Construction & Civil Engineering Issue 129 July 2016 by Finelight Media Group

www.ccemagazine.com

ISSUE 129 JULY

there The options are out

The benefits of

The challenge of selecting energy efficiency solutions that achieve maximum results with minimal costs See page 6

Smart solution Software for creating sustainable cities

Be aware

The need to protect workers from UV exposure

Brexit comments Immediate reactions to the Leave decision

contents Chairman Andrew Schofield Editor Libbie Hammond

libbie@schofieldpublishing.co.uk Art Editor Gerard Roadley-Battin Production Manager Fleur Daniels Advertising Design Barnaby Schofield Staff Writers Jo Cooper Andrew Dann

6 Cover story 2

Operations Director Philip Monument Research Manager Laura Thompson Editorial Researchers Nick Bochmann Mark Cowles Alasdair Gamble Tarjinder Kaur D’Silva Keith Hope

22 51

Sales Director Joe Woolsgrove Sales David King Mark Cawston Rob Wagner Production/ Office Manager Tracy Chynoweth

Schofield Publishing Cringleford Business Centre, 10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K. Tel: +44 (0)1603 274130 Fax: +44 (0)1603 274131 www.ccemagazine.com

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FEATURES 2 PPE The perils of construction sites and how the right personal protective equipment can keep workers safe

6 Energy efficient homes The Government is encouraging homeowners, businesses, property developers, and commercial tenants to manage their energy more efficiently

10, 11 News company profiles 22 28 30 33 38 42 46 51 53 56 63 66 70 75 78 84

Joseph Gallagher Warmafloor Colcrete Eurodrill Cemex UK McCrory Engineering Hayley Group GECO Mechanical & Electrical Sandvik Mining and Rock Technology Pave Aways Baufritz Electrical Industries Group Vandersanden Group Arab Engineering Bureau FP McCann Qatar Rail Colemore Tang Construction

Updates and information from the construction and civil engineering market

12 IT Construction can make advances with the continued adoption of Building Information Modelling and advances in technology

14 Alternative materials Fly ash is a viable alternative material and one that is becoming increasingly appealing to a sustainability-focused construction sector

16 New legislation Changes to the CDM regulations and the issues they have created

18 FEICA FEICA supports Europe’s adhesive and sealant industry, and has a long-term strategy for increasing quality and performance

Please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made to ensure that the information published is accurate, and correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the property of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

PPE

E head Safe from

totoe Maurice Morton knows how dangerous a construction site can be. Here he highlights the perils and how the right clothing can reduce the risk of injury to the work force

veryone agrees that working on a construction site can be dangerous. Over the last few years this issue has made headline news with startling revelations about the lax attitude towards health and safety on site and low morale within the workforce. According to a survey by UCATT (Union of Construction, Allied Trades and Technicians) released 18 months ago, a staggering 50 per cent of its members had reservations about safety on building sites and more than one in five workers were worried that their bosses may not take health and safety issues seriously. In April 2015 the HSE (Health and Safety Executive) Construction Industry Statistics revealed that the construction industry is responsible for 31 per cent of fatalities at work and ten per cent of major workplace

injuries despite the fact that the industry employs a mere five per cent of employees nationally. The message is loud and clear â&#x20AC;&#x201C; the construction industry is the most dangerous sector in Britain. Incredibly 69,000 selfreported cases of work-related illnesses happened due to slips, trips, lifting and handling, falling and being struck by a falling object. This of course is also bad news for the construction companies who consequently had to sustain 1.7 million working days lost in 2014/15. Combine these depressing figures with the fact that it is a legal requirement for an employer to supply workers with personal protective equipment (PPE) such as hats, visors and gloves it is remarkable that the industry does not have one hundred per cent compliance. PPE is defined in the regulations as â&#x20AC;&#x153;all equipment (including clothing affording protection

against the weather) which is intended to be worn or held by a person at work and which protects them against one or more risks to his health or safetyâ&#x20AC;?. The fact is, that this is a serious issue and even before you get to the PPE, the law requires that you assess the risks properly. The Construction Design and Management Regulations came into force in April 2015. They are the

main set of regulations for managing the health, safety and welfare of construction projects and it is vital to comply with the law to have the highest chance of avoiding injury and of course the consequences, legally and otherwise, should the worst happen. On the bright side, PPE compliant work wear is easy to acquire and there is an entire safety-wear industry where specialists are always improving technology to help minimise injury. In a dynamic environment where machines and vehicles are working at once the incidence of flying or falling objects is commonplace. A helmet is the most common type of PPE to protect against falling objects and bangs to the head. One with chinstraps is preferable when working in windy conditions or where repeated bending or looking upwards is required. Eye injuries are the most likely to occur in the workplace. Most occur

when pipes need cutting, grinding, sawing or joining. In those instances, there is a risk of copper or plastic shards flying into the air and potentially into the eye. Protective eyewear has seen a great deal of evolution from the days of basic traditional â&#x20AC;&#x2DC;safety specsâ&#x20AC;&#x2122;. Their resistance to impact, adjustment in temples, nose bridges and even the means of attachment itself all continually evolve, improving the fit and comfort. This is also true for the all-important lens technology, including prescription options. There are several styles but perhaps the most popular is sealed eyewear with interchangeable tinted lenses. All eyewear should come with CE marking approval. It is also important to guard against inhaling harmful dust. Welding stainless steel, cement mixing, sawing or cutting materials such as stone or wood often results in harmful dust

PPE

particles, especially on a windy day, that can cause damage when inhaled. In this case a simple respirator or face mask, tested under the standard EN149:2001 (worn over the nose and mouth) could deflect the risk of poisoning because it is designed to reduce the wearer’s exposure to airborne particles. Be sure to assess the risk and chose one that suits the environment. Some respirators are designed to protect against higher levels of toxicity than others. Exposure to high levels of noise can cause hearing loss and there’s a simple guideline as to whether or not ears need protecting and it’s this: If you need to raise your voice to be heard at arm’s length away, then protection should be worn. A simple power drill can each reach 100 decibels and a pneumatic drill can reach an earblowing 130 decibels - levels that can cause irreversible damage in a matter of minutes. Ear defenders must be worn. There are several types that range from the humble earplugs to defenders with a high single number rating (a high SNR

of 25 or more is preferable on a construction site) to those that combine a helmet and face visor. Hand and finger incidents can account for anywhere from 50 to 70 per cent of work related injuries. Obvious injuries like bruising, cuts and crushing are common, but there are other less obvious injuries caused, for example, by the continual use of power tools like drills or jackhammers, which in extreme cases can cause hand arm vibration syndrome. This is an irreversible but avoidable condition with nerves, blood vessels, and joints in the hand and wrist all possibly affected, often resulting in a permanent numbing or tingling sensation along with a loss of grip, strength and dexterity. To this end, gloves are improving dramatically, from very simplistic polka dot work gloves or the traditional ‘rigger’ gloves, to highly engineered ergonomically 3D designed items with multi measurement points. Protective shoes with steel toe

caps (if the shoes are padded and fitted correctly you should not be able to feel the toecaps at all) and a steel midsole can prevent crushing injuries and punctures from errant nails. Where there may be chemical spillage and electricity there are shoes that have antistatic and energy absorbent heels, which are also slip resistant. In summary, it’s easy to get properly kitted out, but first assess the risk and diligently employ the necessary PPE required to keep the workforce safe and on the job. Maurice Morton is sales and marketing director of workwear provider Dickies. Dickies has over 90 years’ experience in workwear manufacturing. From oil fields around the world to major construction sites Dickies workwear has been tested to the limit, gaining a reputation for quality and performance. Utilising the best of both modern and traditional construction techniques the Dickies range is made to last, practical and affords exceptional comfort. For more information, please see

www.dickiesworkwear.com

ENERGY EFFICIENT HOMES

there The options are out

Building an energy efficient and sustainable future. By Marcus Eves

he development and adoption of energy efficiency and sustainable solutions have been driven by environmental, political and financial factors. It is common knowledge that the built environment is one of the biggest users of energy, accounting for 37 per cent of total UK

greenhouse gas emissions in 2012. Residential emissions accounted for 66 per cent of all buildings emissions, with commercial and public sector emissions accounting for 26 per cent and eight per cent respectively. They comprise 45 per cent direct CO2 emissions (i.e. from burning fossil fuels) and 55 per cent indirect (grid electricity-related) emissions.

Since the Kyoto Protocol was signed in 1995 the UK Government has taken a number of steps to show its leadership in tackling climate change. The Climate Change Act was passed in 2008, setting a framework to develop a path to the reduction of emissions. A legally binding target of cutting greenhouse gas emissions by at least 80 per cent

from 1990 levels by 2050 was also introduced. The Government is therefore keen to encourage homeowners, businesses, property developers and commercial tenants to manage their energy more efficiently â&#x20AC;&#x201C; a move that will also benefit them all individually as well as us all collectively.

The need for energy efficiency There are a number of reasons why we need to invest in a more efficient future. Currently the global economy relies on fossil fuels â&#x20AC;&#x201C; almost 80 per cent of all energy consumed is generated through the burning of fossil fuels. This is creating an increased CO2 concentration in the atmosphere

and in the oceans. This has led to heavier and more frequent extreme weather, increased global temperatures, melting ice caps and rising ocean levels. The fossil fuels we rely on are a finite resource. As the amount of fuel available decreases the price increases. It will be expensive to mainly rely on fossil fuels in the future. Furthermore, as the

ENERGY EFFICIENT HOMES

population increases strain on fuels also goes up. Without energy efficiency measures in place this would add to the rising costs of a limited resource. Fortunately, energy efficiencies are readily available and provide numerous benefits. To be efficient only requires small additional upfront costs. Generally the payback periods are short and initial investment is returned through lower fuel bills or government financial incentives such as the Feed-In Tariff. Encouraging energy efficiency also drives innovation forward, ensuring we continue to develop energy and cost-saving products and processes.

How to be efficient There are two steps to increasing energy efficiencies; reducing energy use and improving energy use. For the first element, it is quickly apparent that the simplest way to save energy in a building is

to avoid using it in the first place. The second is achieved through delivering the generally accepted definition of energy efficiency: ‘using less energy to provide the same service’. The following steps help to achieve both parts:

Measure and Meter You can’t reduce or improve what you don’t measure. Understanding when and where most energy is being used and how much it’s costing you is a good first step to adapting your energy consumption to provide longterm carbon and financial savings. Having accurate and real-time information about a building’s energy use enables you to make informed decisions about your energy behaviour.

Fabric Minimising fabric heat loss is integral to increasing energy efficiencies. Nearly every building in the UK has a heating system so

it is essential to understand how the building performs thermally. Heat will always flow naturally from a warmer to a cooler space. The heat will move directly from all heated living spaces to the outdoors and to adjacent unheated lofts and garages – wherever there is a difference in temperature. Understanding and quantifying energy usage, heat loss and air permeability will be the first steps to insulating, making your building more comfortable by helping to maintain a uniform temperature and making walls, ceilings, and floors warmer in the winter and cooler in the summer.

Heating and cooling Once the best possible standards of insulation and air-tightness have been achieved the space heating loads should be determined. A heating system should be adequately sized to meet the demand of the building. Under or oversized heating plant will consume much more energy

than boilers correctly sized to match the anticipated space and domestic hot water demands. Modern domestic ErP boilers can be expected to achieve efficiencies of up to 90 per cent, while commercial boilers can see efficiencies around 95 per cent. Incorporating advanced controls such as delayed start thermostats or weather compensation will lead to even better efficiencies.

Lighting The energy consumption of lighting in residential buildings is estimated to be between 10-15 per cent of all energy demands and in non-domestic buildings this figure is in excess of 25 per cent. Efficient LEDs are recommended to be used to replace all tungsten and compact fluorescents. In commercial buildings absence and presence detection should be considered in areas of low-transient occupancy. Photoelectric controls can be used to automatically dim the

lights based on the available daylight â&#x20AC;&#x201C; ideal for buildings with large amounts of glazing.

Renewable Energy & Green Technology: The national grid delivers approximately 37 per cent of the primary energy input as electricity to the end user, the rest is wasted. A number of technologies are readily available which the Government is promoting to tackle this problem and increase local onsite generation. Photovoltaic panels are readily applicable to most buildings and easy to fit as part of a new build or a refurbishment. With the Feed-In Tariff payments these are desirable as payback can be achieved in less than ten years. Wind turbines have been round for years, but these are far more suited to larger applications, as larger turbines are more efficient. Smaller turbines are usually inappropriate in urban areas as these raise planning issues.

Ground source heat pumps and air source heat pumps are great for off gas buildings. With advances in technologies, some system efficiencies are reaching in excess of 300 per cent. Although the capital costs can be high, if sized and operated correctly energy consumption can be significantly reduced. Heat recovery systems are starting to push their way into the market place and for good reasons. Their main focus is to retrieve and recycle energy, which would usually be lost. The three systems are wastewater (recycling water usually lost down the waste) mechanical ventilation (recouping heat from the air normally sent outside through conventional extract fans) and flue gas heat recovery (recycling heat in the flue gases to preheat the cold water entering the boiler). Wastewater and mechanical ventilation should always be considered as part of a new development as they are not always practical to retrofit, and flue gas heat recovery is suggested with every boiler replacement.

Summary There is a huge range of readily available options to improve energy efficiency. The challenge is to select the solution/s that achieve the maximum results with minimal costs. Marcus Eves is Sustainability Consultant at Darren Evans Assessments. Darren Evans is an expert in sustainability and energy efficiency. Working for large commercial developers through to independent investors with a small private rental portfolio, architects, house builders and public sector organisations, Darren Evans can provide an energy efficiency service that meets clientsâ&#x20AC;&#x2122; precise requirements. For more information, please see

www.darren-evans.co.uk

NEWS

Fine finish A robust and high performance waterproofing solution has been specified from Sika-Trocal for the new £30 million state-of-the-art student accommodation at Bangor University in Gwynedd. The St Mary’s student village development at the university has been designed by architect FaulknerBrowns and includes five new residential blocks or townhouses, along with a café and bar, sports and fitness centre, a shop and launderette facilities. For the new townhouses, which are set around a ‘village square’, specialist contractor Weatherwell Roofing turned to SikaTrocal for a cost-effective, hassle-free application. The versatility of the Trocal Type S waterproofing membrane ensured that any detailing, such as capping vents or curved cone features were achieved and met the architect’s aesthetic vision. To provide a neat finish, all edge cappings were made from Sika-Trocal Metal rather than standard powder coated copings. The Sika-Trocal Type S membrane was laid over the insulation onto the timber deck and securely fastened using Sika-Trocal’s innovative laminated metal disc system. This system sees the membrane and insulation mechanically fixed to the roof in a single process, ensuring a fast installation minimising components required and reducing overall project costs.

Smart solution Dassault Systèmes, the 3DEXPERIENCE Company, world leader in 3D design software, 3D Digital Mock Up and Product Lifecycle Management (PLM) solutions, has participated in a landmark smart office-building project in co-operation with Rhomberg Group, Zumtobel Group, Bosch Software Innovations, and Modcam AB. With this project, Dassault Systèmes aims to introduce more sustainable management of homes, commercial buildings and factories to smart cities of the future. The pilot project at the LifeCycle Tower (LCT) ONE building in Dornbirn, Austria was presented during the 2016 Bosch ConnectedWorld event in Berlin, Germany. The modern LCT ONE, owned by Rhomberg Group and equipped with a state-ofthe-art Zumtobel lighting solution and smart controls system, is ideal to turn into an innovative connected building targeting the highest standards of sustainability and user comfort. “The IoT is evolving into the ‘Internet of Experiences,’ where devices are digitally connected to the physical world around them to become part of a living experience shaped by interactions among people, places and objects,” said Monica Menghini, Executive Vice President, Chief Strategy Officer, Dassault Systèmes. “By co-operating with Bosch Software Innovations and other innovators in their respective industries, we can demonstrate how sensor information can be easily harnessed from any big data repository in real time and linked to the 3DEXPERIENCE platform’s realistic representation of a virtual environment. In this case, the 3DEXPERIENCE building actually becomes the master reference for planning, simulating and operating the estate. Sustainable cities can become a reality sooner than we think.”

New look Rated People, the UK’s leading online home services marketplace, has undergone a total brand review, launching a new look logo and online platform in a bid to connect good homeowners with quality tradespeople and as a result, deliver better homes, better work and better lives. The newly designed online platform is more visually appealing and functional to users, with the brand also set to launch a redesigned mobile app so that homeowners can be connected with tradespeople whilst on the move. Alongside the developments to its online platform, the brand has also developed a new mission to deliver ‘better homes, better work, better lives.’ The new mission reflects Rated People’s commitment to facilitate good connections which support homeowners in creating a home that they can love, whilst helping tradespeople nurture their business ambitions.

Be UV aware Deb – a leading innovator and supplier of skin care products and hand sanitising solutions – is proactively campaigning to raise awareness of the risks associated with prolonged UV exposure to outdoor workers, specifically those who spend more than seven hours outside as part of their job. Deb is alerting those who have a duty of care to protect workers from UV rays and those who spend a considerable amount of time outside to be aware of the daily UV Index: when the UV level reaches three or above, protection is required. Deb is supporting the Skcin Sun Safe Workplace scheme; an accreditation programme designed to guide employers through the process of implementing a suitable and successful Sun Safe Policy and educational programme into their organisation.

BREXIT REACTIONS

Sector will bounce back Monika Slowikowska, founder of Golden Houses Developments, reflects on the aftermath of the EU referendum: “The immediate aftermath of the EU referendum was bad. Very bad. The pound fell, stocks plummeted and experts were predicting that prices would rise and investment in UK property projects would fall. “At Golden Houses Developments, events certainly confirmed those predictions. “The day after Brexit, seven of our building materials suppliers told us they’d be raising their prices in July – the hikes ranging from three to eight per cent. Then, on the following Monday, while checking the stability of our clients’ funding, we learned that one of our projects is being put on hold. The client’s bank has withdrawn from talks while it analyses the new economic environment. The client contacted 11 other banks and they all said the same: no engagement until they know what’s happening in the property market. “What’s significant here is that our client

owns the property it’s borrowing against and that the funding it seeks represents just 50 per cent of its value. Banks are refusing to talk to would-be borrowers even where the risk profile is low. “So, we can’t deny that the industry will be hit and many businesses may fail. “However, I know our sector will bounce back. If we stay flexible, negotiate well with suppliers and clients, control our costs and become even more efficient, we will overcome these challenges. “As an industry, construction is always one of the first to feel the effects of a recession or economic downturn. We’re used to the cycle. The difference this time is that the economy was essentially stable in the last few years and the natural downtime will be dramatically deepened by the results of Brexit. “I also believe many businesses have forgotten how to prepare and save for times like these. We need to become more streamlined and minimize wastage wherever it exists and no matter how small. “We must also focus on what we can achieve, not what we can’t. If we toughen up, focus on the positive and look for opportunities, we can still thrive in this uncertain new world.”

Residential market should recover Commenting on the Leave result, Mark Weedon, Head of Research at Property Partner said: “In the short run, housing transactions in the mainstream market are likely to remain low, but the ‘stickiness’ of residential property may prevent house prices from actually falling, with the probable exception of London’s most expensive areas. “Unlike other asset classes, far fewer people are willing to sell residential property in uncertain times, which in turn further reduces supply and eventually provides upwards pressure on prices. Through the oil shocks of the Seventies, the recessions of the early Eighties and Nineties, the bursting Dotcom bubble and the Global Financial Crisis, residential property outperformed all other asset classes – in addition to the attractive income stream it provides. During periods of volatility like this, investors tend to prefer assets which can provide a reliable income, combined with lower risk to preserve their wealth. “Now more than ever, investments that bring in a reliable income will be highly prized. The net yields on our platform, for example, are up to ten times the Bank of England Base Rate. And of course, Brexit could lead to rates being cut. “Looking further ahead, the fundamentals of the mainstream UK housing market should reassert themselves. With demand still far outstripping supply, house prices should trend upwards, albeit perhaps at a slower pace. “And massive infrastructure projects like Crossrail, HS2 and the government’s plans for the Northern Powerhouse will go ahead irrespective of the Leave vote, improving connectivity and transforming neighbourhoods. “However, prime central London - areas like Mayfair, Knightsbridge and Belgravia - looks more vulnerable. The hike in stamp duty for high value properties already hit these areas hard and Brexit will not improve confidence amongst the foreign investors who dominate this market.”

Open for business Speaking exclusively to Matt Brown from UK Construction Online, Peter Vinden, Managing Director of The Vinden Partnership – a leading multi-disciplinary consultant company to the built environment said: “The effects of the result of the EU referendum are still being felt, with some of the initial reaction bordering on hysteria. The country now needs strong leadership to steady the ship and put Britain back on course. “Instability surrounding the pound and the markets were inevitable once it became clear Britain had voted to leave the European Union. “As the posturing stops and serious negotiations begin, it will become clear that Britain will not turn its back on trading with Europe. Likewise Europe, despite some of the more unhelpful comments being made from certain quarters, will realise it needs to maintain a favourable trading relationship with Britain. “We have seen EDF confirm that the Hinkley Point power station project will remain unaffected by the vote. Likewise, Huawei will be pressing ahead with its billion pound investment programme. “Britain will also be able to pursue advantageous trading relationships with other parts of the world. Already we are seeing trade talks begin with the likes of Australia, Canada, India and South Korea. “The Brexit decision should be viewed as a great opportunity and we need to reinforce the message that Britain is open for business.”

goals Common

Supply chain management within construction projects and the use of IT within them. By Terry Stocks and Peter Masonbrook

he use of IT, new business models, collaborative working environments and a sustained focus on supporting the SME community has driven significant changes in supply chain design and management. It is acknowledged that the procured contract environment and the construction industry sub contract employment practice has, and will continue to impact the make–up and approach of the supply chain environment. The construction supply chain appointment and engagement process can be fragmented and often involves various parties with different objectives. This environment can then affect the supply chains attitude to the project, promoting an environment of protectionism and mistrust rather than collaborative working and open book. New methods of project delivery including Building Information Modelling (BIM), off-site manufacture, modular construction, Lean project

management and delivery require an environment of collaborative working to realise the benefits to the client and supply chain alike. The publication of BS11000 – Collaborative Business Relationships, help set the framework for collaborative working and the development of supply chain management software supports a clear and structured approach from the initial design, through construction and aftercare. A positive and consistent supply chain management (SCM) approach will benefit the delivery of projects through improved quality, reduced time and improved cost, as it would promote open relationships, make expectations clear from the outset and build trust. A basic principle of SCM is ‘integration’ however, SCM as an ‘end to end’ software system (i.e. from design to operation) is still an emerging practice within the construction industry. The potential of applying a co-ordinated and IT led approach to SCM will support the implementation of new design and delivery practices, which

together support an improvement in the construction industries pressing problems of project overruns, claims and a reduced number of defects at handover. It has been publicised that over the last 20 years the integration of IT into the management of the supply chain within the manufacturing industry has demonstrated an increase in productivity and reduced costs, allowing companies to reduce/ eliminate inventory and improve lead-times from their supply chain. The construction industry has been slower to integrate supply chain (SC) IT systems and standardised supply chain management practices. Different reasons could contribute to this. • The number of different services required (e.g. designers, project managers, quantity surveying, roofers, brick layers etc.) • The different types of supply chain partners (designers, material suppliers, facility management companies) • The different types of sectors (e.g. Health, Education, Blue light etc)

• T he differing size of subconsultants that can make up the supply chain • T he contract / delivery environment driven by the project procurement However, given the construction industry relies on the current tapestry of suppliers and specialists to deliver projects, such complexities need to be overcome and a concerted SCM strategy and management process is the best answer. There is increased focus, especially within the public sector, on the integration of micro, small and medium-size enterprises across all parts of the supply chain. It is therefore important that any practice imposed on design and management does not adversely impact this sector. Clients and the tier one (large multinational organisations) contracting chains need to ensure the benefits can be achieved from these approaches, without prejudicing smaller organisations. Supply Chain Collaboration The first major challenge when developing a new business model using an integrated supply chain (SC) IT tool (or any other collaborative software) is the requirement for companies to change from their current historical approaches and to migrate to new ways of working. This may include a cultural change in their approach, from a ‘them and us’ to a collaborative and inclusive mindset. Supply chain collaboration is key to achieving e-business success, allowing all parties to openly engage to help resolve issues and help improve delivery and construction sequencing and therefore reduce wasted time and effort which often results in conflict and sub optimal outcomes. Creating an environment where supply chain partners optimise their responsiveness and efficiencies through a knowledge of live and open data on the

project progress, openly agreeing future demand and resource levels and correct inventory levels etc. will enable the supply chain to best deploy their staff, specialists sub-contractors and when to order materials. An integrated SCM system supports this through improved and open forecasting and scheduling, helping supply chains to better plan and therefore reduce the waste and cost inherent in the current project process. Early engagement and Supply Chain Co-ordination - Where organisations work closely and engage early with designers it is easier to maximise the benefits of an integrated SC model. This approach supports a clear understanding of the design and construction phases and facilitates specialist subcontractor conversations prompting informed project planning, material specification and ordering. It also helps take advantage of any opportunities of early task commencement, which in turn supports a higher certainty of on time project completion. The SCM IT system can be used to share information on future demands across the whole supply chain helping suppliers forecast material and service requirements. There has been a high number of examples within the construction industry where material has run short due to manufacturers reducing productivity due to the slowdown in the number of new construction projects, plus an increased in raw material demand within China and the Far East. Linking supply chain industry expertise, co-ordinated through a SCM IT system helps future materials forecasting prompting mitigating actions through respecification, new standardised approaches etc. Supply Chain Best Practices Evidence across other sectors (manufacturing, aerospace,

car manufacture etc.) has shown that with a high level of collaboration between clients, contractors and supply chains, companies consolidate into true supply chain communities whose members share common goals and objectives across and among enterprises. The supply chain community streamlines business transactions across partners to maximise growth and profit and grows an understanding of client requirements to best serve the desired outcomes. Procurement within construction does not afford this level of supply chain engagement. There is an element of mistrust and with the uncertainty of future market growth and main contractors having to compete most subcontractor packages, supply chain management and relationships built in other industries are likely to be a long way off in being the norm in construction. New forms of construction procurement including two-stage open book, integrated project insurance (IPI) and cost led approaches will lead construction in the right direction. With the continued adoption of Building Information Modelling and advances in plant sensors and data technology, construction can make advances and a continued championing of active supply chain management following BS11000 principals supported with SCM IT systems will see improvements in construction relationships and projects being delivered with increased certainty of outcome. Terry Stocks is UK head of public sector, and Peter Masonbrook is supply chain and performance manager at Faithful+Gould, a world-leading integrated project and programme management consultancy. Operating at the forefront of the industry for more than 65 years, Faithful+Gould is a part of Atkins and has 60 offices worldwide. For more information, please see

www.fgould.com

alternative materials

The ash

alternative Ashes produced at coal-fired power stations can improve the sustainability of construction and help create low carbon infrastructure. Dr Robert Carroll explains how

oncrete is one of the most widely used construction materials in the world. However it’s also one of the most resource intensive products to manufacture. Herein lies the challenge for the construction and civil engineering sectors – how can we create a truly sustainable built environment, without incurring the adverse effects of embodied carbon? This is a question that has long been at the forefront of the industry’s mind – and as the representative of some of the

industry’s largest construction product manufacturers and suppliers, UKQAA knows how important it is to specifiers, engineers and architects. In 2008 a group of sector bodies – including UKQAA – joined forces to create the Concrete Industry Sustainable Construction Forum, producing a strategy for reducing the environmental impact of manufacturing concrete. By monitoring and reporting on trends in the industry the forum is helping to drive improvement and highlight opportunities for sustainable growth.

In the 2016 Concrete Industry Sustainability Report – the 8th in a series of annual performance reports – one of the most striking findings is the role that the alternative materials market is playing in creating a sustainable, low carbon materials supply chain. As projects like the Stirling Prize winning Everyman Theatre in Liverpool lead the way in its use of alternative materials, there’s a clear message about the value of using secondary materials like fly ash or furnace bottom ash in concrete to boost sustainable construction.

Ash opportunities Fly ash (pulverised fuel ash or PFA) and furnace bottom ashes are produced as a result of the electricity generation process at coal-fired power stations. Fly ash is the material carried out with the flue gas following the combustion of pulverised coal, while furnace bottom ash (FBA) is slag deposited on the walls which collects at the bottom of the boiler and is flushed out periodically with water. Due to its pozzolanic nature, fly ash complying with European Standard EN450 recovered can be used as an effective partial replacement for Portland cement in the manufacture of concrete, bricks and blocks – improving durability and reducing susceptibility to chemical attack. While this significantly enhances the technical performance of the end product, crucially it also reduces demand for virgin raw materials like sand and stone. These more traditional materials are finite and resource intensive to extract and manufacture, meaning they’re less sustainable to source and produce and have higher embodied carbon as a result. By contrast fly ash – and furnace bottom ash – are by-

products of energy generation, available from both operational power stations and stockpiles across the UK and require limited processing. As such they significantly improve the sustainability of construction and engineering products by reducing embodied carbon and making these products more environmentally friendly. For example, while Portland cement has around 900kg/tonne of embodied O2, a typical fly ash cement has around 670kg/tonne. This means fly ash can reduce embodied carbon by up to 25 per cent when compared with a traditional cementitious mix. Similarly, furnace bottom ash can also be used effectively as a low carbon lightweight aggregate and in concrete, particularly within aggregate blocks. These examples demonstrate not only the breadth of potential uses for coal ashes but also their environmental benefits – a valuable advantage in today’s environmentally conscious times.

Sustainable sourcing In the UK we’ve a strong heritage in coal-fired generation and we believe stockpiled ash alone now amounts to some 50 million

Above Production of ash at coal-fired power station

tonnes. This surplus material may offer the industry opportunities for additional supply routes, and could potentially support demand in the construction industry for almost 20 years, even if all production ceased today. To make the most of available stockpiles, the UKQAA is supporting a research and development project, the Innovative Processing for Stockpile Fly Ash Project, at the Concrete Technology Unit, University of Dundee. This is seeking to develop a process route by which stockpile material can be transformed into EN450 fly ash for use in quality concrete such as structural concrete. While this project is currently ongoing, we’re confident the results will prove critical in terms of our understanding of this valuable additional material and its potential uses. As the Concrete Industry Sustainability Report highlights – fly ash is a valuable alternative material, and one which is becoming increasingly appealing to a sustainability-focused construction and civil engineering sector. It offers real opportunities for carbon savings without compromising on quality or performance. Ultimately, it’s a key ingredient to low carbon infrastructure and a more sustainable future.

Dr Robert Carroll works at the UK Quality Ash Association (UKQAA). The UKQAA represents the interests of UK producers and users of coal fired power station, co-combustion and biomass ash products. The aims of the UKQAA are to promote the scientific, technical, industrial, environmental, educational and legal nature associated with applications for ash produced from UK power stations. For more information, please see

www.ukqaa.org.uk

NEW LEGISLATION

anger

Don’t look back in

Martin Howe discusses the changes to the CDM Regulations and the issues they’ve created

he updating of the Construction (Design and Management) Regulations in April 2015 was intended as a straightforward simplification of the previous 2007 Regulations but has turned out to be a major source of uncertainty and debate within the industry. Consultation on the operation of the 2007 Regulations by the Health and Safety Executive (the body responsible for policing the Regulations) identified a number of shortcomings: most significantly, that the detailed requirements for competence assessment of CDM Coordinators had spawned a multitude of competence assurance systems that were costly, bureaucratic, disproportionately affected smaller organisations and demonstrated little benefit.

The new role of “principal designer” At the heart of the changes is the replacement of the CDM Coordinator role with that of the “principal designer” (the “principal contractor” role remains, albeit

with the removal of the previous competency requirements). Regulation 5 provides that where there is more than one contractor (including subcontractors), or it is reasonably foreseeable that more than one contractor will be working on a project at any time the client must appoint in writing “(a) a designer with control over the pre-construction phase as principal designer; and (b) a contractor as principal contractor.” The appointments must be made “as soon as is practicable, and in any event, before the construction phase begins”. If the client fails to appoint a principal designer or principal contractor, the client must itself fulfil the relevant duties of each.

Who can act as principal designer? The HSE Consultation was clear that: “We expect the PD [principal designer] role will be discharged by the person responsible for the design work, which may be a contractor, an architect, an engineer, etc. In practice, little additional work, over and above

what is currently expected of a responsible designer will be required by this change”. This view was not unreasonable – under both the 2007 and 2015 Regulations all designers owe the same duties to design with a view to reducing the risk of health and safety in constructing, maintaining and operating new structures and, as lead designers, they already have responsibilities for co-ordinating the design for a project. All that is added is the obligation to co-ordinate health and safety issues during the preconstruction period. However, it is fair to say that most architects’ practices have not embraced the change, viewing the principal designer role as imposing significant additional obligations. The Association of Project Safety (APS) - the trade body for former CDM Coordinators – has seized on this reticence and not lost any opportunity to suggest that former CDM Coordinators can act as principal designers, pointing to the HSE confirmation that a “quantity surveyor or anyone who specifies and alters designs as

part of their work” can, potentially, be considered to be a designer. However, regulation 5(1)(a) makes clear that the principal designer is “a designer with control over the pre-construction phase”. Not many quantity surveyors or former CDM Coordinators, even if they have a limited design role (e.g. in putting together bills of quantities) will have any control over the pre-construction period.

The duties of the principal designer The general duties of the principal designer are summarised in regulation 11(1): “The principal designer must plan, manage and monitor the pre-construction phase and coordinate matters relating to health and safety during the preconstruction phase to ensure that, so far as is reasonably practicable, the project is carried out without risks to health or safety.” He must also: • “ensure all designers comply with their duties in regulation 9”;” • “ ensure all persons working in relation to the pre-construction phase cooperate with the client, the principal designer and each other”; • “ so far as it is within the principal designer’s control”, provide pre-construction information, “promptly and in a convenient form, to every designer and contractor appointed, or being considered for appointment, to the project”; • “ liaise with the principal contractor for the duration of the principal designer’s appointment and share with the principal contractor information relevant to the planning, management and monitoring of the construction phase and the coordination of health and safety matters during the construction phase”; and • “ assist the client in the provision of the pre-construction information required by regulation 4(4)”.

Some of the above obligations clearly go beyond the role of a lead designer and the reference in the first two bullet points to “ensuring” outcomes contrasts with the equivalent duties on CDM Coordinators under the 2007 Regulations to “take all reasonable steps to ensure”. It is a pity the draughtsman of the new Regulations did not repeat this wording, since, as any lawyer will tell you, it is not normally possible to “ensure” that anyone does anything unless they owe you a direct contractual obligation to do so. However, in practice, if a principal designer has taken all reasonable steps to ensure that other designers have carried out their design taking into account health and safety implications, it is difficult to see the HSE pursuing a principal designer.

Notification of the projects Another important change is that the 2015 Regulations now apply to domestic clients (i.e. any client for whom a project is being carried out not in the course of business) provided the project is expected to: “(a) last longer than 30 working days and have more than 20 workers working simultaneously at any point in the project; or (b) exceed 500 person days.”

This means that compliance becomes relevant on small domestic projects which were previously exempt. Importantly, under regulation 7, the role of the client on domestic projects is to be fulfilled by the contractor (on a single contractor project), the principal contractor (on a multiple contractor project) or the principal designer (where he has agreed to do so in writing). This will minimise the burden on domestic clients who cannot reasonably be expected to have the knowledge or experience to carry out their CDM responsibilities. However, small contractors who work on domestic projects will need to ensure they are familiar with the duties of the client because they may be required to fulfil this role.

Don’t look back in anger Despite the reluctance of architects to embrace the role of principal designer and attempts by former CDM Coordinators to reinvent themselves as principal designers or act as sub-consultants to architects to bolster their understanding of health and safety issues, there is a growing understanding of the new role and an acceptance that health and safety is achieved more successfully by the appliance of common sense that bureaucracy. The bigger risks are for clients who do not take their CDM duties seriously and designers and contractors working on domestic and smaller projects, where historically most health and safety incidents have occurred. Martin Howe is Consultant Solicitor at Keystone Law. Keystone Law was established in 2002 by a group of forward-thinking lawyers who were determined to build a law firm that would serve the needs of its clients more effectively than the conventional alternatives. Now a full-service law firm with over 200 senior lawyers and 40 support staff, Keystone has won countless industry awards and is considered a significant force within the legal sector. For more information, please see

www.keystonelaw.co.uk

FEICA

A model of

representation

As pressure for sustainable development from the construction sector grows, FEICA’s role in supporting Europe’s adhesive and sealant industry remains as critical as ever FEICA The Association of the European Adhesive and Sealant (A&S) Industry (FEICA) can trace its origins back to the first meetings of vegetable adhesive producers in the late 1950s. After years of developing within the sector, the organisation came into official being in 1972 in Düsseldorf, Germany. Moving to Brussels in 2007 to sit closer to the EU’s legislators, the organisation is now Europe’s only recognised body representing the industry across the entire continent. At present, membership includes 14 national

associations, which themselves have hundreds of national members, 19 direct company members and seven affiliate company members. FEICA’s primary remit revolves around several core activities ranging from influencing European legislation and sharing best practice, to encouraging sustainable development and providing a networking platform for all members and industry stakeholders. “We work with our members to create a powerful voice for the A&S industry in Europe, constantly seeking to improve the

economic and legal landscape,” explains FEICA President, Steve Kenny. “In Brussels we’re very close to where decisions are being made in terms of emerging legislation and are therefore able to represent the voice of multiple parties across Europe and, in turn, provide one point of contact for the legislative body to communicate with our members. It’s a very effective two-way process, where communication and knowledge sharing is key in order to ensure everyone is aware of and understands what is going on in the industry.”

“The opportunities for A&S in the construction industry are huge,” Steve outlines. “In a construction environment, what contractors and clients want is to move as fast as they can, as safely as they can, and high performance adhesives and sealants are a key enabler of this. In addition, one of the big areas where A&S solutions are significant is in sustainable construction, as, although they often only make up around one per cent of a building’s materials, they enable for the incorporation of a whole host of different types of materials that may have a much larger impact on a building’s sustainable credentials.”

Sustainable development

The European adhesives and sealant industry In 2014 the market for adhesives and sealants in Europe was worth €13.4bn, with the largest share of this residing in the construction industry where 29 per cent of all A&S sales were made. Predominantly made up of SMEs, hundreds of manufacturers are managing product portfolios varying in size from just a few products to thousands, each specialised to serve the needs of a broad variety of applications within the construction industry as well as numerous other sectors.

Across Europe, and indeed around the world, the demand for more environmentally sustainable buildings is rising all the time. Publicly funded buildings, in particular, are increasingly looking to achieve recognition through sustainable certification from bodies such as BREEAM, DGNB, HQE and LEED, to name but a few. However, in order to achieve such credentials, many certifying parties now require extensive information on building materials, such as life cycle analysis, ecobalances and emissions. In line with this, additional pressure is building from architects and contractors for more products that meet international sustainability standards, and various national legislatures are also starting to require products to demonstrate an environmental awareness. “Legislation is one area that becomes very challenging for the A&S industry and is one we believe we are helping our membership address proactively,” Steve highlights. “It’s about understanding how sustainable development and construction standards are being pushed and how we can best position ourselves as an organisation to support our members. Making

sure they are current on the latest practices, needs and standards in the industry is what we’re here for.” However, with legislation comes complexity, especially when applied to such a diverse industry, which operates across multiple nations and working bodies. “On a European level, legislation around sustainability can be very unclear and there are several aspects that are still developing and are constantly evolving,” examines Jana Cohrs, FEICA Regulatory Affairs Manager for the Construction Working Group. “We try to help our members to understand and interpret it correctly, and where possible, find a common ground so that we all understand it in the same terms. Each member state is different, with their own national systems, and in applying them to different climates, building environments and traditions, this adds another layer of complexity.”

Environmental Product Declarations One such area where legislation is posing a particular challenge is in the need for products to display Environmental Product Declarations (EPDs). EPDs are a type-3 eco-labelling system describing in extensive detail the complete product lifecycle analysis from the sourcing of raw ingredients right through to the disposal of an end product, and expresses a product’s environmental impact in clear quantifiable terms. Historically, only two types of EPD have been available to manufacturers: a standard EPD, which only applies to an individual product, or an average EPD, which applies to a specific group of products. However, both of these are limited in the range of products they cover and mean that new products and innovations will often have to acquire their own EPDs at huge effort and expense. “The need to develop a more

FEICA

appropriate approach to EPDs for the A&S sector started in Germany, where the industry anticipated a growing demand from architects and contractors needing more choice of adhesives and sealants that would lead to the most sustainable buildings,” Jana says. “However, a lot of A&S companies tend to be SMEs with large numbers of products and lack the expertise to implement EPDs. This requires the use of an external consultancy, which can cost from several thousand to several tens of thousands in euros per EPD, so is too expensive for many.” Dr Heinz Werner Lucas, an expert on EPDs at FEICA outlines the findings of an official FEICA survey taken amongst construction A&S manufacturers, which indicate the developing conditions for EPDs in the construction industry. “Out of 67 respondents, more than 90 per cent agreed that EPDs are becoming more and more important in the European construction sector,” he details. “They agree that a growing number of customers are demanding EPDs for products that will be used in sustainable building programmes, and that, consequently, the existence of EPDs already is, or will become, a precondition for a certain portion

of their business; and finally, that the combined administrative, technical and financial efforts to create company specific EPDs for individual products or product groups are high and often require a consultant. This results in a clear and very high interest in finding a cost effective solution.” With early demand originating there, it was a partnership of three German organisations that first sought to find such a solution. Deutsche Bauchemie e.V. (DB), Industrieverband Klebstoffe e.V. (IVK) and Verband der Deutschen Lack- und Druckfarbenindustrie e.V. (VdL) joined forces to develop a third type of EPD: the model EPD. Unlike standard and average declarations, model EPDs are structured according to chemical

composition and cover all products within a certain range of formulations and applications. Each represents the worst-case product within their group of representative products, and therefore allows any product with an overall lower environmental impact to be covered. However, the German model EPD system was only accessible to German members of the associations and for products produced in Germany, so it was up to FEICA to take the approach and implement it across Europe. In October 2015, FEICA decided to take the approach to Europe. The model EPDs cover the five core product categories within the European A&S industry as follows: reaction products based on epoxy resins, reaction products based on polyurethane resins, polymer modified mortars, dispersion based products and silicone based products/sealants. Using one of the most experienced consultants in the field, Thinkstep, the EPDs were developed using European Standard ISO 14025 and EN 15804 as a basis. Critically, whilst they have been developed and paid for by the associations, EPDs are easily accessible and free to use for all members. “The benefits of such an approach are plenty,” describes Heinz Werner. “For the A&S manufacturer they are faster and cheaper than individual EPDs, a large spectrum of products is covered, it makes producers aware of the environmental impact, they are valid in the whole of the EU, and it is left open for new products and companies to be covered in the future. For the legislators and programme operators it is a practical solution for SMEs, with it being based on a worst-case scenario there is no risk of ‘greenwashing’, it allows a broader selection of products to be used for sustainable building, and can contribute to the discussion of harmonisation of EPDs in the EU member states.” It is indeed a major step

forward for the A&S industry as the European construction sector increases its demand for sustainable building materials. Despite this, Jana explains that there is still a lot of work to do: “The lack of mutual recognition of EPDs within European member states also affects the model EPDs. We are still in the early stages of the initiative and because there are so many member states and programme operators involved it is important that we continue building up knowledge and distributing information throughout our network to make sure everyone understands the approach. However, we have had some very positive feedback so far, and whilst it will likely evolve over time, the key thing is that we have achieved an approach that makes sense for our industry and contributes to our positive environmental impact. “As an industry association, what we’re doing is grappling with a very complex area where a lot of demands are being put on our membership,” Steve says, summarising the importance of FEICA’s approach to EPDs. “There are hundreds of our members who are involved in one way or another in construction, and we’re trying to come up with something that is comprehensive, simple and meets the needs of those building the end products, the legislators and the members so we can demystify and simplify the process. Otherwise, as we have said, it’s an extremely expensive and time consuming process to generate EPDs on a product-specific basis, particularly for some of the members who are very heavily involved in construction, and that’s really why this initiative was born.”

OCF Standard Test Methods If the European model EPD initiative demonstrates anything it’s that FEICA is totally committed to providing practical and cost effective solutions to its

members in order to encourage continued development and competitiveness in the industry. Ensuring the A&S industry continues to deliver quality products and detailed information to its customers has also been the theme in the development of standard test methods for onecomponent foams (OCF). “OCFs play an important role in the construction industry by improving energy efficiency and helping to create a more pleasant environment,” Steve outlines. “They bring significant benefits to window and door installation tasks and connect, provide thermal and acoustic insulation, and render joins airtight, while still allowing water vapour to migrate. Quick and easy to use, OCFs are typically supplied in convenient pressurised containers and are extruded onsite. Application takes a matter of minutes and they usually cure in little over an hour. “However, a key challenge faced by the industry had been the lack of official standards for the verification and comparison of OCF products. Although there are many standards available for polyurethane (PU) foams, most are not appropriate for OCFs because they were developed for manufactured, cured PU foams. As a result, they do not give a reliable indication of the quality of an OCF because they do not take into account the application process, which has a huge bearing on its ultimate quality.” To solve the issue, FEICA set up an OCF Technical Working Group to develop a new range of standard test methods that deliver realistic and reproducible results for OCF products. All companies represented in the Working Group have committed to using these standard methods to evaluate and communicate the various properties of their products, such as foam yield. In addition to this, customers can now rest assured that the data they read on product packaging and in literature provides an accurate

and honest representation of the product performance, allowing a reliable comparison of different OCF products. “Crucially, this has not only improved the overall quality of the products but has also created a level playing field for companies,” Steve adds.

Moving forward “The future for FEICA will continue to centre on further strengthening the quality and performance of the A&S industry in Europe,” Steve maintains. “We have a long term strategy that revolves around six focal points: compliance, representation, sustainable development, communication, networking and operational excellence. Driving improvements and encouraging proactive engagement across all member states in all of these areas will remain core to what we are doing. As we are funded by our members, the need to operate efficiently and to focus on matters that are important to our members is essential. Listening to our members, engaging in constructive dialogue with them and ensuring we effectively manage the use of resources and prioritise our activities based on the membership’s best interests will underpin everything FEICA does long into the future.”

www.feica.eu

profile: Joseph Gallagher

edge

At the cutting

Solutions-led Joseph Gallagher Ltd continues to deliver some of the most complex tunnelling works in the UK

oseph Gallagher Ltd (JGL) was first founded by the miner of the same name back in 1982, and has spent the last three decades building an unrivalled tunnelling service for the UK market. Growth has been driven by the purchase of several key businesses over the years, namely Specialist Plant Associates in 1994 and NRC Plant in 1999,

both of which added tunnelling expertise and plant and crane capacity to the organisation’s capability, Iseki Microtunnelling in 2009, which now services a fleet of 30 microtunnelling systems and Johnston Trenchless Solutions in 2010, which adds directional drilling and other non-disruptive technique capabilities. However, whilst these strategic acquisitions may have played a key role

in JGL building the capacity to become the UK’s foremost tunnelling subcontractor, it is its deeply ingrained expertise that has enabled it to maintain such a leading position. “At its core, the company is an engineering business,” explains MD, Steve Harvey, who leads JGL alongside Chairman, Joseph Gallagher. “We are a very hands on subcontractor and are

such as an ongoing project to construct a number of shafts and a 4.65m diameter segment tunnel with Costain-Vinci on Glasgow’s Shieldhall Strategic Tunnel project.” Amongst its projects on the London Underground is the nearly completed Bond Street Station Upgrade tunnelling works, which recently won the prestigious Global Tunnelling Project of the Year (under $500m) Award at 2015’s New Civil Engineer International Tunnelling and Underground Space Awards. This challenging project was constructed working with the Costain-Laing O’Rourke joint venture and London Underground. “We’re also on the Bakerloo Link at Paddington at the moment, which links Crossrail to Paddington,” highlights Steve. “The solution we’re employing

technically very good at what we do, we’re open and honest and are keen to engage with clients to develop the very best solutions at the best value. Our approach has ensured that we have not lost a single client in 34 years.” It’s a position in the market that today sees JGL taking on some of the most complex tunnelling works for major clients up and down the country. “We’re

heavily involved in the London Underground, where we do a lot of technically very complex hand excavation works,” Steve outlines. “This has included significant work on Crossrail, and we are currently working on underground station works at Bond Street, Paddington and Vauxhall, with another contract about to start at Bank Station. We also do a lot of work for water authorities,

there, which we developed with Costain-Skanska, allowed us to collectively win the job, and the work being carried out is being held as an example of quality for the industry.” Continuing its extensive work on the tube network, JGL will soon be starting another complex project for Dragados at Bank Station. Steve notes that JGL won the contract on the basis of the

profile: Joseph Gallagher

company’s approach to health and safety, as well as its technical capability. Unsurprisingly, health and safety occupies the number one spot on the firm’s list of operational priorities, but JGL’s commitment to it is exemplary. “Unfortunately, we had quite a serious incident on site a couple of years ago where an employee sustained quite a severe injury as a result of another making the wrong decision about something they weren’t asked to do,” Steve goes on to explain. “This prompted us to bring in Alkoomi, a behavioural safety leadership specialist, who have helped us to develop a programme within the Group of exceptional leadership and behavioural safety education and training – helping our people to make the right choices. This is led from the top by Joseph Gallagher and myself, but it has been quite a powerful force as those within the business who hold the

right attitude and take the right approach to safety are delivering our Behavioural Safety workshops to others. “We call this approach our LIFE culture (Living Incident Fee Everyday.) The keystones to our

safety agenda are mutual respect and to be relentless even when set backs are suffered and we find that leadership from the very top helps keep our people enthused even when we suffer a setback.” Such is the role that health and

profile: Joseph Gallagher VJ Technology VJ Technology and Joseph Gallagher have been working together for over 20 years; this period has seen VJ Technology grow from a small secondary supplier into an integral part of the JGL Group supply chain. VJT is service driven and can be relied on to deliver next working day on a range of over 15,000 products with a very late daily cut-off time. In addition to this, with a huge network of suppliers, VJ Technology is able to source even the most elusive products and deliver on our Crossrail compliant/ FORS silver registered fleet. Further services include on site anchor testing, tool training, abrasive wheel certification and HAVS (Hand Arm Vibrations) tool box talks. We look forward to developing our relationship even further in the future.

safety plays within JGL that it has partly informed a key strategic decision to branch out into other areas of civil engineering and concrete structure works. By training its people in delivering such works, particularly for the

tunnelling market at the moment,” Steve adds, explaining that civils works have been able to balance this out in the meantime. “However, towards the end of 2016 we really see it starting to pick up with things like the

residential market in and around London, JGL is able to retain its staff, and subsequently their knowledge, and keep them active throughout quieter periods of tunnelling activity. “There is a bit of a lull in the

Northern Line extension and the Thames Tideway tunnel. Longerterm, HS2 is gaining pace and is likely to provide enough work for all the major civils players in the country, there’s also the potential of Hinkley Power Station, Crossrail

2 and Wylfa Power Station in Anglesey on the horizon. In fact, I think we’re currently seeing the most visible long-term programme of tunnelling that there has been in the UK for a very long time.” The future then for JGL is looking positive. Continuing ongoing works, gearing up for new projects and looking to secure an eight-year construction framework with London Underground are all key parts of the business’ strategy moving forward. Steve also notes two significant overseas opportunities in Sri Lanka and the USA where contractors have approached JGL specifically for its expertise. “Strategically, we run five year business plan cycles which work towards five to ten per cent annual growth, but we keep a wary eye on the market and what’s happening to flex and amend this accordingly in order to remain competitive,” he concludes.

Joseph Gallagher Ltd www.josephgallagher.co.uk Services: The UK’s largest tunnelling subcontractor 27

profile: Warmafloor

Optimum

conditions

With over 30 years of industry experience, Warmafloor is a leading name in the provision of innovative building surface heating and cooling solutions

ince the company was founded in 1986, Warmafloor has grown into one of the UK’s largest suppliers of integrated surface heating and cooling systems. Over the years the business has distinguished itself as a recognised market leader that provides a turnkey solution that encompasses full design, manufacture, installation and commissioning services. This has allowed the company to work on a number of prestigious national projects including the British Museum, the Olympic Park, the Mary Rose Museum, the National Gallery and Portcullis House, as well as to collaborate with the Building Research Establishment. Warmafloor was previously featured in Construction & Civil Engineering in July 2015, during which time challenging market conditions, the firm’s diversification away from school projects and its continued success in an ongoing Berkeley Homes

project in Goodman’s Field were discussed. Today, while the market continues to offer unique challenges and tough trading conditions, Warmafloor remains able to provide a comprehensive turnkey solution that is supported by three decades of industry experience and market-leading innovation. “It is still a very challenging market in which everybody is looking for the very latest technology while also looking to meet the highest standards of energy efficiency integration but unfortunately their purses haven’t grown,” reveals Controls & Project Management Consultant, Neil Walker. “Customers are trying to achieve a great deal more quality and technology without actually having the budget to cover the cost of it. This creates a very challenging situation, however we are always looking to maximise the quality and efficiencies of our systems and to minimise the cost implications to allow us to offer the most costeffective solution to clients.”

By providing a comprehensive service offering in terms of its product portfolio and the dedicated aftersales support capability that the company ensures, Wamafloor is able to deliver a level of service that differentiates the business from its competitors regardless of the challenges that may exist within the wider market. “Our success comes down to the fact that we provide a service and vitally that it is a full service,” elaborates Operations Manager, Wayne Jennings. “This includes the work undertaken by our dedicated sales and design teams, as well as our commissioning, install and control services that allow us to deliver a full turnkey package. We also offer a complete range of floors, whether that be Mojave flooring or acoustic wooden floors.” “In a nutshell, we offer a service that lasts from conception to commissioning and beyond. We also have a very strong aftermarket service response, which is something

that a lot of other companies do not have,” Neil adds. “In these instances the communication between the contractor and the clients ends once the installing staff leave the site, whereas we engage the client for the entire lifetime of the product.” In recent years, Warmafloor has continued to grow despite the challenges facing the construction industry. In April 2015 for example, the company opened a new office in Doncaster to allow it to better service its clients within the Midlands, north of England and Scotland. With the further development of its international presence, the company has also continued to win important new contracts and agreements. “We have recently had a major success with the signing of a framework agreement with Essential Living and we are currently working on their Arch Way and Berkshire House towers,” Wayne says. “We have also completed a major development for Berkeley Homes at the Northwest

integration with the existing mechanical devices within the host building. “TICS was developed with the specifics of being able to control a radiant heating and cooling system in the most energy-efficient manner while meeting all the control characteristics i.e. the hysteresis of a radiant system, as opposed to a convection system,” Neil explains. “We developed this inhouse from a blank piece of paper and manufactured the product specifically to meet the market requirement of surface heating and cooling.” Further to its success with several prestigious and highprofile projects, Warmafloor has collaborated with the Department for Energy and Climate Change to demonstrate how it is possible

to achieve the sustainable temperature control of buildings to limit the construction’s impact on climate change. Moving forward, the company will seek to use this expertise to further develop its existing products and increase market share. “We are keen to secure more framework agreements, as this is a positive approach for us and innovation is always a big thing. We are working on some new systems and are essentially always looking at how we can continue to be better at what we do,” Wayne concludes.

Warmafloor www.warmafloor.co.uk Services: Integrated surface heating and cooling systems

block of its Goodmans Field site in East London and are beginning work at its northeast block. Each of these projects incorporates our innovative Total Integrated Control Strategy (TICS) solution.” The TICS system is a core technology for Warmafloor and was developed during 2010 as a cost-effective, energy efficient control system that offers full

profile: Colcrete Eurodrill

Active

development

Serving clients based in the civil engineering, nuclear, tunnelling, renewables and offshore industries, Derbyshire-based Colcrete Eurodrill is a leading manufacturer of mixing and pumping equipment and drilling tools

ormed from the merger of Colcrete and Eurodrill in 2001 under parent company Keller Ltd, today the business manufactures two distinct product lines: Eurodrill products consisting of drill rods, casing systems and percussive drilling systems; and Colcrete products consisting of mixing and pumping equipment. Thanks to the combination of a diverse range of applications covered by its products and a very experienced and knowledgeable team, Colcrete Eurodrill has established an extensive bespoke offering as well as its standard range, and a reputation for exemplary customer service. Construction & Civil Engineering magazine last featured Colcrete Eurodrill in July 2015, and since that time the company has weathered a slow period – the result of delayed project awards – and emerged stronger than ever, with some significant contract wins and some interesting potential opportunities on the horizon. “It was just before Christmas where we started to see the real improvements and we won some big orders - we haven’t looked back since December really,” Mark Rex, MD explained. “Business has really picked up and we have been able to re-establish our night shift in the drilling consumables

section, which gives us the ability to add 120-180 hours a week capacity through four operators running four machines at night. “We exhibited at the Bauma Fair in Munich earlier in the year and made some good potential contacts for future business alongside the opportunity to catch up with existing customers.” Thanks to the upsurge in demand and Colcrete Eurodrill’s positive response to the extra work, the company is well on the way to achieving its year-end targets and has increased its workforce by eight staff, with a view to continuing this expansion.

“On the fitting shop/machine side of the business we are installing a new paint spray facility, which will free up some space in the building as well as give us a better opportunities for painting,” Mark elaborated. “On the drilling side we are going to be installing some new machines this year as well. Overall the plan is to invest somewhere in the region of £1.2m over the next two years on new equipment, so that we can maintain the level of business we are currently undertaking and keep the quality levels at the right standard. “We always aim for new staff to have a long-term future with the company rather than a short-term contract, and to keep us moving forward and meeting market demand they need to be flexible and adaptable when working with clients so we can come up with a solution that addresses their needs.” To this end, all of Colcrete Eurodrill’s machinists are multiskilled, with effective training on several machines. “It might only take one person to run a machine, but we train them on at least six or seven so that if necessary we can swap and change operators between machines whenever required. The objective is to always be able to cover for holidays and illness, as well as having the right levels of skill available to run particular jobs. It also means we have the flexibility

to move shifts to days or nights to cover whatever situations arise.” Being confident in its ability to adjust the workforce as and when required has helped Colcrete Eurodrill establish a global presence, with clients across the globe. From the Guadarrama Tunnels in Spain to the Bhariab Bridge Project in Bangladesh, the organisation’s technology is utilised on almost every continent, and as Mark pointed out, this works to the businesses’

to work with small-to-medium sized companies (SMEs) in various countries, as we have found they have more of a vested interest in selling our product. There’s a risk that when you work with a major company that you become just another page in a catalogue. “We also actively develop native speakers who are familiar with the industry to promote and sell our products and feed the enquiries, as this works more effectively for them as well as ourselves,” Mark added. The success of this approach is undeniable, as through its extensive global distributor network Colcrete Eurodrill has already supplied to major projects throughout Europe, the United States, Canada, Australia, Africa and Asia. With its target figures already

achieved, Colcrete Eurodrill now has a new challenge to maintain its impetus and set new records for turnover and satisfied clients. “2016 has been good so far and there are more prospects out there for us,” Mark stated with confidence. “Our vision for the next three to five years is to double or treble the business volume in terms of turnover.” Given the company’s track record of success in the market, 2017 should see even more exciting expansion and developments on the agenda.

Colcrete Eurodrill www.colcrete-eurodrill.co.uk Services: Manufacturer of drilling tools and pumping/mixing technology

advantage: “The global market varies all the time depending on project activity, with some areas being quiet when others are becoming very busy. So at the moment there is potential for us in the US, not just within the wide open market but also in our own parent company’s internal market.” He added: “The weakening of the pound offers potential for us to do more with overseas export, as customers in places like the US have better buying power, so while recent UK political changes are creating challenges, there are also opportunities.” As Colcrete Eurodrill continues to receive international enquiries, it remains determined to adhere to its successful strategy when forming relationships with partners across the world. “When looking for distributors, we like

profile: CEMEX UK – Cement Division

mix

The perfect

With three modern factories capable of producing a wide range of packed cement, bulk cementitious products and an exceptional on-time delivery record of 96 per cent, CEMEX UK’s Cement Division has developed a solid reputation in the market

perating from three key sites in Warwickshire, Lincolnshire and Essex, CEMEX’s UK cement business provides high-performance, innovative cementitious solutions for its customers’ evolving needs. Proud of its local roots, the company uses locally quarried materials and additives with the goal of using British cement to help build a Greater Britain. Years of experience operating as a global leader in the cement sector have resulted in an unrivalled expertise when it comes to producing products for a range of needs within the construction industry. The businesses’ portfolio of bagged products exemplifies this as it caters for all needs from premium, which is delivered in 100 per cent waterproof packs, sulfate materials and high strength, conforming to class 52.5 N, to fast set, which sets hard within one hour; other products include white, for architectural and decorative applications and hydrated lime, which improves

workability and water retention in mortar. All bagged products are marketed under the company’s well-known Rugby brand, promoting the British provenance and excellence of production. “Our primary production plant is in Rugby, Warwickshire, which was built in the late 90s and manufactures about 1.3 million tonnes of cement annually. Within this site we have stateof-the-art facilities that ensure the best possible quality for our customers,” begins Carl Platt, Commercial Director of CEMEX UK’s Cement Division. “We also have a £50 million investment in our site at Tilbury, Essex, which is the country’s most advanced grinding mill that uses clinker from our UK plants to make cement; this site has the capacity to produce 1.2 million tonnes a year. Alongside these two sites is our factory in South Ferriby, Lincolnshire. In December 2013 a tidal surge saw the River Humber burst its banks, which caused this factory to be swamped by millions of litres of water. This damage put the plant

out of action for in excess of 12 months and a significant amount of money went into refitting it.” Despite the challenges of being unable to use one of its factories, the company adapted to these difficulties and maintained supplies to its customer base. “We were able to make our network flexible enough throughout the supply chain to ensure we didn’t lose a single customer during this time,” says Carl. Elaborating further on this flexibility, Matthew Wild, Commercial Cement, Building Products & Logistics Vice President of CEMEX UK comments: “The first thing we did during the floods was quickly switch our supply profile to Tilbury; without the benefit of having this plant we would have suffered far more so the use of this asset was key, as was our ability to supplement the clinker that we were getting from South Ferriby. “We used the wider CEMEX network of assets in Europe to ensure quick and efficient imports of clinker from Spain to Tilbury as a way to supplement the clinker we would have otherwise had

profile: CEMEX UK – Cement Division

from South Ferriby. Furthermore, because 60 per cent of our deliveries go on our own fleet of tankers, this gave us increased flexibility to move vehicles around in order to compensate for the amended supply profile. We also have strong relationships with our haulier partners, which enabled us to react quickly and deliver an almost seamless transaction and thus ensure our customers a continued supply of products despite losing one of our major assets.” Also playing an integral role in these operations was the company’s import terminal in Edinburgh, Scotland. “We also have a terminal in Newport that gives us further flexibility. Through flexing our supply chain well enough to operate through Tilbury along with our other logistics solutions we developed a sophisticated approach to operating during this challenging period.” Customer-centric in its approach to business, CEMEX UK’s Cement Division’s commitment to swiftly and efficiently providing customers with high quality products has resulted in an exceptional on-time delivery record of 96 per cent. Complementing this strength is the company’s focus on innovation, which plays a key role in the UK cement business. Amongst many examples of developments is the inclusion of recycled materials in its cement to produce more sustainable products with reduced carbon footprints. In a pioneering effort, the company became the first in the industry to have independently verified carbon labelling of its products and a carbon footprint calculator, both of which help customers to improve their sustainability credentials alongside technical advice and consultation over the correct selection of cement for any given project. Factory-produced BS EN 197-1 cements are always given a CEM

designation with those simply using clinker as a main constituent known as CEM I, traditionally referred to as ‘Portland’ cement. Cements produced using byproducts from other industries and blended with clinker produce a range of composite cements and can be designated

Lodge Cottrell Lodge Cottrell have used our Best Available Techniques with CEMEX, and its predecessors, for decades to help the company achieve its goal of environmental excellence. We are pleased to support CEMEX with new air pollution control systems and maintenance of existing equipment to ensure compliance with increasingly demanding Industrial Emission Directive emission limits. Lodge Cottrell look forward to helping our friends at CEMEX with their future business.

Avetta Avetta provide a cloud-based supply chain risk management platform. Our global solution is uniquely designed to connect the world’s leading organisations with qualified suppliers, driving sustainable growth. Our SaaS subscription software is used by 50,000 active suppliers in more than 100 countries. We build trustworthy bonds through responsive technology and human insight. Our process is collaborative, and our global reach is complemented by our local expertise. Over 300 of the world’s biggest organisations depend on Avetta to align their supply chains to sustainable business practices.

accordingly. For example CEMEX CEM II products reduce landfill by re-using fly ash from coal fired power generation and can reduce CO2 emissions by 25 per cent per tonne produced. To promote the use of CEM II, CEMEX has designed and trademarked a unique logo that highlights the importance of using this more responsible material. “We have been the UK’s largest supplier of cementitious fly-ash for many years and had a number of contracts with UK power stations. However, power generation in the UK has changed over the last decade and fewer power stations are now producing ash to the quality standard we require,” notes Matthew. “Moreover, we have seen a change in availability of fly-ash over the last 12 months as fewer power stations are generating by coal any more. This has resulted in fly-ash from the UK power stations dwindling to an almost negligible amount. Due to these developments, we have had to quickly adapt to a different proposition and increase the import of fly-ash from Europe into Tilbury. We have used this fly-ash for blending in CEM II both at Tilbury and Rubgy and now almost 100 per cent of the fly-ash that we utilise comes from sources abroad.” Alongside the notable changes in UK power stations, the amount of iron ore manufactured in the UK has also dwindled following factory closures and reductions in capacity at some steel works; this development has led to a reduction in the amount of slag granulate in the UK. “From a supply side the amount of slag has been reduced, however, when fly-ash availability began to tighten the demand for slag began to increase, which led to a change in dynamics. Today there is more slag being used in the UK requiring additional imports from abroad. In line with these developments,

89_h&p_0216.qxp_Layout 18/02/2016 08:51 Page 1

profile: CEMEX UK – Cement Division

for both of these cementitious materials in Europe. “Another thing we will look into is the potential development of new sources of lower carbon cements in line with the commitment made by the cement industry for carbon reduction by 2050. To do this we will need to look at materials more readily available in the UK, such as limestone; it is all about seeing how our products can evolve to meet challenges we face in the short-term,” concludes Matthew. we have established deals with an importer in the North, which now supplies slag into our Northernbased concrete plants. We also have our import terminal in Newport, which is being used to import slag powder from Spain for our southern-based customers. In some ways it was a perfect storm for both of these previously widely available UK-based cementitious materials,” says Matthew. As Carl pointed out, there are cost implications for CEMEX regarding the need to now import fly-ash and slag from abroad, as well as a CO2 perspective. “Using slag and ash play an important role in CO2 reduction but when bringing these from further afield you have to think about the CO2 impact and the extra costs involved logistically. We have the ability and experience to handle the complexity of importing these products thanks to our nimble and mature supply chain, but we do need secure sources of these products going forward, which will have a cost impact,” added Matt. Despite market challenges, the company has maintained a strong reputation in the market thanks to its customer-centric approach to business and flexibility when it comes to using its facilities. Looking ahead, CEMEX UK’s Cement Division will seek to use UK based assets as much as possible to continue making UK manufactured cement while also using its extended European

network to meet any further demand requirements. “I don’t see a situation in the near future where power generation or steel manufacturing in the UK will lead to us having UK sources of ash or slag available, so it is a matter of securing medium term sourcing

CEMEX UK – Cement Division www.cemex.co.uk Services: Global building solutions company supplying cement, ready-mixed concrete and aggregates

MATTEI Hardwearing, reliable Mattei compressors supply energy efficient compressed air at Cemex’s South Ferriby site At quarry and cement production sites, compressed air is an essential utility. It is used for hundreds of different tasks, from the extraction through to the production and packaging of the finished product. Any compressors working in or around these environments need to be reliable and very hardwearing; they often run continually for thousands of hours and are usually exposed to highly abrasive dust, which reaches every part and every component, and they can also be subjected to extreme weather conditions. Even in these arduous quarry and cement environments, the operating life of a Mattei vane compressor is virtually unlimited, and maintenance is minimal (providing it is looked after in accordance with our instructions). A Mattei air-end can easily run for 100,000 hours without wear – in fact, some Mattei machines have lasted well over 200,000 hours in such environments. Another important factor to consider is energy efficiency. In vane compressors, internal air leakage is minimal, making them volumetrically efficient. Vane machines also operate at low speeds, from a direct drive coupling, which in turn leads to lower power consumption. Some of Mattei’s fixed speed compressors operate at 1000rpm, whereas the average screw compressor needs to work at 3000rpm and higher to achieve the same result. The longevity and energy efficiency offered by vane technology is one of the reasons Mattei compressors were selected for Cemex’s South Ferriby site. In comparison to the original system, annual energy savings of around 2400MWh are expected – considerably higher than other options considered.

profile: McCrory Engineering

fit Made to

McCrory Engineering demonstrates how a flexible approach to innovation and quality service can be a winning formula in the UK construction industry

ased in Northern Ireland, McCrory Engineering has spent the last three decades growing from a small engineering firm into one of the UK’s leading manufacturers of bespoke and modular concrete batching machinery. With 72 people directly employed, the company has established for itself a

reputation for delivering unique and high quality solutions across the UK and into export markets throughout Europe, the Middle East and Australia. “Nothing we sell is off the shelf - we work to the requirements of potential customers,” begins McCrory’s Sales Manager, Alan Stewart. “We sit down with the client and work with them to understand their exact

requirements in terms of capacity and footprint and we design a bespoke solution that meets those needs. We are able to think outside the box and come up with a solution that would allow a batching plant to occupy a space. We can build anything from 20 cubic metres an hour up to 140 cubic metres an hour, and back all our sales up with a two-year warranty and a service inspection

every three months, which is totally unique in this sector.” Indeed, engineering remains absolutely central to McCrory with most of its profits reinvested into developing a state-ofthe-art factory complete with plasma cutting, shot blasting and 3D design capabilities. Where possible the firm aims to bring as much as it can in-house, including its own transport fleet, but also

relies on strong partnerships with key quality suppliers such as TEKA, BHS and Pemat mixers and Practicon and Command Alkon control systems. Such is this reputation that in the UK, which represents McCrory’s biggest market, the firm can count many of the major players as its customers. Aggregate Industries, Acheson and Glover, Easycrete, Hillhouse

Quarry, Cleveland Concrete, Jones Brothers, John Gunn and Sons, New Milton Sand and Ballast, Langan Group, Tarmac, Marshalls/ Premier Mortars, QME, Rackham House Floors, Leiths of Scotland, Mick George Concrete, Patersons Quarries and Hanson, amongst others, are all making use of McCrory’s specialist expertise, with some continuously adding to their fleets. “We have supplied a couple of plants to Hope Construction, who were particularly impressed with our work ethic,” Alan outlines as an example of McCrory’s work. “If we say we will deliver at a certain time, we will be there at that time, our guys work solidly and we aim to be in and out of a site within two weeks.” However, it is not just its ability to develop bespoke solutions that work around the customers’ space requirements that sets McCrory apart in the market, but also its approach to innovating completely unique products. The past few years have seen the Northern Irish company redefine its position in the market with the development of its mobile batching solution. “A few years ago we started talking with Laing O’Rourke about runway expansion projects at Heathrow Airport and they were looking for a concrete plant that could be moved every

profile: McCrory Engineering

night,” explains Alan. “In the years since we have designed and developed a totally self-contained application, that doesn’t need

a crane to be put together and that can start producing within a matter of hours.” The mobile solution is currently

available in two configurations: 40 cubic metres an hour and 60 cubic metres an hour, but Alan notes that due to a customer request McCrory is presently developing a 100 cubic metres an hour solution, as well as incorporating larger capacity bins. “There are lots of applications where this mobility can be a major advantage, with remote wind farm construction sites and small contracts currently being a big market,” he notes. “Companies don’t have to wait around for mixing lorries to turn up, instead they can have all the aggregates delivered in the evening ready for

in the following year, the future for the business looks bright. Market conditions are favourable with continued investment and future activity in the UK’s housing and infrastructure markets looking particualry strong. Alan does share a note of concern surrounding the uncertain

conditions running up to the EU referendum and its subsequent outcome, but ultimately remains positive thanks to the company’s strong reputation both within the UK and abroad. “We have a very strong outlook for the next five years despite some competition entering the market,” he says. “To capitalise on this, everything we do is aimed towards growing our position and becoming the foremost manufacturer of bespoke and mobile batching plants in the UK.”

McCrory Engineering www.mccroryengineering.com Services: Designs and manufactures world class bespoke and mobile concrete batching plants

a full day’s production, helping those providing small contracts to deliver a much more effective service to their customers.” For Alan, the development of markets for mobile batching plants is the future for McCrory’s. With aspirations to engage distribution agreements with partners in Europe, the Middle East and Australia, he is confident that the company can be manufacturing 12 plants a year, helping to maintain a strong workflow between the design and manufacture of bespoke solutions. With McCrory set to hit sales of £8 million in 2016 and £10 million

profile: Hayley Group

P stock Taking

As the UK’s largest inventory supplier, Hayley Group remains committed to its customers through innovation and service development

eople, stock and service – these are the three keys to our success,” begins John Holden, National Accounts Director at Hayley Group, which has grown to become the UK’s largest independent engineering inventory supplier since its formation 1976. “Our nationwide network of over 40 branches provides a combination of product supply and technical expertise 24 hours a day, 365 days a year, to both MRO and OEM customers. As such, we have the ability

“

to meet both urgent demands as well as more predictable scheduled demand.” With annual turnover of over £115 million, Hayley Group has become a market leader because of its continued focus on making the lives of its industrial clients as easy as possible when it comes to inventory management. As appointed distributors for an increasing number of established manufacturers with international repute, the company is able to supply all types of MRO products from bearings, pumps and lubricants, to fasteners, drives,

power transmission products and tools, as well as its own inventory management services and stores solutions. “Inventory is perhaps the most central strength of the business, with a company-wide stockholding in excess of £27 million and each of our 40-plus stores carrying a minimum of £300,000 of stock,” John explains. “Alongside this we have a dedicated, committed and highly-experienced team of people, and our staff turnover level is less than seven per cent, meaning that our customers know

who they are dealing with at both a local and national level. Crucially, it also means that we can provide an unrivalled combination of product supply and technical expertise 24 hours a day.” Complementing a core of standard product supply and engineering services within Hayley Group, is an exemplary responsiveness and flexibility. This is the result of an extremely flat management structure that empowers branch managers to take decisions at a local level, eliminating unnecessary bureaucracy and time delays and allowing the company to stick to its promise of delivering whatever the customer needs within the timeframe required. One particular service that defines the group’s ability to respond to market needs and deliver a timely and professional service is its 25,000 sq ft gearbox, motor and pump refurbishment centre, which handles everything from installation support to special design. “We are effectively able to offer a one-stop-shop approach for gear box repairs and new units and offer a comprehensive range of new gear boxes and reconditioning services,” outlines John. “Thanks to a wealth of skilled and experienced engineers we are able to cater for any gearbox specification and our service range includes strip down, inhouse and onsite repair and installation and the ability to build gearboxes from modular subassemblies that make 10,000 gear unit solutions from stock possible within two hours. Hayley Group has available stockholding on this product of £3.1 million.”

profile: Hayley Group

However, the group is keen to continue its tradition of delivering an outstanding service to its customer and as such remains committed to innovation and

development. “We continue to work with manufacturers to indentify new innovations and ensure that our customers are kept informed of any new developments,” John highlights. “We have been selling pumps, for instance, throughout our

branch network for many years, but as one of the fastest evolving technologies in the industry, we believe we can demonstrate new cost saving technologies that customers are unaware of and bring new ideas and new practices to them that our competition are failing to fulfil.” Furthermore, it is not just in supporting the ongoing innovation activities of its suppliers where the company is able to improve its customers’ performance, but also in the development of its own services and management processes. The most recent example of this is the Hayley SmartVend solution. “One major problem that customers have always experienced is the amount of inventory carried to ensure less downtime when breakdowns occur and the control of assets, plus the consistent availability of health and safety products to a workforce,” John describes. “Hayley Group has developed SmartVend as a simple and affordable solution that can provide a lean and controlled flow of product to the point of use, at a

total operating cost of just pence per hour. The technology is based on an internet appliance platform, and enables the customer to monitor and track the usage of a product, allowing for a reduction in inventory and an ability to manage assets and access health and safety products at any time. Since the introduction of this inventory solution the company has grown its sales to over £100 million and customers have enjoyed benefits such as 25 per cent reduced consumption and more immediate availability, asset control and automated ordering.” As it moves forward, innovation, ease-of-availability, technical expertise and energy efficiency will all remain key focal points as Hayley Group looks to improve the performance of customers in all sectors up and down the UK.

Hayley Group www.hayley-group.co.uk Services: One of the fastest growing engineering inventory suppliers in the UK 45

profile: GECO Mechanical & Electrical

way

Leading the

At the forefront of the construction sector for more than 45 years, GECO Mechanical & Electrical (GECO M&E) delivers a comprehensive offering to customers thanks to its superior expertise, products and range of services

stablished in 1969, GECO Mechanical & Electrical Ltd (GECO M&E) is one of the oldest electromechanical companies in the UAE, with offices in Dubai, Sharjah and Abu Dhabi. Owned by Al Batha, GECO M&E is part of a group which comprises of 28 autonomous companies operating in sectors as diverse as automotive, healthcare, manufacturing, engineering, electronics, FMCG, food, real estate and education. Organised into seven industry sectors to ensure a focused development of each business as well as growing expertise in each industry, the

Below Altaf Hussain, General Manager of GECO Mechanical & Electrical

group has placed GECO M&E in the Engineering Group to aid in the development of the UAE’s infrastructure. “Construction is one of the most important sectors forming part of the overall economy of the UAE as it involves the development of offices, residential properties, hotels, schools, universities, mosques, hospitals, warehouses and other facilities for the country’s growing population,” comments Altaf Hussain, General Manager of GECO Mechanical & Electrical. “Because GECO M&E has been at the forefront of this sector for more than 45 years, we are able to deliver a comprehensive

offering and outstanding expertise to customers and, over the years, we have successfully executed challenging projects that ensured we meet our clients’ requirements.” An integral part of the company’s success is its strong supply chain, which allows it to provide customers with the best products at the lowest possible prices in the least amount of time. “We have a huge centralised storage facility with satellite stores located all over the UAE as well as mobile storage vans that are stocked with the most frequently used items; this means we can cater to any project’s requirements at a short notice,”

explains Altaf. “Alongside these storage areas, we have an inhouse transport facility, with a fleet of more than 250 vehicles, a duct manufacturing facility with state-of-the-art machinery, an extinguisher refilling workshop, motor rewinding and compressor repair workshop. With more than 2000 employees, we have the capabilities to execute projects of any size or nature.” The company’s clientele includs Dubai Municipality, Al Wasl Properties, Al Futtaim Carillion, Majid Al Futtaim, Al Tayer Group, Darwish Engineering Emirates, the Directorate of Public Works (DPW), Government of Sharjah, Abu Dhabi General Services

Company (Musanada), Command of Military Works, Al Rostamani Pagel (ARP), Belhasa Engineering & Contracting Co. (FNC), Fujairah

National Construction & Transport (FNCT), Sharjah Electricity and Water Authority (SEWA), Dubai Electricity and Water Authority (DEWA), Federal Electricity and Water Authority (FEWA), Sharjah Assets Management (SAM) and many others. The company remains in demand due to its ability to offer a one-stop-shop solution to customers when it comes to MEP, Power and Fire Protection works. Moreover, once a project is executed, the company offers a complete maintenance of the project. Altaf notes that GECO M&E maintains a strong commitment to the ongoing improvement of employee skills when it comes to new technological developments: “We have a culture of learning amongst our employees, which has resulted in our team continuously being updated with the latest technologies. Our employees are provided regular in-house training delivered by our various learning partners to keep them abreast of new developments.” ‘Learning-onwheels’ is a unique to GECO M&E, as it provides its site staff appropriate training at their respective project sites. A bus has been converted into a training room for such purpose. “This allows us to have a workforce which is highly skilled and trained to handle projects of any magnitude to deliver the best

profile: GECO Mechanical & Electrical

possible service.” The company complements its investment in employees with the upgrading of its manufacturing facilities. “We have recently invested a significant amount in new machinery for our duct manufacturing facility. Information technology is also a high priority,” says Altaf. “Our employees are equipped with the latest tools and notebooks; we also continually upgrade the software used by our engineering team and have implemented an ERP system to cater for our back-house applications.” Backed by one of the most financially strong groups in the

UAE, GECO M&E is proud to deliver high quality solutions. “We believe in doing business with value,” Altaf added. The ISO 9001:2008 certified company is staunchly committed to health, safety and environmental compliance. “GECO M&E

continues to be amongst the leading performers in the MEP industry by committing ourselves to international standards such as ISO 14001:2004 Environment Management Systems and OHSAS 18001:2007 Safety Management System. The management of each business with its comprehensive policies on quality, environment, health and safety, is accountable for its environmental impact. At GECO M&E project sites and offices, the respective managers are responsible for ensuring strict control over safety and optimal consumption of materials and energy,” states Altaf. “We also conduct periodic EHS training for our workforce so they foster environmental awareness and responsibility and therefore embed environmental commitment within our business culture. We reinforce this behavior by regularly reviewing our environmental objectives and targets,” he adds. With a surge of new projects set to take place in the UAE, GECO M&E is in an enviable position as a company that is fully prepared to take on the most challenging and unique contracts in the country, as Altaf notes: “There has been a surge in new project announcements, which has resulted in us receiving a massive amount of enquiries. Furthermore,

as investor confidence slowly returns, we expect more new projects to be announced. The Expo 2020 has also given a quick boost to otherwise grim sentiments and an increasing amount of investors are keen to capitalise on the buoyancy that has been created. Indeed, there has already been a plethora of new leisure and tourism projects announced in anticipation of the Expo 2020 and, as it draws near, we expect further developments to be announced. “Alongside these developments, we have noticed a lot of infrastructure and power related developments by various Emirates, notably Dubai and Sharjah. Since GECO M&E is very active in power generation and distribution work, we also see a lot of growth opportunities in this area. All in all, the near and mid-term future looks to bring a new wave of positive changes in our industry, which will provide us with an opportunity for steady growth,” he concludes.

GECO Mechanical & Electrical www.gecome.com Services: Mechanical and electrical contracting, power generation and distribution, fire protection and facilities management

profile: Sandvik Mining and Rock Technology

The next

level As it continues to serve the ever-changing needs of customers around the world with an industry-leading offering, Sandvik takes the strategic decision to merge two of its core divisions

he Sandvik Group can trace its name right back to 1862 when Göran Fredrik Göransson became the first in the world to successfully use the Bessemer method of steel production on an industrial scale. Right from the beginning the company’s focus was firmly trained on high quality, added value, investment into R&D, close contact with customers and exports, and the same strategic view still defines Sandvik in the present day. Through a culmination of strong organic growth and successful acquisitions, the group today has three core business pillars in tools and tooling systems for metal cutting, equipment and tools for the mining and construction industries, and products in advanced stainless steel, special alloys and titanium. In 2015 sales for Sandvik reached 91 billion SEK thanks to the hard work and dedication of 46,000 employees working in over 150 countries. Continuing to drive these volumes and successful growth levels is a central focus on innovation and development. “Sandvik possesses a proud history of engineering excellence,

Fortaco Fortaco is creating value add for our customers by reshaping the way things are produced. We help in finding new and more efficient solutions throughout our customers’ value chain, starting from design, technology and engineering to final assembly. We manufacture in ten production sites in Eastern Europe and Finland, providing our customers with industry best value. We aim to be the most professional and reliable partner, with total commitment to safety, quality and operational excellence. Respect, Simplicity and Speed are our values that drive us to find the right solutions for the future of our customers’ businesses.

which, when combined with a long standing emphasis on R&D and a global focus on our customers’ real requirements, has enabled us to bring new products to market on a continuous basis,” explained Vice President Business Development, Pekka Nieminen, when Construction & Civil Engineering spoke with him last year. “The basic demand has not changed for us. That is to produce more with less cost and to improve the overall processes for our customers. Consequently, this is fuelling our R&D work, making innovation the cornerstone of the business.” Perfectly illustrating this total commitment to development, in 2015 three billion SEK was invested into R&D with around 8000 patents active across the group. However, this consistent focus on driving improvement and efficiency does not stop at a product level for Sandvik, but goes much deeper into an ever-present commitment to its business operations. As such, 2016 sees the merging of its mining and construction divisions to better serve the needs of its customers around the world. Having come into effect on 1 July 2016, the new business area will be known as Sandvik

Mining and Rock Technology with Lars Engström, current President of Sandivk Mining, taking the helm as President of the new business area. Speaking of the reasoning behind this restructure, Group President and CEO, Björn Rosengren said: “Products developed for the customer segments mining and construction are based on common technologies with a similar aftermarket offering. In addition, manufacturing units are already largely shared, to some extent, with front line resources. By joining the operations into one business area, we achieve a leaner and more efficient structure. The decentralised business model enables an even clearer focus and faster response to our customers.”

profile: Sandvik Mining and Rock Technology

Announced in March the business merger will see two of Sandvik’s world leading divisions join to offer a more extensive and more focused offering to its clients and the dedication to innovation will undoubtedly remain key throughout the new relationship. Indeed, even since the announcement Sandvik Mining has continued to serve its customers’ needs for innovation with the unveiling of a new top hammer drill bit design in May. Solving a problem experienced by a customer when drilling into abrasive rock conditions, the business has developed a groundbreaking solution, which incorporates the latest upgrade to face drilling bits in decades. Available in three sizes comprising 43mm, 45mm and 48mm, the new top centre drill bit, which is used for applications such as face drilling and bolting in mining and tunnelling environments, is designed with increased service life as the top priority. A more efficient carbide gauge button

design has been employed in addition to an innovative cemented carbide grade, the GC380, to achieve improved operational performance over a longer service life. “The problem with the carbides that exist on the market today is that they are either wear-resistant or tough,” says Robert Grandin,

Product Manager Top Hammer Tools at Sandvik Mining. “When developing the GC380, we wanted to combine the best of those two worlds in order to get as much as possible out of the top centre design.” The improvements yield significant health and safety benefits, too, since operators are able to spend less time near an unreinforced face. “The new bit design essentially delivers more drill metres per shift compared with a standard bit, thanks to less frequent bit changes,” Robert adds. Recent innovation will be brought to the new business area from Sandvik Construction as well. Also in May, the construction division added to its crushing and screening portfolio by introducing the QJ341+ to its QJ341 jaw crusher range. Once again the product signifies the company’s close attention to market demands and customer requirements by incorporating a double deck pre-screen as standard and therefore broadening the firm’s offering of the best selling QJ341 series. The new feature provides high amplitude for excellent separation, enabling the removal of a large amount of fines with greater efficiency, higher productivity and less wear on the crusher. The QJ341+ will prove particularly effective in quarrying applications where a high proportion of fines in the feed material are found and test results have

already demonstrated increased productivity by as much as 38 per cent in certain applications. “Our focus is to create the right product and service packages that help our customers to maximise their business performance, be this in terms of productivity, cost efficiency or profitability,” said Pekka about the continued outlook of the Sandvik Group. “If we manage to continue with this and it is met with customers’ acceptance, then we feel that growth will come from our in-built customer focus.” A quick look back over the last year alone for both the mining and construction divisions at Sandvik reveals exactly the vision that Pekka notes here. Product innovation is a regular occurrence, as is the effective delivery of project specific solutions for customers around the world with different needs for a variety of applications and environments. Therefore, there is little doubt that the successful merger of the two divisions in 2016 will only serve to strengthen the relationships shared between the group and its customers as it moves forward.

Sandvik Mining and Rock Technology www.miningandconstruction. sandvik.com Services: World leading producer of specialist mining and construction equipment

profile: Pave Aways

Strong

foundations Pave Aways’ commitment to client relationships and quality delivery has allowed it to become a leader in the local market

ave Aways took its first breath back in 1973, when it started providing civil engineering services, such as groundworks, hard landscaping and path/drive construction, to local builders and private clients alike. Slowly establishing a name for itself in the local communities around Shropshire, the business started

to pick up building maintenance contracts and construction work, which eventually took over as the core service. By 1997, Pave Aways was turning over £6.5 million, but keen to expand even further the company set about growing its client base and taking on larger and more demanding projects. The strategy paid off and the business’ reputation grew. By 2011, turnover had soared to over £15 million and

more than 80 people were helping Pave Aways achieve success. Steady and focused commitment to delivering high quality projects safely, on time and on budget has defined Pave Aways history, and whilst the name no longer aptly describes its services the reputation it has garnered in the UK construction industry remains strong. Projects range from £25,000 to £6 million across Shropshire, its neighbouring regions and the northern counties of Wales and thanks to unrivalled financial stability, Pave Aways has become a leader in these markets. Today the company specialises in a range of services, both small works and maintenance, which hark back to its early days but also large new construction,

profile: Pave Aways

refurbishment, and complete design and build. Moreover, throughout its four decades of operations, Pave Aways has established a stronghold in the education, healthcare, retail and leisure markets. One recent example of the companyâ&#x20AC;&#x2122;s work is the Discovery Centre for Telford College of Arts and Technology (TCAT). Valued at ÂŁ2.15 million, the building comprises a steelframed structure clad in Kingspan microrib panels with a blockwork internal skin and Euroclad standing seam roof. Significant groundworks were required to allow the building to sit upon a plateau, including plateau extension and bank landscaping, with all excavated material reused on site. Environmental features such as photovoltaic panels and rainwater harvesting are also present, with an 80 cubic metre water retention tank installed

as part of the drainage system. Completed in 2013, the flagship centre is a great platform to develop young engineering and technology talent for the region. Continuing its work with TCAT, in 2014 Pave Aways completed and handed over a new training centre for the automotive industry at the college. The ÂŁ3.5 million engineering centre is aimed at

giving students the right skills to work for garages and dealerships, and is considered to be among the most technologically advanced in the region. Another demonstration of Pave Aways expertise can be seen in an extensive farm building renovation and modification project for Walford and North Shropshire College. Handed over

in January 2014 after a 26-week build programme for £1.1 million, the project is a continuation of the company’s historic working relationship with the college. It included the conversion of an existing building into a Rural Enterprise Centre and a former stable block into a Rural Skills Centre. A wide range of competencies were called upon to complete the contract including gutting, structural repairs, laying new floor slabs, re-roofing, fitting new windows and completing an internal fit out. Outside, extensive hard and soft landscaping also took place. “Having worked with Pave Aways several times over the past few years, we always expect a good end result and a wellmanaged project,” says David Candlin, Estates Manager at

RMW Electrical Services RMW Electrical Services are proud to have been working with Paveaways Ltd for more than 25 years. Our most recent projects were at Telford College and Shrewsbury School. RMW are one of Shropshire’s largest electrical contractors providing a first class service for both commercial and industrial sectors. Established in 1981, we have achieved a reputation for delivering high standards of work across every aspect of the business. Congratulations Paveaways on your continued success.

Walford and North Shropshire College, commenting on the renovation project. “The projects recently completed were perhaps the most complex and because of that I have been particularly impressed with the manner in which they have been approached and completed.” Beyond educational works, Pave Aways have also been responsible for a new main entrance, worth £2.7 million, for the Robert Jones and Agnes Hunt Hospital in Shropshire, the major redevelopment of Shrewsbury Fire Station and the construction of Telford Tennis Centre, which was built on the brownfield site of a former colliery. Aiding the company’s robust portfolio and well-regarded reputation within its key markets, is a broad range of

HSQE accreditation and awards that testify to the high level of attention the business pays to delivering the best possible service. However, it is not just a strong adherence to working practices that has enabled Pave Aways to occupy its leading position, but also a clear commitment to developing longstanding relationships with clients. There is no doubt that, as the company continues to win and hand over key regional projects, these values will remain a defining feature well into the future.

Pave Aways Ltd www.paveaways.co.uk Services: Shropshire based company specialising in construction, refurbishment and planning services

profile: Baufritz

freshair A breath of

Baufritz’s approach to providing eco-friendly and healthy homes is proving successful as sales continue to grow across Europe

ne hundred and twenty years ago Sylvester Fritz founded a group of carpenters to build roof constructions, churches and agricultural buildings in Erkheim, Bavaria. In the 1930s it delivered its first timber houses and today, under its fourth generation of family management, over 300 employees are producing 200 prefabricated homes a year. Truly bespoke,

ecological and healthy homes are the defining feature of the present day business – a leading light in quality and sustainable buildings. Baufritz’s biggest market by far is its domestic German market, where unique houses represent the firm’s design and build capabilities in all corners. Switzerland, Luxembourg and the UK trail as key satellite markets where the business has been able to overcome local challenges and tap into a host

of opportunities. “Across these markets there are only a few competitors that also specialise in timber buildings, and there are even fewer that offer an offsite manufactured proposition, so the market is still very niche,” explains Managing Director Oliver Rehm. “When people decide to go with us for a self-build project they do so because they receive a bespoke product that is made by machines to a very high

standard,” he continues. “They are given a certainty of cost and they are given 120 years of experience in building timber buildings. We provide a complete turnkey service from design and manufacture to the installation and all other associated site works from planning permission to ground works, and can complete this with internal fit out and the creation of bespoke furniture. We are a one-stop-shop for people’s dream homes, with a

certainty of price and timescale and an approach to sustainability and ecological security that is arguably unrivalled.” Baufritz takes its responsibility not only to its customers but also to its surrounding environment very seriously. The level of service afforded to its clients is open and honest, with the company inviting prospective homeowners to visit the production facilities in Erkheim, to visit show homes and even to speak to former

customers. The health of its customers is also important and leading innovation has seen the firm develop solutions such as Electrosmog ventilation systems and non-toxic, 100 per cent organic external paints to ensure its homes are as safe and as healthy as possible. “Sustainability is the core of our business,” Oliver explains. “We only produce buildings that protect humans and nature in harmony, and this means we are

profile: Baufritz

continuously developing new ways of building this into our homes. This could involve the way we produce, how we source our materials and how we apply certain products. We have, for instance, developed our own LED lighting systems and even established our own assessment standards that go beyond those required by legislation. This includes energy efficiency levels, the materials used, the air quality, ventilation performance and so

on. We want to be pioneers in this field so we have to stay ahead of the market.” Two of Baufritz’s newest show homes in Germany perfectly represent the level of attention the company not only pays towards the quality of its houses but also to sustainability. Oliver highlights the healthiest building the company has ever built on the shores of Lake Constance in southwest Germany, designed to showcase the Baufritz signature of solid design and

eco-friendly living. “Prospective customers are invited to spend a night at the health-certified property to get a feel for living in such a beautiful environment,” he comments. The second sits just outside Munich and is Germany’s first ‘MinEnergy-A-ECO’ and ‘Sentinel’ certified house. Thanks to solar, wind and fuel cell systems, the building is near self-sufficient for heat and power. Other recent highlights for the company from a business

profile: Baufritz

perspective include a large development of 25 semi-detached homes in southwest Germany in partnership with a property developer. “This is the first time this has happened as our solutions can often be too expensive for a property developer to take on,” outlines Oliver. “However, by developing a hybrid construction

GES Digital GES Digital Ltd are proud to feature alongside Baufritz, Germany’s leading ECO house builder. GES Digital have been bringing bespoke solutions to German homes in the UK for over six years and have 15 years’ experience with KNX, the worldwide standard for building control. We have been installing future ready buildings for the last 20 years in all sectors of the industry. We carry out all aspects of electrical work in buildings, which means less contractors on site and an efficient installation. We do this on buildings at every stage of their life from concept, design and initial construction to refurbishment and updating. Working directly with manufacturers to bring the best technologies to end users, we are able to fulfil all of your technical requirements. We help you choose the right technology now, saving money later.

concept that combines our prefabricated timber wall and roof sections with prefabricated concrete elements, material usage and costs were reduced and we are now looking to develop this type of partnership further. We have also funded and developed 12 flats for the open market here in our home village, which is interesting as these are much larger and taller buildings than we are used to and shows just how versatile timber and Baufritz’s expertise is.” Looking forward to the next two years, Baufritz currently has a full order book following a strong period of growth as markets become more receptive to high-end, eco-friendly homes. With favourable investment conditions in Germany, this

remains the strongest market with Luxembourg showing similar signs. However, with land in the UK becoming more and more scarce and subsequently expensive, Oliver notes that customer’s wishing to follow a self-build route here are often cash buyers looking for large projects. Nevertheless, with business as strong as it is, Baufritz will soon be embarking on a significant expansion programme at its home factory. An extension designed to connect the two existing factory buildings will be installed in September this year, with new machinery and upgrades taking place at the same time. “We will also be redesigning our layout to improve work flow,” Oliver says. “Overall it should increase capacity by about 30 per

profile: Baufritz

cent, so there is lots of work to do to prepare for that and it does mean that factory will be down in December and January, but afterwards we should be seeing a lot more homes coming out, which is great. We will also be opening a new show home on the site in October.”

Also helping to meet increased demand the company has recently brought on a number of new staff to increase the scope of expertise held at Baufritz. “Integrating these people into the business over the coming months will be very important,” says Oliver. “Making sure they are happy is key to us

running a successful business. We will also be focusing on improving our customer service and aftersales business to forge long-standing relationships with our customers and ensure we look after them long into the future. In terms of our own long term vision, it’s difficult to say, as market conditions are changeable, but ensuring we retain our competitive edge with new innovations and developments will remain core and our people and their skills will be central to achieving this.”

Baufritz www.baufritz.co.uk Services: Specialist prefabricated timber house builders

profile: Electrical Industries Group

Robust

platform

Electrical Industries Group brings a world-class portfolio of industrial solutions to the Caribbean market

lectrical Industries Group (EIG), located in Trinidad and Tobago, is a manufacturer and distributor of electrical cables, plastic and lighting solutions for the Caribbean, extra-regional and international markets. As part of this offering, the company also represents major international brands through its distribution division. EIG boasts leading brands of extremely high quality and value, and is well known in the construction industry of numerous markets. In 1997, the company acquired Electrical Industries Ltd (EIL), a premier electrical cables manufacturer, itself a company with a history in the region dating back to 1969. Agos Lighting, a leading industrial lighting brand, and Century Elson Ltd, one of the Caribbean’s biggest plastic manufacturers, later joined in 2009 and 2011, respectively. In terms of distribution, EIG has established strong supplier relationships with well-known international brands such as GE, DAB Pumps and Leviton, amongst others, to provide a fully integrated and wide-reaching package of solutions to its customers. “We have a really great

technical history with very longstanding regional brands that are industry leaders in each of the sectors that we operate in for quality, reliability and for the service that we provide,” highlights Solomon Rodney, VP

Plastics and Distribution. “We have been in the market for over 50 years and this time has allowed us to develop a unique offering that makes us very competitive across our extraregional and local sectors.” EIL, the cable division, focuses solely on producing high quality electrical cables that are made from 99.99 per cent pure copper to ensure high performance, reliability and safety. As a group, EIG holds a number of internationally recognised industry standards and quality certificates and EIL was the first company in Trinidad and Tobago to achieve ISO9000 accreditation (later upgraded to ISO9001). Century Elson, the plastics division, runs three individual plants dedicated to roto-moulding tanks, PVC pipes and injection moulding for producing PVC fittings and industrial packaging solutions (plastic pails, buckets and crates). In addition to this, EIG’s Lighting Division (Agos) is a leader in producing quality light fixtures and is the Caribbean’s largest manufacturer of fluorescent options. Solomon notes that within this division, the company has recently begun to look at energy saving solutions. Innovation has defined the

profile: Electrical Industries Group

way EIG has done business throughout the years. Not only in the products it provides but also in the way it has developed its strategy to meet customer needs and to manufacture high quality products. Solomon highlights that by consolidating high value items, such as electrical cables, with relatively low value products, like plastic pipes, the company is able to offer cost benefits to its customers. Having such a wide range of lines, both its own and of its distribution brands’, also adds to being able to offer a fully integrated service to customers. “We try to support all our project partners with integrated solutions that follow the lifecycle of a project,” he continues. “We are a key representative for General Electric in our local market, which contributes to around 60 per cent of our distribution business. This agreement means that we can provide a full range of GE solutions such as low to medium voltage switchgear systems. In fact, we have a local switchgear manufacturing plant set up within our lighting division, from which we can produce customised switchgear solutions for both local and some other regional

markets. Ultimately, thanks to our own lines and the extensive range of distribution agreements we have in place we are able to offer everything from consultancy right through to pipes and fittings, cables, lighting, switches and so on, which is beyond what many of our competitors can manage by supplying single lines.” Such a strong portfolio makes for a robust platform upon which EIG is able to react positively to changing market conditions. At present, market conditions are somewhat favourable. Despite reporting a slight dampening in local demand, Solomon points out a recent merger of two major competitors in the Dominican Republic and the opportunities this has opened up for the company as a result. “A lot of customers want a duality of supply as part of their business continuity plans,” he says. “Therefore this merger has created new opportunities for us. At the same time, it has forced us to rethink the way we do things and to become more efficient so that we can meet the demands of new markets that are often a bit more price sensitive to what we are accustomed to. It’s about tweaking our products so that we

don’t just offer a low cost solution, but a good quality product at a better price, which is great for all our customers.” Another key opportunity for EIG is the low oil price, which, whilst putting some pressure on the economy, has freed up more cash for regional governments to invest into infrastructural projects that can create new opportunities for the company. However, the market outlook is not without its challenges and the company is aware that ensuring its customers are knowledgeable of its full range and developing its innovation and sustainability will be critical to making the most of any new and current market opportunities. With this in mind it is no surprise that growth is very much on the cards for EIG’s future. “The coming years will be focused on investing more into the business and to grow our export markets whilst at the same time ensuring we continue improving the service we provide to our local markets,” Solomon concludes. “This will put us in a really strong position as we look even further into the future at opening up markets in Cuba and Central America.”

Electrical Industries Group www.electricalindustriesgroup.com Services: Manufacturer and distributor of electrical cables, plastic and lighting solutions for Caribbean market 65

profile: Vandersanden Group

Brick by

brick Vandersanden Group’s commitment to customer satisfaction, innovation and highly advanced production capabilities is securing its position ahead of the market

andersanden Group started life in 1925 in the small backyard of Jaak Vandersanden in Spouwen, Belgium. From humble beginnings, equipped with only a field kiln and field press where bricks would dry under shelters, the company has steadily grown

into one of Europe’s biggest suppliers of bricks. The acquisition of Euceram and Mosabrik brickworks in the 80s and of two Huwa plants in Hedikhuizen and Spijk in the early 2000s quickened the pace of expansion. Today, the Vandersanden Group produces around 350 million bricks and turns over 100 million euros a year

courtesy of four production sites in Belgium and the Netherlands. Today’s business centres on a wide-ranging portfolio of brick products from traditional masonry blocks to paving bricks and bricked panels, all falling under the well-known Vandersanden, SIGNA, E-Board, E-Brick, Huwa, and Zero brands. “Thanks to this

broad offering combined with our highly advanced production facilities we are a very flexible company,” explains Operations Director, Bart Van Winkel. “We work across a number of sectors in a range of markets and we try to ensure we give the best service possible to each. We’re very open, and whilst our high quality

systems can’t always compete on price, we occupy a strong position because of our focus on customer relationships and making sure they are secured for the long-term.” Innovation sits at the heart of Vandersanden Group, with a variety of solutions being marketed to help customers from

independent DIY consumers right up to professional contractors. It distributes E-Brick and E-Board products, for example, which combine high-grade exterior wall insulation technology with a flexible brick aesthetics. Both offering similar properties, E-Brick is a ready-made system perfectly suited to professionals to install on major projects. E-Board, on the other hand, is aimed towards less skilled home improvers, giving them the ability to create their own functional insulating walls. Then there are Huwa’s paving bricks of which the company produces 75 million a year at its Spijk plant. Using robotic and high-tolerance heat-treating processes, the brand offers a

profile: Vandersanden Group

full range of colours and pattern arrangements and can deliver direct to site for easy installation. SIGNA products also make use of robotic technologies to ensure high quality and robust solutions. Vandersanden brick slips are glued to a weather-resistant Rockpanel ready to be installed in a building project. By working closely with architects and clients alike, Vandersanden is able to create a vast range of possibilities when it comes to brick patterns. “The only limit to what we can do with SIGNA is the imagination of the designer,” Bart highlights. “Before, we would only produce small panels, 1x1.5m, but we have

recently completed a project that required us to produce much larger, wall height panels for a six-storey building project in Antwerp. This meant that we could clad the building with bricks in two days and has opened up the opportunity to develop a larger prefabricated market – it’s all about finding out what our customers need and developing our innovations to match.” Demonstrating this commitment to innovation but also to the high quality standards that have afforded Vandersanden with its reputation, this strategic move for SIGNA has prompted further investment into its facilities.

With the need to make much larger panels than before, it is now critical that the company can maintain a high degree of control over its gluing process. “If we are going to be cladding tall buildings safely, we need to be absolutely sure that a brick will not fall off and therefore we have invested heavily into making sure we have the right level of control over the gluing process and the right quality control measures in place to produce these results consistently,” says Bart. “As such, more robotic lines have been installed, as these are the only way we can ensure the levels of control and precision required.”

which allowed the walls and floors to seamlessly blend together. Continuing this commitment to customers will undeniably remain core to Vandersanden’s business as it moves forward. Bart highlights a continued effort to talk to customers to understand their needs and tailor its service

accordingly, and the company invests heavily into its own people to ensure this service is uniform across the group. “The future will also be about diversifying even further when it comes to innovation,” he says. “As a family owned business we do not have an aggressive growth strategy driving us. As long as we can create a sustainable and profitable business in the long-term, performing well for our clients and staying ahead of the market with new products and developments is our top priority.”

Vandersanden Group www.vandersandengroup.com Services: Manufactures a wide range of brick products

With such a broad range of products and solutions in place across the business, and with such an exemplary commitment to its customers and users, Vandersanden Group can bring to market a complete package. It recently supplied facing bricks and pavers to the new Shakespearean Theatre in Gdansk, Poland, for example, which in April 2016 was awarded the prestigious Architzer A+ jury prize in the hall/ theatre category. Set amongst a town predominantly made up of red brick, the theatre’s strikingly clean black appearance was made possible thanks to Vandersanden’s high degree of colour consistency,

profile: Arab Engineering Bureau

Global quality, local

know-how As a leader in the Qatari market, Arab Engineering Bureau is bringing international expertise to a region of high growth and economic activity

rab Engineering Bureau (AEB) was first established in 1966 as the first architectural firm to receive a license to practice in Qatar, but it wasn’t until Group CEO Ibrahim Jaidah took over in 1991 that the company became the leader it is today. From only six employees at the time, Ibrahim has grown the company into a leading player with over 600 people and six branches across the world in Qatar, Abu Dhabi, Oman, Malaysia, Thailand and the Philippines. “Today we are a fully disciplined company, with architecture at our heart supported by all related engineering services and project management,” Ibrahim explains.

Below Ibrahim Jaidah, Group CEO Arab Engineering Bureau

“Essentially, we manage the whole cycle to deliver a building.” With nearly 300 people managing projects out on site, AEB on average hands over the keys to a completed project every two weeks. It’s a strong position to be in and over its history the business has completed in excess of 1500 projects in Qatar alone. Such a portfolio includes major commercial, retail, governmental, residential, hospitality and educational facilities. Qatar at present, much the same as many Persian Gulf states, is being defined by economic growth and investment into major infrastructure projects. A quick glance over the country’s current activities includes the build of a nationwide rail network, including

a complete metro system in Doha and the development of an entire town in Lusail, just north of the capital. This all means that market conditions are generally strong, with lots of work in the pipeline. However, Ibrahim is keenly aware of the challenges low oil prices can have on the region and highlights AEB’s cautiousness as it continues to operate. “There was a bit of a panic when the oil prices slipped,” he notes. “Generally, analysis suggests that Qatar is the least hit by this because the income per capita is quite high. Furthermore, we haven’t seen much of a slowdown in work, we are still winning projects and there are lots in the pipeline. We also have the advantage of being a diversified and international

company, so whilst we remain cautious that things may change, we are confident at the moment.” With the international expertise and efficiencies afforded to AEB by its six global branches combined with the unrivalled local know-how it has gained as a leader in Qatar, AEB currently has a very strong portfolio of work. Numerous government buildings, major commercial sites and largescale hospitality projects, such as the immense Doha Festival City, all appear. More recently, the firm was awarded a prestigious project to design the eighth proposed stadium for the 2022 FIFA World Cup in Qatar. “The competition for this 60,000 seat stadium was put out to the international market, so to fulfil all the requirements and win was very important for us,” Ibrahim explains. “The fifth precinct stadium will be located in Al Thumama and the design is progressing very well. Not only is the scale of such a project fantastic in securing work in slightly concerning times, but it is also very exciting to be involved in one Qatar’s most important events.” Other significant ongoing projects include the vast

Place Vendôme, a mixed-use development designed to house two-five star hotels, serviced apartments and up to 400 different retail outlets in Lusail,

and Qatar’s first 307-room Holiday Inn. Attesting to the strength of AEB within Qatar and across the world are a number of high

profile: Arab Engineering Bureau

profile awards. Amongst these is a string of Construction Week Qatar Architecture Firm of the Year awards in 2012, 2014 and most recently in 2015. Last year it was also awarded Engineering Firm of the Year by Construction Innovation Awards Qatar. “We don’t do a huge amount of marketing,” expresses Ibrahim. “Much of our publicity comes from the major projects that we complete and to be recognised for these by such awards is great to inject some energy into the team and to motivate them to continue being the best.” As far as the future is concerned for the company, Ibrahim remains positive. “There is no doubt that the market is somewhat uncertain, and the challenge is to retain a sustainable business strategy despite this,” he says. “However,

the market is strong; we have been winning major projects and there are more in the pipeline. It is also important for us to become more efficient at operating within today’s market and this is where the support of our international offices is felt – we can employ the skills of other branches to cope with challenges and rising demand without having to over-employ in Qatar. This diversity really helps the business to continue thriving whilst controlling costs.” The next 12 months will centre predominantly on securing more jobs and continuing to deliver on those currently being undertaken, with AEB putting particular focus on major rail and hospitality projects that are taking place in the market. In the longer term, expansion will be the buzzword

Huda Lighting Huda Lighting was established back in the year 2000 as a light fitting supplier in Beirut, Lebanon. Within a short time it had positioned itself as a major player in that market, signing contracts for some projects that remain till today as some of its prestigious references. Sixteen years later, Huda Lighting had grown to seven branches across the Middle East, with a grand showroom in Dubai, and a staff count of over 130 lighting specialists, becoming a major player in the lighting industry on a regional level, hence achieving the goal it set when it first started out. With a brand portfolio made up of some of the world’s leading lighting manufacturers, accompanied with professional service and support from its staff, Huda Lighting assures that its clients get the best that is available in the market. Huda Lighting continues its strive towards its vision “To Be The Lighting Supplier Of Choice In The Region” by growing its operations to cover more essential territories, while expanding and diversifying its products and services, to make sure all its clients requirements are covered.

with a seventh office opening in Dubai by the end of 2016 and a project scope broadening to new markets in Saudi Arabia and North Africa to facilitate further growth. “Ultimately, thanks to various awards and major project

wins we are in the spotlight as a leader in Qatar,” adds Ibrahim on a concluding note. “To stay here we have to keep working hard in order to maintain our reputation and this will be our defining message as we move forward.”

Arab Engineering Bureau www.aeb-qatar.com Services: Award-winning multidisciplinary architectural design consultancy 73

profile: FP McCann

Solid

support

Founded during April 1797, FP McCann Ltd. today represents the UK’s largest precast concrete company that is able to design and produce a comprehensive range of concrete products

uring its 37-year history FP McCann Ltd has evolved into a market leader in the manufacture, supply and delivery of precast concrete solutions. The company has managed projects through conception to completion and final handover by providing facilities and general management throughout the build programme. By utilising its comprehensive network of quarries, surfacing, readymix and precast plants, FP McCann supplies a wide range of heavy building materials to the construction industry. This enables the business to offer a range

of sustainable and innovative bespoke product solutions that complement its standard package of products and services. Over close to four decades of industry experience, FP McCann has delivered bespoke solutions for a multitude of drainage and water management solutions and infrastructure projects, including tunnels and shafts, rail, power and infrastructure, walling, fencing, agricultural, modular buildings, flooring and specialist precast products. Throughout all of its operations, the company is able to customise its solutions to ensure that they create maximum value for the client’s project, accommodating the relevant site conditions, design requirements and construction needs. FP McCann also maintains a strong presence within the civil engineering sector and has secured a prestigious portfolio of award-winning construction work within Northern Ireland that have included projects in the public sector areas of health, education, water and transport infrastructure, and private industrial and commercial developments. The company maintains several modern manufacturing plants located across the UK

in Alnwick (Northumberland), Byley (Cheshire), Cadeby (Warkwickshire), Drakelow (Staffordshire), Ellistown (Leicestershire), Grantham (Lincolnshire), Knockloughrim (Northern Ireland), Lisnaskea (Northern Ireland), Littleport (Cambridgeshire), Lydney (Gloucestershire), Telford (Shropshire) and Weston Underwood (Derbyshire). These facilities incorporate the latest digital batching, distribution, casting, curing and handling systems and are operated by skilled and experienced workforces to ensure the consistency of quality. The geographical locations of its manufacturing bases allows FP McCann to exercise an unrivalled ability to serve the needs of the construction industry throughout the UK and Ireland. This ability to deliver to clients wherever they are located exemplifies the company’s ability to meet its customers’ needs. Indeed, its product range has never been more diverse, more competitive, or more in-tune with its clients’ needs than it is today and the quality and reliability of FP McCann’s products and services are the foundation of the success

profile: FP McCann

of the business. FP McCann carries a wide range of accreditations that include UVDB Achilles, Linkup Achilles, an environmental management system according to ISO 14001 and a fully implemented quality assurance scheme in line with ISO 9001. Its proven operational experience and high levels of industry certification has enabled FP McCann to execute several high-profile and technical demanding projects throughout its history. For example, the company continues to play an important part in the development of the £200 million tunnelled cable network for London, which was awarded by the National Grid to the highly regarded construction companies Costain and Skanska. The network is intended help meet the demand for increased energy flows across the city and support this growth in electricity demand, including the new Crossrail scheme and the replacement of existing buried cables throughout the capital. The construction of the cable tunnels is all part of a wider upgrade scheme that was designed to allow National Grid engineers to inspect and maintain the electricity network in safe operating conditions. The scope of work includes 33km of tunnelling constructed below London and a 19.9km tunnel will be built between Willesden and Hackney. Additionally, a 12.1km tunnel will be built between Kensal Green

S4J Ltd We are proud to be an approved installer for the UK’s largest precast concrete product manufacturer. Over a 20 year period we have installed 97 per cent of their Crosswall [Room Solutions] from their Grantham factory. We are now particularly pleased to be contributing to the developing design and methodology of installation for their exciting new innovation Stormstore and we continue to install all of their proven sewage treatment tank systems.

Tyler Bros Ltd Tyler Bros work closely with the technical and production team at FP McCann to develop methods of production that ensure that the exacting standards of the ‘British Tunnelling Society, Specification for tunnelling, Third edition’ are precisely met with each and every tunnel segment that is produced.

and Wimbledon, with each tunnel being built between 20 and 60 metres below ground at around three to four metres in diameter. Large tunnel boring machines (TBM’s) were deployed to undertake the drives primarily through London clay and the tunnels were then lined with precast concrete segments. Skanska, the project’s principle tunnelling contractor, was also responsible for building the access shafts for workers and all ventilation equipment works. FP McCann was awarded the initial contract to supply 15m / 12.5m / 10.5m precast concrete segmental smoothbore linings to Costain at various locations along the route of the new scheme with deliveries commencing in Summer 2011. In order to minimise potential disruption to the city’s electricity supply, the new cable tunnels are constructed alongside the existing tunnels so that residents and businesses should experience no interruption while the tunnelling work is ongoing below the city. While tunnelling was ultimately completed by March 2015, the rest of the works will not be completed until 2018. To ensure that the company is continually able to deliver the most effective and bespoke solutions to its clients, FP McCann operates a strong culture of research and development to further develop new products and practices. Being at the forefront of the precast industry in the United

Kingdom, the company feels that its role is to constantly develop innovative solutions that solve engineering and architectural problems, reduce labour and material costs and also help to sustain the environment. With a proactive approach to educating stakeholders associated with pipe jacking, tunnels, flooring and building to name a few, it helps to grow the precast concrete market and make precast concrete the solution for the future. One of the latest developments for FP McCann has been the development of its new precast storm and wastewater management system ‘StormStore’. This system was developed to suit a wide range of construction projects and drainage schemes in response to recent studies that show how the UK is becoming increasingly affected by global warming with Atlantic storms causing widespread flooding. This occurs with drainage systems not being able to cope with the increasing amount of rainfall resulting in water being discharged at large rates. The FP McCann WRc approved 100-year design life StormStore system has been designed to combat this and can be customised to suit all requirements and can be used for several solutions including detention, retention, infiltration, harvesting and the treatment of water. The continued development of systems like StormStore enables FP McCann to remain as the first-port-of-call for water drainage applications and with several and high-profile projects already underway, the company is set to endure as a rock solid solution provider for years to come.

FP McCann www.fpmccann.co.uk Services: Precast concrete products 77

profile: qatar rail

A vast

undertaking

Qatar Rail is making significant progress into developing the country’s rail network that will be critical to Qatar’s future vision of economic growth

n 2008, under the light of continuous and rapid economic and social development in Qatar, the country’s Emir launched the Qatar National Vision 2030, a scheme to manage and implement this development in the most productive way possible. One significant part of this development framework is the Qatar Rail Development Programme (QRDP), a vast project managed by the newly formed Qatar Rail to deliver a complete rail network to support

Above Al Waab underground station of the Gold Line

the growing population and economic activity in and around the country’s capital, Doha. “Our vision is to create the favourite mode of transport for everybody and to provide an integrated railway together with a public network of bus systems,” begins Senior Programme Director at Qatar Rail, Dr-Ing Markus Demmler. “We want to make it attractive and sustainable, both in terms of economic and ecological impacts, and to make sure it is of the highest quality whilst remaining economically viable. Ultimately, it will run parallel to achieving Qatar’s overall vision to reduce emissions, as most of the country is run on cars at present, to ease congestion and improve travel times both into and within the city.”

An overview of the planned network for the development project serves to display the sheer scale of Qatar Rail’s undertaking. The programme is split into three separate projects, the Doha Metro, a Long Distance network and a light rail network in the up-andcoming city of Lusail. The long distance network is designed for both high-tech passenger and freight services across five lines and 502 km of railway connecting population centres with major industrial hubs and forming critical connections with neighbouring countries. The lines include: a mixed passenger and freight line from Doha to Saudi Arabia; a high-speed passenger line from Doha to Bahrain, capable of speeds up to 270km/h; a freight line from Mesaieed Port to Ras

Laffan; plus two mixed lines from Doha to Dukhan, and Doha to Al Shamal. By 2021, 8000 passenger trips are expected to travel on the network every day, with this rising to 24,000 by 2031. To facilitate the developing city of Lusail, a light rail, tram-based network is being developed across four lines and 37 stations, two of which will link to the Doha Metro network. In a city that is predicted to house up to 450,000 residents in the near future, the Lusail network has been designed for a capacity of 50,000 passenger trips a day by 2021 and 120,000 a decade later. With an average speed of 29km/h, the lines will take an average of one to two minutes between adjacent stations. The Doha Metro project, a strategically planned underground

network to serve the expanding city of Doha, is undeniably the most complex of the three. As part of phase one, planned to be completed and operational by the end of 2019, 37 stations will connect nearly 86km of track spread across three separate lines. The Red Line, which will also be known as the Coast Line, is planned to run for 41 kilometres from Al Wakra in the south to Lusail in the north and will stop at 18 stations along the way. The Red Line will connect Hamad International Airport to the city centre and it is estimated that a trip from the airport to Lusail will be 36 minutes compared to current peak times of an hour and half. Other notable stops will include West Bay, Katara and Qatar University. At its deepest, the Red Line’s tunnels will operate as far as approximately 46 metres beneath Doha’s surface. Connecting Al Riffa in the East to Al Mansoura in the West and passing through Education City, the Green Line will stop at 11 stations along its length of 22 kilometres. Significant stops for the Green Line, or the Education Line as it is also known, will be the Hamad Hospital, Al Shaqab and the currently in development, Qatar National Library. Extending 14km from Ras Bu Aboud in the west and Al Aziziya in the west will be the Gold Line, or Historic Line. Stopping at 11 separate locations, the Gold Line will be a

crucial link for the Qatar National Museum, Souq Waqif, Al Waab and Sports City – a key hub for the 2022 Qatar World Cup. Due to be completed by 2020, ahead of the 22nd FIFA World Cup, the Doha Metro Phase One network is being achieved through eight separate projects. Three of these projects relate to 17km of elevated and at grade (EAG) routes, plus six stations, all of which will be above ground and highly visible. These are the Red Line North (RLN) – six kilometres of track and two stations, to be completed by December 2018; Red Line South (RLS) – six kilometres and three stations, to be completed by autumn 2016; and Green Line (GRN) – another six kilometres and just one station to be completed by December 2018. Phase two will see the metro expanding with additional line extensions and a brand new line according to the city’s growth, the total number of stations will be increased by over 64 across more than 200 kilometres of track. Upon completion by 2021, the entire metro system aims to take 17,000 cars off the road, having a significant impact on the city’s carbon footprint. “In terms of timescales, we released the first civil design and build contracts for the Metro scheme in 2013,” explains Markus. “Work, including MEP and architectural fit out, will

profile: qatar rail

be completed by 2018. The railway systems contract, which is separate, is due to finish in 2019 with the aim to be fully operational by 2020, if not the end of 2019. So far, we are 36 per cent towards overall completion (as of March 2016) and have already achieved 85 per cent of the tunnelling work, for which we have employed a record-breaking 21 simultaneously operating TBMs. Significantly, we have only dropped behind schedule by 2.3 per cent.” As a young and burgeoning company taking on a project of such scale, Qatar Rail has faced a number of challenges, particularly in the development of the Doha Metro network, but has been able to overcome many through significant strategic decisions and management processes. “When it came to our contractor strategy we decided it would be more beneficial to allocate many of the risks to contractors because they have the knowledge and experience,” highlights Markus. “This is what we have done through the awarding of design and build contracts, eight of which are civil with one overarching systems contract.” However, here arises the challenge of successfully managing a number of contracts in parallel to each other. As such, Qatar Rail has set up both a delivery division, to oversee the project management of all contracts with support from consultants, and a technical division, which ensures that significant design decisions regarding certain aspects that needed to be implemented across all lines are made in harmony with one another. Due to time pressures put upon the scheme the QRDP and Qatar Rail have achieved a number of unique milestones in the way it operates in Qatar. First of all is its contract strategy, as Markus explains: “The usual way in the Middle East is to take a design-

bid-build approach. However, because of the time constraints a design and build contract was decided upon to be more viable. Because of its irregularity in the region there was a certain amount of concern about this approach initially, but it has saved us a lot of time and because of its proven success in the QRDP other authorities are now taking this approach as well.” Another significant aspect of the programme, which highlights both the scale and success of Qatar Rail’s management, is its health and safety record. Markus points out that the project has a target of a 0.1 per cent AFR (accident frequency rate), but is currently operating at 0.06 per cent. “Overall, we have over 112 million man-hours worked on the project so far, so this is outstanding,” he says. “To achieve this we are constantly running extensive training centres with our contracting partners, so that every person who comes through a contractor is fully trained in line with our zero harm policy before going onto site. This focus on wellbeing is continued in the general facilities, such as accommodation, as a lot of the labour is coming from abroad.” Successful progress defines the Qatar Rail project so far in terms of operation, management

and safety, and this is set to continue throughout its course. “By the beginning of 2017 all TBM work will be completed, with the Red Line North and Green Line tunnelling work just finished at the end of March 2016,” explains Markus, looking ahead at the coming 12 months. “Before the second half of the year all MEP and architectural contracts will have been awarded, and we have just had approval from his Highness the Emir for all mock-up architectural finishes, so we will be ready to begin fit-out works this year. The ultimate goal is to finish all civil structures, and this means that underground stations will be around 85 per cent complete and ready for the systems contractors to begin work on track installation and technical systems. “Of course, with more subcontractors moving in manpower will be increasing to around 35,000 across the metro project, which brings its own challenges, so as the project changes in nature, so too do its challenges. Looking further ahead we are already preparing for phase two of the programme. Although this hasn’t been confirmed as yet, we think it would be wise to continue directly on from phase one as we have all the machinery, equipment and labour on site.”

Focus on: Major Stations Phase one of the Doha Metro programme, which is due to be completed and operational by the end of 2019, will feature 37 stations connected by nearly 86km of track across the Red, Green and Gold Lines. The 41km Red Line, or Coast Line as it will also be known, will stop at 18 stations on its way from Al Wakra to Lusail, and connect Hamad International Airport to the city centre. Notable stops will include West Bay, Katara and Qatar University. In 2013, the contract for the Red Line North section of the programme, which includes the build of seven stations, was awarded to a consortium led by Italian construction firm Impregilo and comprises of South Korea’s SK Engineering and Construction and Qatar’s Galfar al-Misnad Engineering and Contracting. The Green, or Education, Line will run 22km between Al Riffa and Al Mansoura, stopping at 11 stations including ones at the Hamad Hospital, Al Shaqab and the Qatar National Library. Finally, the Gold Line will comprise of 11 stations as it links Ras Bu Aboud to Al Aziziya over 14km of track. The Historic Line, as it will otherwise be known, will add the Qatar National Museum, Souq Waqif and Al Waab to the Doha network, as well as providing

a critical link to Sports City –a major hub for the 2022 Qatar World Cup. Due to be expanding with additional line extensions and brand new lines in phase two according to the city’s growth,

the total number of stations will eventually increase by around a further 64 as more than 200km track is brought into operation. When completed, all lines will intersect at the central Msheireb station, the largest in the city, which will also serve as an iconic landmark designed to help locals and tourists orientate around the area. A strong visual connection between the entrance and concourse will also enable a smooth passenger experience and clear direction throughout the station. In 2013, a consortium of Spanish firm Obrascon Huarte Lain (OHL), Samsung C&T and the Qatar Building Company, was awarded a 1.1 billion euro contract to build Msheireb, as well as the Education City station – both major interchange hubs. Station design is a key factor for the entire Doha network and an architectural branding scheme has been established to ensure continuity of local flavours and personality throughout the metro system. All stations, which will eventually exceed 100 in number, will adhere to a contemporary ‘vaulted space’ concept, reflecting the heritage of the region’s traditional Bedouin tents. Functionality has also been designed into the aesthetic value of ornamental panels, which will form the backbone of a dynamic lighting and ventilation system. Through the use of traditional elements of Islamic and local art, each station will be a unique tribute to Qatari heritage with dhow-inspired exteriors and a ‘pearl-effect’ aesthetic on the inside.

Left Aerial view of the Msheireb underground station

Qatar Rail www.qr.co.qa Services: Delivering Qatar’s rail network 81

GORD - GSAS

GSAS Railways GSAS Railways, The first-of-a-kind sustainability assessment scheme created for railway projects

ORD, The Gulf Organisation for Research and Development was founded in 2009. It is a member of Qatari Diar Real Estate Investment Company and a non-profit governmental organization established at Qatar Science and Technology Park to promote healthy, energy and resource efficient, and environmentally responsible building practices in Qatar and the Gulf. GORD, joins the global effort to meet the present needs without compromising the rights of the future generations. It is committed to contribute to the sustainable development of the MENA region by promoting sustainability best practices through the development of its flagship Global Sustainability Assessment System (GSAS). GORD has three main centers of excellence namely;

GORD Institute, GSAS Trust, GORD Academy GORD also addresses a wide range of environmental and sustainability issues through its affiliated centers of excellence Qatar Carbon Trust (QCT) is dedicated to facilitate the climate actions and carbon management in Qatar and the region for a greener, cleaner and safer world. Gulf Green Mark (GGM) is the first Environmental Product Declaration (EPD) System in the GCC and MENA region. It is to declare environmental footprints of products and materials used in the construction industry during their life cycle.

www.gord.qa

GSAS, GORD has developed GSAS through several years of intense collaboration with the University of Pennsylvania, and School of Architecture at the Georgia Institute of Technology, USA and other reputed houses of expertise. GSAS is the Middle East’s first integrated and performance-based sustainable buildings rating system to address, in particular, the challenges presented by the region’s climate. It started in 2007 from the comprehensive review of the existing 140+ building rating systems, tools, and guidelines around the globe and narrowed down to the 40 whole building rating systems. There are three Types of GSAS certifications: Design & Build Certification, Construction Management Certification and Operations Certification. GSAS evaluates projects based on; Urban Connectivity, Site, Energy, Water, Materials, indoor Environment, Cultural & Economical Value and Management & operations. GSAS has six levels of Star rating (range) from 1 Star to 6 Stars. GSAS has various schemes which can be used to assess the sustainability of the built environment. They include GSAS Districts & Infrastructure, GSAS Commercial, GSAS Core & Shell, GSAS Mosques, GSAS Neighborhood, GSAS Parks, GSAS Residential, GSAS School, GSAS Hotels, GSAS Light Industry, GSAS Sports, GSAS Railways, GSAS Healthcare, GSAS Worker’s Accommodation, GSAS Existing Building, GSAS Construction Management and GSAS Operations. Categories: Energy (E)

24%

Water (W)

16%

Indoor Environment (IE)

16%

Cultural & Economic (CE)

13%

Site (S)

Urban Connectivity (UC)

Materials (M)

Management & Operations (MO)

GORD - GSAS GSAS Railways Scheme, Railway is a cornerstone of any economic growth. It improves social and economic opportunities and plays a vital role in urban connectivity. Railway also supports greener environment by reducing the highway congestion and CO2 emissions. Qatar Rail is leading one of the largest rail projects in the region to meet the demands of Qatar’s dynamic and growing population. The broad goals of the Qatar Rail Development Program are to deliver a world class, environmentally friendly, safe and reliable rail network for Qatar, and support the “Qatar 2030 Vision” for achieving the highest economic, social and environmental development standards for the Qatar community through a sustainable urban development plan. Qatar Rail aims to have the project designed, constructed and operated to achieve a 4 Star GSAS Certification. GSAS Railways, This first-of-a-kind assessment scheme in the world is used for rating the sustainability and ecological impacts of new main station buildings including spaces that serve various functions of a railway station such as, but not necessarily limited to, platform/

concourse, offices, station control room, ticketing, retail, food/beverage areas, and ancillary areas. The scheme involves various stages of design construction and operations performance assessments and audits to attain the certification. Construction industry professionals must complete formal GSAS training, take exams and be engaged in continuous professional development (CPDs) programs. This would enable them to implement GSAS sustainability best practices on different projects in the built environment.

QRAIL Stations - GSAS 4 STAR Rating The GSAS 4 Stars target was set by Qatar Rail for all new stations and this requirement was cascaded down to individual Contractors. The 4 Star requirement is therefore relatively flexible and it allows Contractors to make their own decisions on the preferred route. As part of the GORD roles, it assisted Contractors to establish a robust 4 stars delivery plans and it also provided regular technical design review sessions to ensure that the plans are implemented. The 4 stars approach taken by Contractors varies from one contract to another however some shared themes are evident as outlined below. Urban Connectivity & Site Considerations Strategies include: • Enhancing transportation system by providing dedicated taxi pick/drop off points, additional bus stops, space planning for future shuttle bus service etc • Providing additional public amenities without the stations • Ensuring that both general and disabled accessibility is improved in and out of the station and providing adequate pedestrian signage and pathway finding • Preservation of land, water bodies and habitat falling with station boundaries (and enhancing its value where reasonably possible) • Specification of light colours for superstructure finishes to minimising the heat island effect Energy Strategies include: • Minimisation of the Station envelope thermal conductivity and Improvement to the superstructure element by optimisation of U values and solar transmittance of glazing. • Use of energy efficient LED lighting and advanced lighting controls system to ensure maximum energy efficiency and users visual comfort • Sizing of mechanical ventilation system which closely follows relevant standards for maintain adequate level of CO2 and ensure minimum energy wastage and maximum thermal comfort.

• Specification of Heat Recovery units (where feasible/cost effective) • Specification of energy efficient cooling plant or systems Water Strategies include: • Specification of efficient plumbing fixture including sensor controlled and percussion taps, aerators and dual flush toilets • Specification of efficient (drip-type) irrigation system and use of native plants with less water demand Materials Strategies include: • Emphasis on procuring materials locally (whenever possible) • Use of materials with recycled content Indoor Environment Strategies include: • Design to deliver thermal required thermal comfort in terms of temperature and relative humidity based on internationally accepted standards • Mechanical ventilation fresh air rates and illumination levels to follow relevant international standards • Improved indoor acoustic quality for users comfort • Avoidance and controlled use of materials with VOC content • Potential contaminant sources within the Stations to be controlled by the use of physical separating and controlled ventilation system Management and Operations Main priorities under this category are generally as follows: • Provision of organic and recyclable waste management • Provision energy and water submeters • Provision of adequate building management system to ensure proper operation of systems and equipment • Specification of energy efficient vertical transportation system

www.gord.qa

profile: Colemore Tang Construction

Building For Birmingham based construction firm Colemore Tang, continued evolution is key to achieving success in a highly competitive industry

ith no legacy projects hanging over from the economic recession Colemore Tang Construction (CTC), which was born in February 2014, has undertaken a journey of significant evolution over its first two years of doing business. Established to serve the contracting needs of Birmingham property developer Seven Capital’s (SC) 253-bed, four-star Park Regis hotel at the

right value, CTC’s ability to deliver major refurbishment work to the right standards but at highly competitive prices meant that it secured a significant framework to deliver all SC’s refurbishment and new build residential project for the following five years. This represents a pipeline of around 1000 units per year on SC development sites. When Construction & Civil Engineering last featured the company back in July 2015, MD Andy Robinson highlighted four

major projects that effectively kicked off the company’s success. The first being the Park Regis hotel, which was closely followed by One Hagley Road, a 22-storey, 270apartment conversion project in Birmingham. The year also saw work commence on a 313unit, part-conversion, part-new build project in Digbeth, and the Kettleworks and St George Urban Village scheme in the city’s Jewellery Quarter, which includes the refurbishment of an

Indeed, as CTC entered 2016 the company experienced a notable flourish of activity topping out four projects in just one day. Such ability is testament to the deeply ingrained knowledge and expertise held within the relatively young company by a tight-knit team of highly experienced individuals from a wide range of operational, development and contracting backgrounds. “The business is always working hard to maintain its ‘fast-track’ reputation for delivering high quality on time and on budget,” explains Andy. “We have developed a strong image within the industry for a no-nonsense, practical approach, which is heavily client focused and allows the client to have complete trust in what we are doing and how we are delivering it. Our

long-standing experience within the operational and development sectors culminates in being able to demonstrate a mindset of developer first and contractor second, and means that as a team we are able to approach a range of detailed matters in the right way.” At present, CTC is working on numerous projects that perfectly demonstrate the broadening scope of delivery expertise held within the business. Many of these are centred in Birmingham, however 96 units in Liverpool, 230 units (plus retail space) in Basingstoke and a 200,000 square foot distribution centre in Northampton also feature on its portfolio of ongoing works. “Clearly our residential pedigree is second to none, especially when it comes to our conversion

historical building into 313 units, plus a new build 320-unit village. “The ten months since have been hectic to say the least,” Andy comments, looking back at only the business’s second operational year. “We have continued with these four large projects and this has resulted in us completing and handing over 600 apartments as well as the four-star hotel. We have also added a further six projects, which we are now on site with, contributing a further 1000 units to our portfolio.”

profile: Colemore Tang Construction

skills,” Andy highlights. “However, it is the Park Regis hotel with the roof-level Rofuto restaurant – a fantastic Japanese-fusion venue and Sake bar – that we are particularly proud of. We were involved in all aspects from the technical conversion work right

down to the interior design and branding of the finished product.” Keen to continue the excellent work that has defined CTC’s short history, the company is currently undergoing a strong recruitment drive, bringing eight additional key people on board

over the last 12 months. “However, we are still facing the challenge of a labour shortage within the industry,” explains Andy. “We are doing what we can with South Birmingham College and other educational establishments to help provide placements and

permanent work opportunities on our projects for local labour. It is still a struggle though. The discussion regarding off-site manufacture is advancing quickly because of these labour issues and I feel sure they will continue to become more critical to the necessary efficiencies that we need to bring into our processes.” Andy himself demonstrates this commitment to future skills and talent even further, recently being invited onto the board of Dudley Education College for the development of a new

Construction Training Facility. “It’s a real privilege to assist the board on the new Advance II building,”

he expresses. “This is being built now to house 400 students who will be able to concentrate on new technologies in the construction industries – something that is very close to my heart. I am really looking forward to lending assistance and ensuring that the courses are focused on delivering practical and relevant skills for the industry.” As far as the future of CTC is concerned, the company will continue bringing new talent on board as well as developing

its offering to the market. Andy highlights that finding new large existing vacant office buildings to redevelop in the right locations is becoming more and more difficult, so over the course of 2016 the market will see CTC making further inroads into new build projects. “Ultimately, it’s all about ensuring we deliver what we say we will deliver to our clients, whilst at the same time continuing to hone our skills and stay ahead of the game, adding value to their businesses wherever we can,” he says. “We will also be looking to expand our capabilities to a wider client base, so more commercial projects, such as the upcoming distribution centre, will start to feature more and more alongside our great work in the residential sector.”

Colemore Tang Construction www.colemoretang.com Services: Leading construction company based in Birmingham specialising in refurbishment and new-build projects 87

Editor Libbie Hammond libbie@schofieldpublishing.co.uk Sales Team

+44 (0) 1603 274130 Schofield Publishing 10 Cringleford Business Centre Intwood Road Cringleford Norwich NR4 6AU