when it comes to recruitment this shared view sometimes seems as being from a bygone age. Today the recruitment sector is in an era of constant evolution. The business (and that’s what it is) now uses a range of tools to react and deal in real-time when vetting applicants. There is concern among some HR practitioners that there is a creeping over-reliance on sophisticated analytical tools by larger employers. These can be anything from online recruitment platforms to an array of HR Software like, as mentioned those systems that can track, select or discount a candidate.
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Personal & FiNance
their knowledge, skills and experience and to stay on message and avoid areas like current affairs, politics or other causes no matter how just or in vogue.
‘Analytics’ The current elephant in the room is most certainly the reliance on ‘People Analytics’. I could write reams on the subject but for the purpose of this article all you need to know is that these are essentially self-service automated notifications that assess the quality of candidates, and with the use of ‘Onboarding’ tools match potential new hires with an employer’s brand, culture and values. An offshoot of ‘People Analytics’ is ‘Predictive Analytics’, that claim to use people-data in analytical processes to solve business problems. In reality these analytics use
Colin Madden is a senior HR practitioner and professional Career Coach and a Chartered Fellow of the Chartered Institute of Personnel and Development (FCIPD). He has over twenty-five years’ experience in recruitment & retention, talent management (Headhunting) and coaching & mentoring and has worked with a diverse range of high profile organisations in the private, public and not-for-profit sectors including the
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descriptive, visual and statistical methods to interpret candidate data and HR responses. They provide recruiters (usually outsourced organisations) and their stakeholders (employers) with insights about the traits of individuals, practices and sometimes their leanings i.e. anything from political persuasions to socio-economic classifications – or SECs. Feels like something from a Dystopian age? Well it certainly takes the ‘human’ out of Human Resource! Data can only be derived from the information you provide so I simply advise my clients* when applying for a role to focus on the role criteria and
London Mayor’s Agency for economic regeneration as a senior policy adviser on ‘People, Employment and Skills’. Colin is also the founder of CV4U, a professional online career coaching and CV development service to help support people at all levels to the next point of their career. For more information contact Colin at – email: admin@cv4u.net or visit the website https://CV-4U.com
Back to basics Often the best plan in time of uncertainty is to go back to basics. A high quality CV that is ‘competence based’, that will promote you in the best possible light is probably the most important tool in a jobseekers’ armory. Not everyone is a natural born salesperson. Yet, a CV is primarily a sales document (a first port of call for recruiters) designed to sell you, your unique skills and competences. So it just makes sense to take the time over it, to invest in it and get it just right – especially in a Coviddriven labour market. But be Savvy. A smart approach is required. You want your CV to read as if it has been specifically written for the exact job that has been advertised. A big challenge when it is estimated that a single job application can take between 3 and 5 hours to complete! *At CV4U we look at using a smart competence based approach while still adhering to industry norms where necessary and expected – such as in the construction industry where we have worked with various clients down through the years.
forklifts for the heavy lifting
reducing risk related to load instability or foot injuries. Improved manoeuvrability, ideal for weight restricted areas, lighter steering and increased slope performance.
Smart truck
Focus on Toyota! ‘The BT Levio LWI160 is the new modular approach from Toyota built around Toyota lithium-ion batteries.’ The new BT Levio LWI160 is the first truck designed solely around a modular Li-ion battery concept making the powered pallet truck very compact, incredibly light and highly energy efficient.
Energy efficient Low energy consumption thanks to the maintenance free lithium-ion battery. Available with three battery capacities, external or integrated quick and easy charging for greater flexibility as well as
onboard lorry charging.
Safe operation Increased work safety: with the drawbar turned to its full extent, the lowering of the forks is disabled in order to reduce the risk of foot injuries (optimised corner control). Less wear and tear to the floors and devices thanks to reduced speed when the forks are lowered.
Light, compact and manoeuvrable The LWI160 is incredibly
light with a weight around 269kg and extremely manoeuvrable with a length of 419 mm and a width of 726 mm. The reduced chassis results in a truck that can be manoeuvred in the tightest of spaces with an unrestricted view of the forks.
Optimised corner control Automatic speed reduction when cornering depending on steering arm angle,
Since the telematics hardware is built into warehouse trucks from Toyota as standard, these machines are available as smart trucks at no extra cost. This means you will have an overview of all smart trucks in your operations, with the right information to make sure you are in total control of your operation. • Modular li-ion battery concept • Very compact and light • Up to 1,6t • Toyota Lithiumion technology • Smart truck The BT Levio LWI160 is the new modular approach from Toyota built around Toyota lithium-ion batteries. The entire design of the powered pallet truck has been optimised thanks to the removal of the traditional battery tank, allowing an optimal fit of all components. This results in a very compact machine which is smaller, lighter and more energy efficient. The LWI160 is easy and safe to operate in low, medium and high intensity pedestrian applications.
Up for the task Whether it’s in confined areas, back of stores, distribution centres or on-board lorries, the LWI160 is up for the task. This truck comes with a maintenance free Lithium-ion battery for fast and opportunity charging ensuring high availability and flexibility. 7 0 | Construction Management | Yearbook 2020
LEGAL VIEW
The Covid-19 response measures and guidance are having an impact for all parties involved in construction projects, current and prospective. Construction can be particularly vulnerable to market instability and restrictions on labour, materials and movement. The construction industry is still getting to grips in dealing with the pandemic and the impact on projects. The measures in place are impacting on the progress of the works, arising in many ways from suspension of sites to a lack of key resources and/or an interruption to the supply chain, say Mary Smith, Partner, Caytons and Sam Moore Partner, Caytons, who write as follows...
Covid-19 risk management and predicted claims for Consultants Anticipated Claims. Now, there is a big emphasis for parties to work in collaboration with each other through this crisis and not to waste energy on costly disputes. However, this approach is not always possible in practice and agreement may not always be reached. This is the calm before the storm. It is expected that the pandemic could result in claims for delay and disruption on projects. We predict there may also be claims brought against consultants who are caught in the middle. Typical claims may arise in relation to negligent or late design due to sickness/ quarantine
on deliverable deadlines and missed or late inspection duties and other obligations such as contract administration functions and a failure to warn or anticipate risks on site. Covid-19 has triggered a recession but hopefully this time the slowdown will be short, unlike the last recession.
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Claims can spike during or following a recession when cash is scarce. Like in the last recession we predict similar type claims such as: • Claims arising from having cost cutting measures in place During the last recession, some contractors and
professionals engaged in a ‘race to the bottom’ in order to secure work. The significant reduction in fees can affect the quality of the service offered in some instances, with ‘corners cut’ to save cost and less experienced staff used as firms have to reduce numbers to survive. While it cannot always be avoided, working below cost generally increases the final price, which can lead to claims. • Claims arising from fee recovery actions brought by consultants When consultants bring fee recovery claims against clients these are often met with counterclaims from the
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LEGAL view
client asserting negligence in the services provided. • Claims arising after a contract budget is exceeded and when the client has run out of funds. If the contractor goes to claim against the client, the client will often look to blame the lead consultant for the cost overruns alleging a failure to keep the client updated and advised on the cost increases throughout the project. Consultants should keep check on whether they are obliged to provide timely progress and cost reports to the client. • Claims when contractors fell insolvent and/ or were uninsured for the losses incurred. It is important to now be alive to the fact that a party to a claim may fall insolvent as the pandemic continues and will not be a financial mark for recovery down the line. This is especially important to consider in claims where an insured is one of many defendants to a claim and is often dubbed ‘the last man standing’.
Risk Management The best ammunition in these uncertain times is being prepared and we have outlined below some practical recommendations to assist in that regard. • Insurances Immediate engagement with brokers and, through them, insurers is recommended to discuss whether appropriate insurances and safe security arrangements are in place if work is suspended or stopped. They will be able to provide specific guidance with regard to the applicability of your existing policy to the current project circumstances and it is they who are likely to have additional suggestions as to how to best proceed in light of Covid-19. If insurance policies are
due for renewal within the next three months, it is recommended consultants make early contact with your broker. • Risk Register and Record Keeping It is important to monitor and track the potential anticipated risks for the project as a result of the Covid-19 measures. Keeping the entire project team fully informed is crucial and provides the means for addressing real and potential risks. A proactive rather than reactive approach is recommended. Evaluate the status of current projects in the firm’s portfolio. Measures may be needed to adapt how a party continues to work on such projects. Keeping updated records is key. Record known and unknown schedule, scope and cost impacts and any mitigation measures carried out and so forth. • Supply Chain Ongoing communication with key sub-contractors and suppliers is advised. The pandemic is likely to have a long-lasting impact and there is a risk that key suppliers and sub-contractors could fall insolvent. Indeed, the Office of Government Procurement Advice has advised contracting parties involved in public contracts to examine their supplier bases to assess their exposure to supply chain disruption as a result of Covid-19 and to then consider and implement mitigation steps to ensure the continuation of services. The costs and effects of sourcing alternatives should be monitored and recorded. • Building Control Amendment Regulations (BCAR) In projects involving BCAR, again extensive record keeping is paramount
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‘Construction can be particularly vulnerable to market instability and restrictions on labour, materials and movement.’ during this time. Ensure the inspection plan records the impact and duration of any site closure. It is recommended that ancillary certificates be collated from suppliers and sub-contractors and kept safe until such time as a project recommences. This will help safeguard against the risk of where such parties go insolvent. There may be a risk that key parties such as the contractor or assigned certifier could fall ill, go insolvent and may have to be replaced as a result. Clause 4.7 of the Code of Practice to BCAR provides for the situation where there is a change in the assigned certifier or the contractor during the project. A change of either the assigned certifier and/or
the contractor will require engagement with the BCA. Under the Code a change in assigned certifier or contractor is a significant alert to the risk analysis system of the BCA, which can trigger an inspection of the project.
Mitigate exposure to claims Whilst we may expect to see claims made against professionals as the economic fallout of the pandemic unfolds it is worth reminding ourselves of steps that can be taken by professionals to mitigate their exposure to claims.
The Requirement for a Written Appointment A professional can use their written appointment as a risk management tool and
we would suggest that every professional enters into a written form of appointment before commencing services. The requirement for a written appointment is expected and generally a regulatory requirement of professional bodies.
Net Contribution Clauses Defects in construction works can arise because of a combination of different causes. For instance, there could be design and workmanship failings on the part of a professional and a contractor respectively causing the same damage to a client’s property. As a simplistic example, let us assume that the professional was 20% responsible for the damage and the contractor was 80% responsible. The default position is both the professional and contractor are liable for 100% of the client’s losses. Professionals are often the desirable target because they have professional indemnity insurance. That is particularly the case where there is a risk of a contractor becoming insolvent. The inclusion of a net contribution clause mitigates this risk to the professional in that its effect would be, in the simplistic example given, to limit the losses, which the client could recover from the professional to 20% of the total loss.
Limitation of Liability Clauses The default position is that the liability of a professional firm for breach of contract and negligence is unlimited. The size of a potential professional negligence claim may be such that a professional may be unable to pay it, even with insurance. Even if a professional is only performing a limited role, with a small fee, it may still be vulnerable to a large claim
if something goes wrong. A professional is entitled to agree a cap on his/her liability save for in respect of personal injury and death. In certain circumstances the courts can require limitation of liability clauses to be reasonable to be enforced and the following are two contrasting decisions where the issue of reasonableness was considered. In Moore v Yakeley, the court held that a cap of £250,000 in favour of an architect was reasonable as it had been based on the architects assessment of the likely costs of the works and was more than ten times his fee. The client was also considered to be in a stronger bargaining position than the architect. In Ampleforth v Turner and Townsend the court refused to allow a project manager to rely on a cap on liability in its standard terms and conditions. The cap of £200,000 was found to be unreasonable in circumstances where the project manager was required to take out professional indemnity cover for a sum of £10m and the cap had not specifically been brought to the employer's attention. It is good commercial practice for professionals to seek to limit their liability to a reasonable sum having regard to the following: a. The amount of insurance cover available to the professional. b. The fees payable. c. The roles of the professional in the context of the project as a whole. d. The nature and size of the project. e. The losses that could be incurred if something went wrong. f. The parties’ bargaining positions.
Performance Warranties/ Guarantees It is important for professionals to seek to ensure if they are
met with a claim the terms of their contractual documents do not result in the claim being excluded from cover under the terms of their professional indemnity policy. Essentially, a professional indemnity policy will provide cover for liabilities which arise out of a failure to exercise reasonable skill, care and diligence. However, often clients / beneficiaries seek to include performance warranties / guarantees in professional appointments / collateral warranties, which are essentially strict contractual obligations. An example could be ‘The Consultant warrants that it shall complete the services so as not to delay the project.’ The problem with performance warranties / guarantees is that they create a gap in cover which we shall explain. If the professional failed to comply with the warranty / guarantee because they caused a delay as a result of being negligent, the policy would respond to the claim. However, say that for there not to have been a delay the design had to be completed in such a tight timeframe such that no reasonably competent professional could have completed it within that time. In these circumstances the professional would have a contractual liability for the delay because they agreed
Mary Smith Partner, Caytons
contractually on a strict basis to complete the design so as not to delay the project. In this situation, the policy would not respond because the liability did not arise out of a failure to exercise reasonable skill, care and diligence. Therefore, we would suggest it is important for professionals to ensure they review the contractual documents they are asked to sign with a view to ensuring they do not fall into the gap we have just described and have a claim excluded from cover.
Conclusions. Consultants should continue to seek work and tender for projects. Design work and other off-site remote activities can continue if the construction phase is paused. Public and private infrastructure and construction targets will remain and issues such as the housing crisis will still need to be addressed. There are silver linings from all of this. For example, cooperation across the industry and close working with Government has increased and should continue to be built upon, the industry has also had the opportunity to modernise itself. All in all, it has been a steep learning curve for all, but the construction industry has risen to the challenge and should be proud of the response as a sector.
Sam Moore Partner, Caytons
Caytons is a provider of specialist insurance and construction legal services. This material is provided for informational purposes only and does not constitute legal advice. Yearbook 2020 | Construction Management | 73
HR , LEGAL & SAFETY
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f many, or all of your employees, have been working remotely, you're probably concerned about the loss of actual face time. Not just in terms of leadership, but in those formal and (theoretically all-important) casual interactions and collaborations and ad hoc problem-solving moments among team members. (You know, like when Mary runs into Mark in the hallway, he shares his struggles with a project, and her ‘outsider’ perspective provides the ‘AHA!’ breakthrough Mark desperately needs?)
Substitutes Fortunately, technology offers substitutes. Slack. Teams. Zoom. Trello. Asana. Clockwise. Calendly. Instant meetings – whether formal or informal – mean instant collaboration, instant problemsolving, and instant creativity. Or not. For one thing, meetings are definitely overrated. One 2012 study found that meetings make people dumber: When people were placed in small groups and asked to solve problems, their individual IQs dropped by an average of 15 percent! The problem? The feedback, even if only implicit, that meetings are intended to enhance. Examples: People who feel like ‘junior’ members of a group experience temporary decrease in IQ. (As in most
situations, confidence matters a lot.) People who feel their contributions won't be valued experience a temporary decrease in IQ. And people whose contributions have been criticized, however gently, experience a temporary decrease in IQ. (Which then causes that person to feel ‘junior’, and that their contributions are less valued, making it even less likely they'll contribute meaningfully the next time.) In short: Not only are large meetings a waste of time for most of the participants, large meetings make it extremely unlikely to get the best from most of the people
who participate. Especially where solving problems is concerned.
Value A 2015 Boston College study explored the value of connectivity and information flow in large teams. Fifty-one teams of sixteen people each were given the same task: to discover and piece together clues that would help predict a fictional terrorist attack. Some teams had individuals share information with the entire team; think: one big group chat.
Why smart leaders make remote employees communicate less, not more How to make your remote teams more effective Of course information still must be shared. Collaboration still must occur. Problems still must be solved. Just be thoughtful about how you make those things happen. Consider: • Holding one short, daily ‘all-hands’ meeting to provide brief updates, status checks, etc.
• Creating digital bulletin boards (Trello, MS Flow, Asana, etc.) so everyone on your team knows who is working on what, and how it's going. • Clustering meetings instead of spreading them throughout the day so everyone can take advantage of large blocks of uninterrupted work time.
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• Creating collaboration ‘windows’ within which people are available for chats, calls, etc. (Very few conversations need to happen right now; too many people mistake ‘urgent’ for important.) Then your meetings will be more productive. And so will your employees. Engagement and responsibility aren't
created by constant connectivity. Ownership starts with a feeling of control, independence, and authority. People care the most when they feel trusted to make things happen. And when they have the time – the uninterrupted time – to make things happen.
Other teams required individuals to only share information with one or two other team members; those individuals could then pass that information received on to one or two more people if they chose. As you would expect, the ‘mass communication’ teams did better at gathering and sharing clues, and as a result all had access to the same ‘data’.
Struggling But then things fell apart. Instead of struggling to agree on a common theory of how the attack would take place – you would assume more people naturally means more opinions – the opposite happened: Those teams quickly settled on one (usually incorrect) theory.
The problem wasn't diversity of opinion. The problem was ‘groupthink’. Because members of the less-connected teams couldn't collaborate as easily, they were less likely to reach a quick consensus. They had time to think. To create their own theories. To brainstorm on their own. To kick around and refine ideas with one or two people before presenting them to the entire group.
Encourages
them from generating diverse theories; that is: clustering promotes exploration in information space but decreases exploration in solution space.’ Or in non-researcher-speak, brainstorming and initial problem-solving is much more effective when people first come up with ideas by themselves, or with one or two others. That will lead to greater diversity in ideas, better analysis of the pros and cons of those ideas, and much greater odds of the larger group eventually identifying the best idea.
As the researchers write: ‘Dense clustering encourages members of a network to generate more diverse information but discourages
By Jeff Haden, contributing editor, inc.@jeff_haden
And while we’re at it...want to be a great leader? Science says stop trying to be so 'authentic' Or at the very least, stop trying so hard to ‘be yourself’ Conventional wisdom says the best way to be a great leader is to be an ‘authentic’ leader. Doing what you say. Practicing what you preach.
Being yourself As Adam Grant writes: ‘We are in the Age of Authenticity, where “be yourself” is the defining advice in life, love, and career.’ Authenticity means erasing the gap between what you firmly believe inside and what you reveal to the outside world... We want to live authentic lives, marry authentic partners, work for an authentic boss, vote for an authentic candidate. In university commencement speeches, 'be true to yourself' is one of the most common themes (behind ‘expand your horizons’, and just ahead of ‘never give up’).
Makes sense People quickly sniff out the slightest whiff of difference between word (and mission and vision statement) and action.
Fundamental But as Adam also points out: ‘No one wants to see your true self. We all have thoughts and feelings that we believe are fundamental to our lives, but that are better left unspoken.’ Science agrees. People who are high self-monitors – who regularly scan the people and environment around them and adjust their behaviour accordingly – tend to advance in their careers more rapidly and achieve higher status among their peers than low selfmonitors. (Low self-monitors are more focused on what goes on inside rather than around them). Which could make high self-monitors seem fake. Less authentic. Less real. Less ‘themselves’.
In tune But because they constantly scan their environment, high self-monitors tend to be much more in tune with the needs of others. They more readily notice social cues that signal approval and disapproval, excitement
and disappointment, satisfaction and frustration... and research shows, are more likely to learn from and embrace the traits and habits of the people around them, which over time, made them more effective leaders. And over time, those traits and habits became part of themselves. So while adopting another person's leadership style wasn't ‘being themselves’, over time those traits became authentic.
Comfortable As Professor Herminia Ibarra says: ‘Because going against our natural inclinations can make us feel like impostors, we tend to latch on to authenticity as an excuse for sticking with what's comfortable. But few jobs allow us to do that for long. ‘That's doubly true when we advance in our careers or when demands or expectations change.’ At times, you do need to be yourself, like when you're asked to do something that runs counter to your core values or ethics. Otherwise, your goal is
to be a better version of yourself: To learn from great role models. To adopt better tools and strategies. To adapt to changing conditions. And most important, to adapt your leadership style to the needs of your employees, both as a group and as individuals – instead of some inner need to be totally ‘true’ to yourself.
Limits As Herminia writes: ‘The only way we grow as leaders is by stretching the limits of who we are – doing new things that make us uncomfortable but that teach us through direct experience who we want to become. ‘Such growth doesn't require a radical personality makeover. ‘Small changes – in the way we carry ourselves, the way we communicate, the way we interact – often make a world of difference in how effectively we lead.’ The best way to be an authentic leader? Genuinely strive to serve your employees, not yourself. Because that's the kind of authenticity everyone appreciates.
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HR, LEGAL & safety
A Safe Space – mental health, stigma and stress in the construction sector The ‘Mind our Workers’ report, 2015, National Suicide Research Foundation, tells us that between 2008-2012, men working in the Construction Sector accounted for nearly half of all male deaths by suicide. Working hard to promote discussion around what we can do better in terms of support and awareness raising is Oonagh Charleton.
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t must be acknowledged that there have been some major initiatives in our sector in recent years in the area of mental health. Now, in light of this year’s corona virus developments, Oonagh Charlton, Construction Industry Training Ltd, says: ‘in times of Covid-19 and the pandemic, mental health support and awareness as well as stress management, has become even more significant in general. ‘The very nature of having to live with deep uncertainty in our social and economic environments with the pandemic has triggered enormous stress responses in many and fears for the future, says Oonagh, who writes as follows: The importance of Leadership building foundations of Psychological Safety in Construction Teams: We all have varying degrees of mental health which fluctuate at different points in time. One-in-four of us are expected to experience a mental health problem at some stage in our lives.
Workplace culture and environment – the challenges The challenges that can exist in relation to workplace cultures and environments include a ‘macho’ culture which can create clear barriers to seeking help. High levels of psychological hazards and risks – low levels of support and training can all figure too. In so many areas of mental health, the concept of ‘stigma’ sadly, features. ‘Our mistrust of others accepting us and our mental health challenges might also diminish if we accept that we are all in this together,’ is the message here from Jim Lucey, Clinical Professor, Psychiatry, St. Patrick’s. According to the College of Psychiatrists of Ireland (2017), the consequences of mental illness stigma in the workplace include: • Disclosure in the workplace can result in people with mental illnesses being treated as less that competent by others • It can also result in
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colleagues and employers making negative judgements about that person, and can lead to over-attribution of grievances or problems in work to illness • In some cases it can also lead to offensive comments, malicious gossip and forms of social exclusion A work environment where discrimination is unacceptable needs to be promoted. Clear anti-stigma policies with attached disciplinary routes are essential
Stigma and mental health Psychological Safety – a shared belief that a team is safe for interpersonal risktaking, without negative consequences for self, status, career (Kahn, 1990). It is not right nor fair to expect people in our construction companies to disclose their personal mental health challenges without psychological safety ingrained in workplace culture and teams.
A recent UK industry wide survey, MIND MATTERS 2019 found: • A quarter of construction employees said they had ‘considered taking their own life’ • Ninety per cent did not turn to employer for support. Reason given was due to ‘fear and stigma’ The importance of leadership developing team culture and mindset to reduce stigma and build psychological safety: • Does your company have established set of core values and clearly defined purpose? • Are these values notional or actively lived into by leadership every day in observable ways? • Are ‘people first’ in your organisation? • Is there a culture of fear and judgement over tasks, individual productivity, mistake making or is there an open culture of continuous learning mentorship and reward?
Construction leadership, building psychological safety in teams Servant Leaders design and create environments which drive collective behaviours needed for success and high productivity and performance. Servant Leaders build this environment from a ‘people first’ platform, walking the talk with boots on the ground. They create and refine
strategies and systems that drive a values-based culture – care, integrity, quality, shared vulnerability, excellence. Excellent servant leaders support and mentor new leaders.
out a high visibility mental health support programme with Mental Health First Aid Training – that leadership actively promotes and strongly advocates
Solutions
Resilient company culture with increased productivity and reduced rates of attrition Workplace community with improved peer-to-peer communications, empathy, mentoring and improved performance culture Reducing risk of accidents and injury through enhanced team cohesion, from leadership driving a culture of stress management, people first and site safety Employees feel personally valued for physical and mental commitment and mental health challenges are emphasised as part of a normal human experience.
HOIST IT LIFT IT SHIFT IT
Organisational gains
Primary Contractors integrating a VBBS, Values Based Behaviour Based, Safety Programme with active supply chain engagement Creation of an EAP Employee Assistance Programme with free counselling services package for employees Investment in Mental Health, Stress Management, Communication and self awareness programmes and workshops to be rolled out to all teams and supply chain contractors Design develop and roll
Builders Hoists Ltd Newpark, The Ward, Co.Dublin, D11XT9V 01-8041530
Radley Engineering Limited
- one of Europe’s leading steel fabrication specialists Radley Engineering Limited is one of Europe’s leading specialists in the design, manufacture and installation of high quality steel fabrications in stainless steel, carbon steel and exotic materials. We provide our services to a range of industries including the Pharma & BioPharma, Oil & Gas, Industrial Manufacturing and Power Generation & Utilities in both Ireland and internationally.
Pharma & Bio Pharma
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Oil & Gas
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Industrial Manufacturing
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Radley Engineering Limited Killadangan, Dungarvan, Co. Waterford, Ireland Tel: +353 (0)58 41199 Web: www.radleyeng.com
Power Generation & Utilities
Yearbook 2020 | Construction Management | 77
products & services
A message from Brogan Group Ireland
A
ccess specialists, Brogan Group have enjoyed another busy year as projects continue to grow in number and size across the country. The company is also experiencing a time of significant change, specifically in its Ireland operations. Young blood and fresh ideas have been very much at the forefront of Brogan’s renaissance strategy in Ireland, with Kerri Brogan (daughter of founder and MD James Brogan) now Director of Irish operations, focused on Marketing and Business Development and Shane Brogan (son), now Director focusing on Planning and Design. ‘Together with our vastly experienced Contract Management Team and Supervisors on the ground, the delivery capabilities of the company have been greatly enhanced,’ readers are told.
Evolved The Irish construction landscape has evolved with many clients employing young, dynamic, forward thinking professionals in prominent positions. With its new leadership, Brogan Group is focused on being the premier multi-disciplined access specialist in Ireland with an emphasis on working closer with clients and early engagement. The aim is to champion 7 8 | Construction Management | Yearbook 2020
collaboration, utilising their international knowledge and resources across the Group – thinking globally, executing locally. The company has experienced huge growth over recent years ‘and have invested wisely in the powered access division, leaving their competitors behind on fleet size and capabilities in the hoist and mast climber arena’.
Supplier They are by far the largest supplier of hoists and mast climbers in the country, we are informed. ‘The diverse range of services the company now offers provides clients with options to select and combine access methods across scaffolding, mast climbers, hoists, common user towers, loading platforms and now, suspended cradles.’
Operating in the UK, UAE and recently, Saudi Arabia, the upturn in the fortunes of Ireland’s construction sector has enabled the company to re-establish itself as a market leader in the Irish access market and capitalise on the gains of branches abroad, as it reinvigorates its activities on home soil. ‘Mast climbers are increasingly in demand in Ireland and are fast becoming clients’ preferred method of access, a similar trend and direction to Scandinavian countries,’ says Brogan Group. ‘Clients are consistently choosing the efficiency benefits of mast climbers over traditional scaffolding. ‘Brogan has been able to step in naturally to service the trend thanks to their huge investment.
Newer projects ‘One of the newer projects secured is a substantial development of six residential blocks, 377 apartments in Charlestown, Finglas for John Paul Construction. ‘The access package includes the supply of eighty-two mast climber drive units and seven goods hoists (approx. €2.5m in value) on the €75m development, likely to be the largest number of machines ever used on one project in the country. ‘Hoists have also become more prevalent in Ireland, with clients appreciating the cost and time benefits when transporting materials and personnel. ‘These trends, along with solid client relationships and a track record for scale, quality and expertise have once again led to high demand for Brogan’s specialist capabilities and technical prowess, backed by the mighty fleet of machines and equipment. ‘Their extensive hoist fleet includes goods only, goods / personnel hoists and Transport Platforms ranging from 1500kg capacity through to the Colossus 4000kg hoists enabling them to resource and match project requirements on the largest contracts.
Invest ‘The company continues to invest in its Irish operations, ensuring it’s ahead of demand as Irish projects continue to flourish in scale, complexity and ambition.’ For more info and enquiries see www.brogangroup.com
PRODUCTS & SERVICES
Introducing the Kilsaran K-Seal Paving sealer! This BBA approved high performing environmentally friendly fluoropolymer sealer can be in line factory applied in Kilsaran’s state-of-theart paving manufacturing facility; this product is also CE marked and manufactured in accordance with EN 15042:2004. A fluoropolymer is a polymer that contains molecules of carbon and fluorine. They are high-performance plastic materials used in harsh chemical and hightemperature environments, primarily where a critical performance specification must be met.
Impregnation sealer K-Seal is an impregnation sealer that prevents ingress of water, chewing gum, oil and
dirt to paving units, while also allowing the treated surface to breathe. 'The process of pre-sealing paving in our manufacturing facility not only significantly reduces on site sealing costs but is controlled in a certified ISO 9001 quality environment ensuring the correct amount of sealer is applied', we are informed. ‘Unlike other sealers the K-Seal Sealer will not alter the colour of a treated surface and will not affect the topography of the surface and there will be no change in the slip resistance of the surface.’
Winning entry Kilsaran were recently the winning entry on the Grangegorman TU Dublin Campus for the Elemental Category for the Irish
Spotlight on SIG
S
IG is the largest provider of specialist building products and technical expertise to the construction industry on the island of Ireland. 'Operating from our branches throughout Ireland for nearly thirty years, we are uniquely positioned with our sales coordinators, sales reps, and in-house technical experts to advise customers, on a wide range of specialist building products. 'We can also provide calculations and specifications to meet the exact needs of all our customers, architects, contractors, or builders. 'We deeply value every customer that has done business with us and show our appreciation by continually adding value at every stage of the customer journey..
Long-term 'SIG have long-term relationships with many of the construction industry’s top brands – Gyproc, Knauf, Isover, 8 0 | Construction Management | Yearbook 2020
Concrete Society Awards this year. The hard landscaping of this area was in excess of 7000m² and consisted of not only bespoke sizes but new bespoke colours also. ‘Within this project our KPRO Street bedding products were used in tandem with our Grange Paving range.
‘All elements of the paving for this project were factory Pre-Sealed in our stateof-the-art paving facility in Dunboyne, Co. Meath. ‘By in line pre-sealing this paving the cementitious KPRO grouting used as the jointing material did not adhere to the paving units ensuring the paving remained clean from all potential staining.’
Testimonial from a local Authority for Store Street Plaza in Dublin. The project consisted of 2000m² in line factory sealed paving. An area of this size usually takes a two-man crew with a truck mounted power washer four hours to clean. The new Pre-sealed area takes the two-man crew around forty minutes to wash down as food and drink staining is not embedded in the stone and does not require the concentrated effort that was previously required to remove it. The saving has been in time and allows the crew to move on to other areas instead of spending half a day on one location
Rockwool, Armstrong, Gallegas, Dupont, Ancon, GCP Grace and have extensive product ranges in stock. 'All the following product groups are available from all locations in Dublin, Cork, Belfast and Omagh. • Construction Accessories • Facades, External Wall Insulation & Renders • Insulation, Technical Insulation, Passive Fire Protection • Interiors – Drylining & Ceilings • Roofing – Slates, Tiles, Membranes & Accessories
Superior 'We pride ourselves on delivering superior customer service built on operational excellence. SIG provide a collection and delivery service from all of our 4 locations. 'Recently we launched our Descartes delivery tracking system. 'Once your order is picked and ready for delivery, we send an SMS text alert to say we are on the way. 'You can track the driver progress on a map, and once your order is offloaded, we capture an ePod (Electronic Proof
of Delivery) signature which is instantly emailed to you.
Knowledge 'The SIG Sales Team have extensive product knowledge supported by our in-house Technical Team and all our suppliers. 'They have vast local knowledge and over the years have developed a wide network of stakeholder relationships from architects, specifiers, contractors, and installers. 'Everyone at SIG strongly believes in putting the customer at the core of every business decision, from product selection to logistics
Importance 'After all, construction is a people business and we recognise the importance of understanding, satisfying, and building loyalty at each stage of the customer journey.' For more information, on how we can help you through your project, please contact enquiries@sig.ie or visit our website for full branch details www.sig.ie
PRODUCTS & SERVICES
ABOVE: L-R: IFS Directors, George Harold and Kieran Beggan, Sean Dennison and Mike Byrne from GS1 Ireland
'Owner operators need digital building information' - IFS...
T
he Construction Industry is going through a major shift that will require Property Owners and Facilities Management (FM) Operators to look at, define and implement Digital Building Information Management strategies for these unprecedented COVID 19 times. The pandemic that exists has put further reliance, emphasis and focus on having access to validated and secure Digital Building Information for designing, building and maintaining our buildings, campuses, estates and organisation property portfolios. We have implemented important protocols and guidelines to ensure that our buildings are fit for occupancy. We also need to ensure that the people who own, operate, and maintain these buildings have secure access to the buildings' information.
Handover We are still at a stage where 80% of projects are not specified correctly for handover, 75% of projects still specify a mixture of boxes of paper, ring binders
experience and knowledge in Building Information Management. They are uniquely placed to represent the client’s needs at project inception and ensure a single source of truth in the delivery of structured digital data for the Asset Lifecycle. IFS regularly speak with owners that are constantly struggling to locate accurate and reliable data to make decisions for their buildings and assets and this is a real issue more than ever in these challenging times. Mission-critical IFS manage mission-critical information for blue-chip companies building owners across a number of sectors. From leading multinationals who are developing and operating data centers to support their regional growth and customers, to financial institutions, pharma projects, transport developments and university and healthcare campuses in Ireland, UK, Europe and the US. IFS have been appointed by Children's Health Ireland (CHI) as the Digital Construction Handover Information Specialist for Ireland’s new Children’s Hospital – 1st Public Digital Hospital. We have also joined the project team of the new Irish Rail National Train Control Centre as BIM for FM & Digital Construction Handover Information Specialist.
Standards
and USB’s for handover information. FM and operations teams have minimal input, engagement or involvement in the early stages of a construction project. This has to stop; projects have to be properly specified with the right standards. Building Information Management specialists should be appointed at predesign stage to ensure that the clients’ building information strategy is in place. Soft landings is a critical component and all stakeholders will need to be involved to ensure buildings’ operational readiness.
Experience The IFS team have built up significant
Many of the current challenges in the industry associated with the lack of visibility, traceability, and certainty in Building Information Management can be addressed by adopting existing standards and technologies. IFS have partnered up with GS1 Ireland to assist owner operators to learn and adopt standardised data sharing practices. GS1 Ireland is an international standards organisation that specialises in the development and implementation of open global standards for item identification and tracking, enabling the sharing of data about objects, their history, location, and maintenance needs.
Value The resulting added value from the use of standardised digital data and processes is resource efficiency and productivity gains throughout the asset lifecycle. Yearbook 2020 | Construction Management | 81
Abov Direct Mark Eamo Kelly, Const
PRODUCTS & SERVICES
Above: Pat O'Donnell
Above: Pat O'Donnell Company
A message from Pat O’Donnell & Co Pat O’Donnell & Co. was founded in 1970 on a small site at Richmond Avenue, Fairview, Dublin with an initial staff of three and the acquisition of the sole agency for the Swedish-built Volvo range of wheel loaders and articulated dumptrucks. Pat O’Donnell & Co. brought the Volvo wheel loader from a 5% market penetration to an undisputed No. 1 position in Ireland within ten years. In 2005 the company moved to a purpose built Head Office at California Heights, Chapelizod. The company employs almost 100 people in purpose-built branches in the four provinces, located at Dublin, Cork, Galway and Portadown.
carrying this philosophy through to a daily reality means substantial and ongoing investment programmes. Three out of every four members of staff are involved full-time in aftersales aspects of the operation: spare parts, workshop repairs, field service and technical training. Pat O’Donnell has been successful at matching quality, proven products to the needs and demands of the Irish market. The product portfolio has been expanded over the years by the addition of world-renowned brand names from Finland, Italy and the U.S., complimentary to Volvo and ranging from cranes to crushers.
Commitment
Portfolio
Pat O’Donnell’s approach to his business demands total commitment to customer care and the logistics of
Pat O’Donnell & Co.’s current product portfolio includes Volvo, Volvo Penta, Rammer, Avant and Sennebogen.
Above: 1970s Fairview premises Dublin
8 2 | Construction Management | Yearbook 2020
Above: 1970s Cork
The company remains wholly Irishowned, with a history of success spanning more than four decades in one of the economy’s toughest and most competitive sectors: a position which has been built and consolidated in spite of the cyclical downturns to which the sector as a whole is prone. Pat O’Donnell & Co.’s products are to be found working in an almost endless array of Irish businesses, including civil engineering projects, sawmills, quarries, materials handling and mushroom composting.
Relationships Pat O’Donnell has built up personal relationships over the years with customers all over Ireland, now often extending to the next generation in many family-owned operations. He is therefore daily conversant with the views and needs of Irish business, allowing him an almost unique perspective on the problems, concerns and aspirations of senior management in both our traditional and new industries, whether importor export-oriented. For further information contact: Patricia O’Donnell. Tel: +353 1 616 1000. Fax: +353 1 616 6711. Email: podonnell@patodonnell.com
M
gO board manufacturer, Magply, is continuing to build its relationship with Irish offsite specialist Framespace, leading to their latest collaboration helping create an ultra-low energy residential property in County Clare. The 9mm version of the versatile magnesium oxide panels has been used on both faces to Framespace’s light gauge steel (LGS) wall sections, contributing to the rigidity of the structure as well as its air-tightness and fire resistance. All the 1200 x 2400mm Magply boards having been installed during the manufacturing process at Framespace’s plant in County Roscommon. Framespace routinely calls on the services of Merriman Solutions, headed by chartered building surveyor Fergus Merriman, to deliver both commercial and residential projects, including apartment buildings and passive type constructions.
Healthy home Fergus Merriman comments: ‘This latest house is a three bedroom detached building set out to achieve a healthy home with very low or no external energy input, based around high insulation standards, excellent airtightness, sustainability, recyclability and the inclusion of mechanical heat recovery ventilation, it resulted in one of the most energy efficient homes in the country'. ‘The factory fabricated wall construction features 170mm of Neopor EPS insulation carrying a white EWI render finish, over the 9mm Magply and then 100 mm of Rockwool within the steel frame. ‘Internally there is another layer of Magply fixed to the steel structure, 25mm standard plasterboard top-hat sections carry the linings forming a services zone, overall achieving an air leakage score of 2.2 and a U-value of 0.12 W/m2 K. ‘Importantly, because the top-hat sections are fixed horizontally across the walls they provide extra rigidity to the Magply’s racking strength forming an extremely fire safe structure which achieved two-hour fire rating during independent testing to EN 1365 series standards.
Magply boards integral to performance of Irish specialist’s LGS system ‘Overall the use of this all-dry system solution not only guaranteeing the quality, speed and low cost of the build, but also ensured there was almost no waste on site, an important sustainability consideration of the project.’ Framespace had originally employed sheets of OSB as the sheathing to its LGS frames, but had suffered problems from exposure to Ireland’s notoriously wet weather, as well as handling issues and the need to provide separate fire protection. Consultations between Magply’s Irish Sales Director and Merriman Solutions led to Framespace switching to using the multi-functional MgO board – which has recently been awarded BDA certification in the UK, to add to other international accreditations.
process keeps the chloride content to just 0.01%, enhancing both stability and long-term durability, avoiding the deleterious difficulties encountered by other MgO boards. The different thickness of panels is also widely used as a substrate board for the direct application of proprietary render systems, as well as for flooring and flat or pitched roof build-ups. For further information, contact: Gordon Pirret, MD or John Malone, UK National Sales Manager IPP LTD. Bradwell Hall Bradwell On Sea Essex, CM0 7HX.
Environmentally friendly
Tel.0044 1621 776252 F.0044 1621776688 Email. gmp@intpetro.com or john@magply.co.uk
Magply offers a fire-safe and environmentally friendly alternative to conventional plywood or OSB products. Additionally, the unique production
www.magply.co.uk www.passivepurple.com www.intelligentmembranes.co.uk Yearbook 2020 | Construction Management | 85
THE FINAL SAY...
in the redesign of these homes and the finished product is a welcoming, highquality housing development. ‘I have no doubt that this will ensure the success of St. Mary’s Mansions for many years to come. ‘I commend Clúid Housing, Dublin City Council and all those involved in the regeneration of this scheme. This is an excellent example of partnership.’
Working together
Clúid Housing’s ‘flagship’ €23m redevelopment of St. Mary’s Mansions Clúid Housing’s vision is a society where everyone has a great place to live. The awardwinning not-for-profit charity leads the way in delivering high-quality, affordable homes to people in housing need all over Ireland.
O
perating since 1994, Clúid is now the largest approved housing body (AHB) in Ireland and is considered a leader in largescale social housing refurbishment and regeneration projects.
The Mulvey Report Following the Mulvey report of 2016 which highlighted the need for action to make the North East inner city area a safe, attractive and vibrant living and working environment for
the community and its families with opportunities for all to lead full lives, St. Mary’s Mansions was the first major redevelopment in the area. Local area TD and Minister for Finance, Paschal Donohoe commented: ‘Dublin’s North East inner city has always been home to an incredibly strong community and the regeneration of St. Mary’s Mansions is something the entire community can be proud of too. ‘The residents returning to this complex have been actively involved
Clúid recognises the importance of working together with the local community on large projects like St. Mary’s Mansions. The first step in the design process was to meet with residents and listen to their lived experience and ideas for the project. The redesign of the building incorporated resident input and a number of key features were specifically included to enhance overall quality of life. Clúid delivered the project in partnership with Dublin City Council, the Department of Housing, Local Government and Heritage, the Housing Finance Agency (HFA), the European Investment Bank (EIB), Dublin’s North East Inner City (NEIC), Ganson and Inner City Organisations Network (ICON). ‘The HFA is committed to facilitating and supporting the successful delivery of social housing in Ireland. We are delighted to have funded this fantastic redevelopment and to see St. Mary’s Mansions brought back to life again,’ said Barry O’Leary, CEO, Housing Finance Agency. 'The successful delivery of eighty homes in Dublin City Centre is a fantastic achievement and we look forward to supporting Clúid to deliver even more new homes in the future.’
Looking to the future At the heart of the regenerated St. Mary’s Mansions is the central courtyard, designed to support a strong sense of community. Each apartment has an area of open space outside and ground floor apartments have a small garden, allowing residents the opportunity to interact socially. The scheme is accessed through a newly developed entrance on Gloucester Place Lower, resulting in improved security by reanimating a formerly underused space. Yearbook 2020 | Construction Management | 87
THE FINAL SAY...
The introduction of a new lift and additional stairwells has improved access for all residents.
Secure The regeneration sees the introduction of more car and bike parking facilities and a secure, easily maintained bin store. All communal and apartment lighting is provided by low voltage LED lights and all walkway and stairwell lights are sensor operated which significantly increase lamp life and reduces running and maintenance costs. Two specially adapted universal access apartments are provided to the front of the development on the ground floor. These apartments have a fully adjustable kitchen unit that can be raised or lowered by the resident. Wet rooms are also provided for complete access along with internal spaces that are designed to provide maximum flexibility and ease of movement for the resident. Access to the development is securely automated, meaning only residents can access the complex. Boundary access is via remote controlled car park and pedestrian gates. Each apartment’s intercom system includes a video screen which provides a video link to all access points around the development. Visitors can call from any access gate or courtyard door and speak via video link to the resident. These developments have significantly increased safety and privacy for all residents.
Sustainability Throughout the regeneration a strong emphasis was placed on developing sustainable modern homes. The BER (Building Energy Rating) in each apartment is now an impressive A. Solar electricity which supplements demand across the development, further reduces living costs. The use of cutting-edge insulation technology eliminates heat loss while a high efficiency gas fired centralised heating system provides heating and hot water on demand via monitored heat-units in each home. Combined, the result is a superefficient home with estimated total annual heating and hot water costs of 8 8 | Construction Management | Yearbook 2020
around €300 per apartment. A photovoltaic (PV) array is located on the roof and consists of 200 PV panels. Each home has dedicated panels that generate electricity which is fed directly to each apartment. The amount of electricity generated can be monitored on the digital PV feed meter in the apartment. St Mary’s Mansion’s now has an airtight and thermally efficient 600mm thick fabric. The external skin of the building is made up of both a new, highly insulated, external envelope and the existing building’s walls. New window openings were also added to maximise natural light. Each apartment is now dual aspect resulting in natural thermal gain in each unit from direct sunlight; this is providing free heat energy to each home. The windows have easy clean hinges which allow the external faces of the glass to be cleaned safely by residents from inside their home.
Decentralised mechanical extract ventilation Each apartment has decentralised mechanical extract ventilation to ensure constant background ventilation. Bathroom and utility vents have humidistat controls which automatically monitor humidity levels and activate accordingly. This removes any potential for condensation. Heating and domestic hot water are provided by a centralised district heating system. Three boilers provide all hot water for the development. This water heats up the apartments' radiators and taps by heat transfer via a Heat Interface Unit. The hot water leaves the boiler and runs the entire extent of the development returning to the boiler having lost only one degree of heat.
Creating homes and thriving communities Lord Mayor of Dublin, Hazel Chu said: ‘After an incredible redevelopment and significant investment, I am delighted to see this scheme completed and providing super-efficient homes to people on Dublin City Council’s housing list. ‘Together with other local amenities here in the heart of the city, St. Mary’s Mansions is a shining example of collaboration and partnership. ‘I wish all the residents the very best of luck in their new homes for many years to come.’ Clúid aims to achieve its vision of a society where everyone has a great place to live by providing quality housing and services to enable people to create homes and thriving communities. Clúid is passionate about results that matter and is committed to its strategic objective of delivering 3,000 homes by the end of 2022.
3,000 New homes Minister for Housing, Local Government and Heritage, Darragh O’Brien TD said at the recent launch of St. Mary’s Mansions: ‘The Department of Housing, Local Government and Heritage is delighted to have worked in partnership with Clúid Housing and Dublin City Council on the regeneration of St. Mary’s Mansions. ‘This project has seen significant investment by the Department and I am delighted to be here today to witness people from the local community moving into their new home. ‘Throughout the redevelopment of this housing scheme, Clúid has worked in close collaboration with both the returning residents and Dublin City Council to ensure the project was a success. ‘It is clear to see that these highquality homes will continue to foster a strong sense of community for generations to come. ‘St. Mary’s Mansions is a flagship and a model for future developments.’ Article by Amber Baxter, Clúid. If you would like to partner with Clúid to supply social housing please contact a member of Clúid's new business team by phone on 01 707 2088 or email newbusiness@cluid.ie