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BS PROFILE

Better Regulation The Regulatory Review Group - an independent body responsible for ensuring that regulation is formulated and works well in Scotland - is currently investigating the Fire (Scotland) Act 2005 to see whether the regulation is performing as intended.

Building Scotland spoke with Professor Russel Griggs OBE, Chairman of the Regulatory Review Group, about the reasoning behind the review and the importance of reevaluating existing legislature.

Could you provide our readers with an introduction to the Regulatory Review Group (RRG)? What would you describe as being the aims and objectives of the organisation?

The Regulatory Review Group was set up some years ago, back when Jim Wallace was Deputy First Minister. Our work is tied to the five key principles of better regulation - mainly that regulation should be transparent, accountable, consistent, proportionate and targeted.

Those are principles that everybody works to. RRG is comparable with the regulatory policy committee that looks after regulatory assessment in the UK. We’re independent and our membership shows that. We’re made up of the main business groups - the Confederation of British Industry, the Scottish Chambers of Commerce, the Federation of Small Businesses, the Forum of Private Business and the National Farmers Union of Scotland - but we also have the trade unions, the Scottish Retail Consortium, the Convention of Scottish Local Authorities, the Institute of Chartered Accountants

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of Scotland, and a representative from the Competition and Markets Authority.

It’s a very eclectic mix of people.

Our remit is to try and resolve specific problems and regulations that are causing Scottish business concern; to formulate a strategic approach and to develop processes to improve the regulatory landscape; to advise the Scottish Government on all aspects of its Better Regulations policy and agenda; and to act as a truly independent and informed monitor, helping to co-ordinate, review and judge the Scottish Government and its regulatory agencies against their Better Regulation performance.

Our overall aims are to ensure a culture of betterment in Scotland, for both business and Government, to allow them to work together to create better regulation for all and, in doing so, have Scotland recognised as the leading country in Europe in terms of Better Regulation.

What is your own professional history?

I’m a businessman - I have been all my life. I’ve worked in many industries, from Cushionflor cover to pharmaceuticals, and I ended my private sector life in the industrial textiles area. I then went to work for Scottish Enterprise, where I ran a merchant bank and was Director of Business Development. I’ve also spent some time living in the USA looking at investment in Scotland.

Since 2000 I have had what is euphemistically called a ‘portfolio life’.

I do things like the Regulatory Review Group, and I am currently an Independent External Reviewer to the 13 banks in the UK in terms of the appeals process

that they have for small firms that get turned down for lending. I also sit on the board of a big financial institution.

It’s an eclectic mix of things that I do but at heart I’m a businessman and I hope I bring that sensibility to this.

The reason I do all this is because I’m interested in process and regulation is all about process.

What prompted the current review of the Fire (Scotland) Act 2005? What factors are being considered as part of this?

One of the things that the Regulatory Review Group do each year is review a piece of legislation to see how it has done. This year we decided to go back and do our first ‘review of a review’ if I can put it that way. This started in 2008 with Part 3 of the Fire (Scotland) Act 2005. We were contacted by a number of small businesses, mainly B&Bs, about consistent and proportionate enforcement of that new clause in the act. For example, if you lived in St Andrew’s and only rented out your house every time the Open was in town, in some areas you would have been treated as though you ran a permanent bed and breakfast or a hotel.

We investigated and found there were real inconsistencies across the Fire and Rescue Service, who at that time were still under individual areas. In response to this we stressed the need for national consistency of regulation or a central policy official to issue a stronger guideline.

The Scottish Government and the Fire and Rescue Service set up a working group to try and resolve those issues.

Then came Jimmy Campbell - the Chief Fire Officer of Fife and Chair of the

Community Safety Group. Jimmy came in and really helped us bring it together. He identified that the problem was a lack of understanding of a risk based approach by fire officers. It therefore became a training issue for the Fire and Rescue Service to understand how to take a risk based approach and what questions to ask.

Changing the mindset amongst fire officers would provide a lasting and beneficial effect and would once again put responsibility for compliance where it should lie with the B&B owners themselves.

After that, guidance was revised and a risk based consistent approach adopted by the Fire and Rescue Service but we thought we’d go back and have another look. We’ve established a sub-group to conduct this review. That includes RRG members as well as personnel from the Scottish Fire and Rescue Service, fire safety businesses and policy officials from the Scottish Government. We therefore have a raft of experiences and resources to draw on. We recently issued a questionnaire that ran for six weeks until 6th March and we’re currently in the process of analysing these responses.

These sub-groups are generally not chaired by me - this one is being chaired by Mirren Kelly of COSLA and she’s doing a grand job. While we went back to look at the B&B issue, we’ve expanded the review now to look at how the whole of this part of the Fire (Scotland) Act is working, especially in terms of where people are getting advice from and is it the right advice.

How is the review being conducted?

We’re committed to being an evidencebased group. We go out and ask people

first before we do anything. In this particular case we wanted to ask as wide a cross-section of the populace as we could. I can’t remember the total number of questionnaires but many have been sent to a raft of different people to get different views on how risk assessments are carried out. We’ve had good responses but in terms of what that means it’s too early to say.

One of the interesting things is a comment made by the Scottish Fire and Rescue Service that they don’t usually get involved in things like this at such an early stage. They’re really pleased to be involved right at the beginning to help formulate the process and they really have positively contributed towards that.

a particular policy issue is right or wrong.

It’s more a case of, if you are going down this policy line, is what is in place the right solution. The transition of legislation from parliament to implementation and enforcing this by regulator is a critical point in Better Regulation. Understanding if there were any difficulties at this stage is important because if you have an inconsistent view or if the guidance isn’t exact enough people can have very different interpretations. That’s when you start to get into a world of inconsistencies.

Professor Russel Griggs

What comes next for the review?

I would hope we would be in a position where we are reporting to ministers by autumn 2015.

How important is it to revisit and re-evaluate past regulations?

Extremely important - we place great emphasis on revisiting. We want to look back at regulation to see if it’s working as intended. There can be a great difference between the ‘what’ and the ‘how’. We believe that governments generally come in to these things with a good ‘what’. The challenge is that sometimes, as you go through the process you have to put the legislation in place, you end up with the wrong ‘how’. That’s therefore what we look at.

We’re not a policy formulator - we focus on how legislation is produced and implemented. We don’t focus on whether

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BAFE – FIRE PROTECTION SCHEMES MAKING STRONG PROGRESS WITH 3RD PARTY CERTIFICATION The last 2 years has seen the numbers of fire protection companies registered to BAFE third party certificated schemes rise by over 300 to 1250, across the UK. Nearly 10% of these are specifically based in Scotland (together with many more who provide services from a base elsewhere in the UK), where the value of third party certification was perhaps less well appreciated until more recently.

Several factors and initiatives have helped to raise the importance of ensuring competence in fire protection services. These have unfortunately included a number of well publicised fire incidents, the strengthened leadership in fire matters from a unified Scottish Fire and Rescue Service and the debate in the Scottish Parliament in October 2014 about the competence of Fire Risk Assessors.

anniversary of the tragic fire at Rosepark care home. BAFE has been at the forefront of developing a scheme for fire risk assessment companies, following the work done by the Competency Council in 2012. The Fire Safety (Scotland) Act 2005 and the associated Fire Safety (Scotland) Regulations 2006 lay down the responsibilities and requirements for assessments. BAFE scheme SP205 ensures that companies have the appropriate skills, quality policies and management to demonstrate that they provide reassurance to the Duty Holder. The parliamentary debate concluded that the Scottish Fire Minister would write to the Regulatory Review group, who are looking at the non-domestic fire safety legislation, to ask them to consider the competence of fire risk assessors.

This group is now actively considering the future of the legislation and how it can be strengthened to meet current needs.

The Scottish Fire and Rescue Service have launched the UFAS (Unwanted Fire Alarm Signals) project in Glasgow, with a range of partners. Assistant Chief Fire Officer, Lewis Ramsay noted that: “The scale of the problem is clear. Over the past three years Scotland’s firefighters have been called to in excess of 100,000 of these incidents, which equates to over 40% of all the incidents we attend.” The aim is to both monitor the causes of false alarms and to promote the value of competently designed, installed, managed and maintained fire alarm systems. Hopefully there will be recommendations which will have an impact across the United Kingdom to tackle this significant and costly problem.

In summary, the issues surrounding the competence of companies providing fire protection services is very much on the Scottish agenda.

The BAFE schemes for fire alarms (SP203-1), emergency lighting (SP203-4), the maintenance of portable fire extinguishers (SP101/ST104) and for companies that provide fire risk assessments (SP205) are all flourishing as end users and specifiers recognise their responsibilities.

In October, the Scottish Parliament debated the importance of fire risk assessments and the value of third party certification, following the tenth

For more information have a look at the BAFE website www.bafe.org.uk or contact us direct at: info@bafe.org.uk.

The numbers and range of BAFE registered companies means that this is not a question of restricting tender options, but that customer choices can be refined by competency criteria.

Don’t gamble with FIRE

BS NEWS

Muse Developments helps Morgan Sindall Group’s results in Scotland Urban regeneration and property development company Muse Developments, which is delivering the multi-million pound Marischal Square regeneration scheme in Aberdeen, contributed to preliminary results for the year ended 31 December 2014, released in February 2015 by parent company Morgan Sindall Group plc - the construction and regeneration group.

While trading conditions remained challenging, Morgan Sindall Group delivered an operating profit of £26.5M before adjustments (2013: £16.2M) on revenues of £2,220M (2013: £2,095M).

Adjusted operating profit before intangible amortisation and exceptional items was £28.9M (2013: £33.6M).

The Group finished the year with a net cash position of £56M (2013: £70M).

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Adjusted earnings per share were 46.7p (2013: 60.9p). The dividend for the year is unchanged from 2013 at 27.0p per share. The Group’s committed order book is up 11% at £2.7Bn (2013: £2.4Bn).

During 2014, the national developer and regeneration specialist - which has offices in London, Manchester, Glasgow and Leeds - moved forward on a number of significant urban regeneration schemes across the UK. Construction progressed on 18 projects with a total value of £278M. The Company also maintained a healthy order book and development pipeline, which now stands at £2.4Bn. During 2014, Aberdeen City Council gave full planning approval for the £107M Marischal Square development in the city centre and an agreement was signed with Marriott International to deliver a 126-room

Residence Inn. The hotel will be part of a new mixed-use quarter that will include new offices, retail, leisure and civic space.

The scheme is due for completion in 2017.

Stephen Turner, Regional Director for Scotland at Muse Developments, said: “2014 has been a positive year for us, with renewed confidence in the market, increased appetite for investment and continued support from our public sector partners. We have seen significant progress on Marischal Square, which will bring much-needed jobs and investment to a city which remains one of the UK’s leading business destinations. The development has already attracted significant interest from a number of national operators seeking to secure a base in the city for the first time.”

JLL gets gold for Edinburgh fit out A project led by JLL’s building consultancy team is one of the first in Scotland to achieve the prestigious Ska ‘Gold’ Rating for sustainable fit out.

JLL was tasked with the fit out of the new headquarters for RICS in Scotland - the professional body for chartered surveyors.

The brief called to develop a high quality, flexible and modern working space at RICS’ new 6,000sq ft home at 125 Princes Street in Edinburgh.

An expert team was managed by JLL and focused on key aspects of workspace design - improving air quality, acoustics, thermal comfort, daylighting and lighting - all of which have been

shown to boost employee productivity.

Niall Robertson, Director, JLL, said: “We are proud to have led this ‘Gold’ Ska project delivering a comfortable and productive environment for staff, RICS Members and other users.

“We created lecture theatres capable of housing 100 people, a members’ lounge and office space which maximises natural daylight, making the most of stunning views over Edinburgh Castle.

“The fit out was completed within six weeks using sustainably sourced materials combined with energy efficient lighting, heating and ventilation systems. We achieved a

98% diversion of waste from landfill and an 85% reduction in carbon footprint during construction.”

Furniture from RICS’ previous headquarters at Manor Place was donated for re-use by start-up businesses.

Sarah Speirs, Director, RICS in Scotland, said: “Our new space is truly transformational and creates a really inspiring workspace which is comfortable and easy to maintain.”

Ska Rating is an environmental assessment tool for sustainable fit outs and is operated by RICS.

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BS NEWS

Taylor Wimpey secures planning permission for over 600 new homes in Cambuslang Taylor Wimpey West Scotland has confirmed that detailed planning consent has been secured from South Lanarkshire Council to deliver 612 homes as part of the masterplan vision for Newton Farm in Cambuslang.

The development will consist of five individual phases of new homes and each one will offer a range of two-, three-, and four-bedroom homes in a variety of styles and sizes to appeal to a wide range of potential buyers. The development will embrace the Scottish planning guidance principles of ‘Designing Streets’ which aims to create varied streetscapes and spaces, and will include features such as focal points within many of the street-scenes, as well as

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character areas which are essentially shared spaces in a residential zone to provide a focus for social interaction.

Character areas with associated landscaping will be real assets to the overall feel of this development and will create social spaces that are accessible for both pedestrians and vehicles. Within this development there will be an equipped play area which will create an attractive and fun place for children to play.

Newton Farm is a multi-million pound masterplan development that is situated within a South Lanarkshire Council ‘Community Growth Area’ which is an area that has been designated for housing and associated infrastructure. As part of the wider master plan, Taylor Wimpey will

provide a new primary school complete with 3G sports pitch, retail space, plus wider infrastructure improvements which will include new cycle-ways and off-site roadworks, as well as further play areas which will be delivered at varying stages as the wider development is constructed.

Stephen Andrew, Associate Technical Director for Taylor Wimpey West Scotland adds: “Our first release of properties in this part of the development will consist of 122 new homes offering a choice of two-, three-, and four-bedroom styles to choose from. We expect these to be on sale in the spring of this year, and we anticipate that the first families will move into this phase of the development towards the end of 2015.”

A record year for commercial property in Aberdeen The strength of Aberdeen’s commercial property investment market over the last two years was underlined by two major deals concluded at the end of 2014.

The sale of the Aberdeen Energy and Innovation Parks to fund manager Moorfield Group for £34.5M and the sale of the 335,000sq ft Aker Office HQ to Legal & General for £127M were both completed.

The Aker HQ - the largest office letting ever completed in Scotland – was sold to Legal & General at a net initial yield of 5.75%. A further 700,000sq ft of prime office development is proposed

by Abstract for the remainder of Aberdeen International Business Park and further deals are in the pipeline.

Moorfield purchased the parks – comprising 200,000sq ft of multi-let office and industrial accommodation at Bridge of Don occupied by more than 80 tenants – from Buccleuch Property and Scottish Enterprise.

In addition to the acquisition, Moorfield has agreed a joint venture with Buccleuch to develop a further 60 acres of land across the parks with a gross development value of £100M. An application for 500,000sq ft of new accommodation on a 47-acre site has been submitted to Aberdeen City Council and a further 13 acres of serviced plots are being lined up for development in the short term.

Knight Frank, which advised on both deals, has now completed over £500M of investment transactions in Aberdeen and Aberdeenshire since the beginning of 2013.

Commenting on the Aberdeen property market outlook for the year ahead, Katherine Monro, Head of the Knight Frank Agency Team in Aberdeen, said: “We can see 2014 will break almost every record in the Aberdeen commercial property sector. ”The previous two years were very good but 2014 saw over one million square feet of office lettings completed for the first time ever in the city. We will be publishing our annual Aberdeen office market report in March and the success of 2014 will be there for all to see. ”It is clear 2015/16 will provide the greatest opportunity for well funded companies, with a long-term plan for their business in Aberdeen, to secure the best deals that have been available for a decade.”

New Care Home for Newton Mearns Work is underway building an £8M private care home in Newton Mearns, providing quality personalised care for the elderly including those living with dementia.

Located at the corner of Waterfoot Road and Broom Road East, the state-ofthe-art home is being built by Marshall Construction Ltd for Meallmore, one of Scotland’s leading providers of nursing and residential care.

The 68 ensuite bedroom home will be built in a U-shaped format and includes a range of communal living spaces alongside a range of administration, food preparation, laundry and storage rooms.

It will have 25 car parking spaces.

Due to be complete in 2016, the twostorey building makes extensive use of glass in the construction to create bright airy spaces with generous lounge, dining and activity areas for residents. The landscaped garden, part of which is located between two wings of the building, offers seamless access to the outdoors for residents.

Externally the design will have a dual pitched roof with gable ends, finished in a flat grey tile. The external walls will

comprise render and stone with feature panels and cladding and there will be a feature wall at the entrance to the home.

The building has been designed to be dementia-friendly, with consideration given to wayfinding and maximising the use of natural light.

It will form part of a wider private residential development being undertaken by Mactaggart & Mickel.

Gerry Hennessey, Managing Director of Meallmore Ltd, said: “This new home has been designed to offer the highest quality facilities for our residents, making the most of the outdoor space available. Together with the apartments, it has been carefully designed to fit in with the surrounding residential area and architecture in Newton Mearns. We look forward to welcoming residents in 2016.”

Traffic management arrangements will be put in place to avoid peak traffic times during the school terms and to minimise noise disruption for neighbours.

Meallmore currently has 21 care homes in Scotland that cater for elderly and vulnerable people.

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FAKRO ROOF WINDOWS - CHANGE THE FACE OF SCOTTISH INTERIORS 2015 has seen FAKRO announce the launch of several new roof windows as well as an innovative concept in light tunnel design. With forecasts suggesting continuing growth for the loft conversion sector and new builds at last turning the corner, this will add yet further scope to designers of all building types.

With the upsurge in energy-efficient and airtight construction, the demand for high performance roof windows has never been greater.

The latest highly insulated, airtight home to use Fakro roof windows is a self-build for Michelle Sutherland and Neil Thompson in fashionable North Berwick. The Passivhaus home was designed by Certified European Passivhaus Designer, Julie Wilson, of Dunbar based Brennan and Wilson Architects. Seven roof windows were installed on the south facing roof alongside solar PV and solar thermal panels, the net result of which is net credit on energy bills.

Eagle Brae luxury log cabins Flat roof window technology has been taken a stage further with the introduction of the Gable System. Designed to provide an easy-to-install 120° duo pitch, it enables natural light to be maximised while effectively raising the ceiling height. The standard system uses four standard FAKRO windows of 78cm or 114cm width and height of 118cm, with all the necessary fitting accessories such as timber kerb, EPS panels, auxiliary rafters and flashings provided. A lining is also available for the plywood inner facing and windows can be equipped with standard Fakro internal or external blinds.

For traditional pitched roofs, the introduction of a high-pivot PVC roof window is a major breakthrough. Working on the same principle as a centre pivot window, the innovative hinge mechanism of the PYP-V is positioned higher in the frame, enabling users to stand unobstructed in an open window. The window design provides considerably extended height and is available in Golden Oak and Pine to complement exposed beams, doors and floors as well as white to match standard PVC windows.

All have the topSafe system of lock and hinge reinforcement, are ideal for rooms in which elevated levels of water vapour are regularly experienced and can be installed at pitches between 15° and 90°.

Light tunnels have transformed dark or windowless rooms and passageways by bringing natural daylight to them. Ideal for extensions where the proximity of adjacent buildings limits availability of sunlight on lower floors, the new SRZ-L 550 light tunnel has been designed to be less obtrusive on the roof. Rather than rely on the use of a traditional dome, it has a flat profile similar to a roof window. The rigid aluminium light tube is so efficient that over 98% of the light is passed to the ceiling diffuser and into the room. For the builder, an integrated flashing also makes it far quicker and easier to install.

Roof windows in zinc roof

Recent developments have even extended to flat roofs for which products can now offer a combination of high performance and contemporary design. The quadruple-glazed DEF U8 offers style, performance which surpasses Passivhaus requirements and electrical operation incorporating Z-wave technology. Most manufacturers still offer only dated designs with poor U-value performance but modern FAKRO profiles enable flat roof extensions to incorporate windows which can be used as a feature of interior design. The product can be manufactured in any size from 600 x 600 to 1200 x 2200mm so replacement of old, thermally inefficient skylights is straightforward, even if non-standard sizes were previously used. Manually operated and non-opening options are also available as are equivalents with a domed glazing unit.

The pace of development is leaving some manufacturers behind, both from the perspective of performance and visual aesthetics. FAKRO’s ability to meet bespoke, project-specific requirements, in Scotland in particular, is increasing the gap.

North Berwick Passivhaus

FAKRO ROOF WINDOWS – WHAT YOU SHOULD KNOW.

As you know, at FAKRO we’ve always invested in research and development to bring you a range of roof windows that offer some of the most innovative features on the market.

They provide more light, with sleek modern frames which have the operating handle in the base of the sash.

Our FTT Thermo U8 window with Uw= 0.58W/m2K is one of the most efficient on the market and you can rest assured that every one of our products carries the CE mark.

www.fakro.co.uk

FOR THOSE WHO KNOW

BS NEWS

Barr Construction wins £20M Irvine Leisure Centre project Paisley-based Barr Construction has been awarded the £20M contract to build Irvine’s new leisure centre, creating a single venue for sports, cultural events and exhibitions in the centre of the Ayrshire town.

Leisure specialist contractor Barr Construction will start work on a specially designed facility to replace the Magnum Leisure Centre, built in the 1970s.

This will be one of the final projects delivered under the Barr Construction banner following the recent merger with McLaughlin & Harvey.

The new facility will feature a main pool, a teaching pool, six-court sports hall, studios, a state-of-the-art fitness suite and both wet and dry changing areas.

Both pools will have a viewing area

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at mezzanine level for spectators.

An existing Grade B Listed town house will be integrated into the new facility and Barr Construction will restore and refurbish the property to compliment the leisure centre by installing a reception area, offices, research and creative rooms. The facility will also include a function hall and exhibition areas.

Barr will provide a range of community benefits during the project to include recruiting local apprentices and offering additional support and work placements to young people who want to get involved in the industry.

The team will also work closely with North Ayrshire Council and the schools to hone the employability of pupils by holding mock

job interviews and running workshops in science, maths and technology in schools.

Paul Griffen, Construction Director at Barr Construction, said: “This is an important project for Irvine and we are extremely proud to be playing such a significant role in delivering a first-class sport and leisure facility.

“The Barr Construction team is always fully committed to helping the community we work in. We’re looking forward to working with local apprentices during the course of the programme and I’m confident the new leisure centre will be a fantastic and well-used resource in the local area.”

Irvine Leisure Centre is set to open its doors in January 2017.

GL Hearn advising on 4,000 new homes for Scotland Property consultancy GL Hearn has recently ramped up its residential consultancy services and is currently providing planning advice on land for 4,000 new homes in Scotland.

The Glasgow division of the firm has secured a number of new instructions over the past months for proposed new residential developments across Scotland, working with a range of clients including Taylor Wimpey, CALA, Hallam Land Management, Wallace Land, National Grid and Lloyds Banking Group.

Amongst recent successes are significant new land allocations in the East Renfrewshire Council area. The sites there will deliver approximately 1,000 homes, a site for a new primary school and other associated works.

As part of its ambitious plans for Scotland, GL Hearn recently announced that David Campbell has taken over as Head of the Glasgow office.

David Campbell, comments on the positive outlook for Scotland’s housing market: “The Scottish property market was shrouded in uncertainty last year. Since the nation’s constitutional position has been resolved for now, we have seen a strong upturn in activity. We have ambitious plans to work closely with developers, the Scottish Government and local authorities to meet Scotland’s housing needs for the years to come.”

First residents move into £2Bn, 8,000-house town in Scotland A newly-wed couple from Aberdeen became the first residents of Scotland’s first new town in a generation.

With outline planning permission for 4,025 new homes, Chapelton, just five miles south of Aberdeen, is being developed to meet the needs of the North East’s growing population. In the long term the town will have 8,000 homes.

Kelly and Liam Syme, who both work in the oil and gas industry, were married last year at Drumtochty Castle, Laurencekirk.

The couple were welcomed to their new home by 12 of the town’s workmen, including the three house-builders AJC, Stephen and ZeroC, alongside construction services company W M Donald, who formed a guard of honour - replacing swords with spades.

The couple moved into a fourbedroom detached property built by Aboyne-based AJC with the other two house-builders set to welcome residents over the coming weeks.

Lord Southesk, Director of Elsick Development Company, which is leading the development, said: “This is a landmark day for Chapelton. After

five years of planning and significant investment a new community is being born. By the end of the month the Symes will be joined by a dozen other residents - and by the end of this year they will be one of up to 100 households able to enjoy the town’s first neighbourhood, including a cafe, nursery school and dental practice.

“Schools, healthcare facilities, parks and community buildings will follow as we build out seven neighbourhoods.”

Just ten months after work started on-site, Chapelton has attracted over 4,000 visitors to its latest showhomes with sales now reaching around 65% of properties available.

Alex Neil, Cabinet Secretary for Communities, said: “Welcoming the first residents to Chapelton is a significant milestone for the North East. This is a great model of planning that encompasses broad public engagement and sustainable design, resulting in attractive homes, community facilities and green spaces. I look forward to seeing the town take shape.”

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ESTIMATING & VALUATION SOFTWARE

Liffey Developments (Dublin) Ltd Liffey Developments mainly carry out Civil Engineering & Infrastructure Works, working on both residential and commercial projects with a value of anything from £5k to £10M. Paul Jameson has worked at Liffey Developments for nearly 17 years and has used ConQuest since it was implemented 7 years ago. Paul has a varied role at Liffey as each surveyor is normally responsible for estimating projects and then managing them once they are won. Paul told us why they chose ConQuest: “We work a bit differently at Liffey so we needed a package that was as good for the estimating as it was for the post tender work.

You can hand the job over to surveyors to do valuations and all the information is there.

“We know the views that have been taken at tender level, all the rates that we have in, we would also be procurement as well so we need the rates for everything.

“We had a look at a lot of systems, most were predominantly estimating but the transition from estimating to surveying in ConQuest is excellent.

“It is user friendly; we can easily breakdown every rate to check and compare them. We have default rates in from the ‘Liffey Library’ and we adjust them accordingl. It is very, very user friendly.”

When people talk about a system being user friendly, this often boils down to the system being flexible and stable. ConQuest is used by so much of the industry that it has to be. We asked Paul about the support he receives from ConQuest: “Every time we call, the problem is resolved.

The support team always ring back quickly and it is normally a query rather than a technical problem.”

This highlights that ConQuest is very stable. We find that the majority of support calls we receive are questions asking how to do this or that, rather than a technical problem. Having a stable system allows us to keep our customers happy and spend more time listening to how we can improve and develop the product. After over a quarter of a century there aren’t many things that haven’t been covered.

One other point that Paul was keen to highlight was the advantage of using ConQuest for their supply chain. In the main, the PQS practices they use and the ease in which Excel bills can be imported into ConQuest: “PQS firms like it that we can just send them the job and they can then send it back to us, it

goes straight back into ConQuest. We know we are giving them better information than the companies we are pricing against if they don’t have ConQuest.

“When we first got ConQuest, we used your service for importing bills for us. Now we know how to do it ourselves, we are a dab hand at it, we have it off to a tee. We can get a 150 page bill into ConQuest in an hour.”

Liffey Developments (Dublin) Ltd, Rathcoole, Co. Dublin, Ireland.

01204 669689 sales@conquest.ltd.uk

THE ESTIMATING SOFTWARE PEOPLE

BS NEWS

Affordable East Kilbride town centre housing development under way New high quality, affordable homes are being built in East Kilbride town centre by local construction and manufacturing company CCG. The development in Brunel Way will see the construction of 32 flats built over two blocks and is one of several housing developments being delivered

by CCG in South Lanarkshire. The £3M project is being built for Clyde Valley Housing Association and is part of a coordinated investment programme to provide high quality, affordable housing throughout Lanarkshire.

The units will be constructed off-site under factory conditions - significantly reducing build time, minimising waste and maximising product quality. This approach has been used in a range of CCG projects including the construction of 237 homes for the 2014 Commonwealth Games Athletes Village.

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Calum Murray, Director of CCG, said: “It is great to continue our partnership with Clyde Valley Housing Association in the delivery of the Brunel Way project - creating new homes in East Kilbride town centre. The build process will utilise our state-of-the-art offsite manufacturing facility - reducing build time and minimising waste.”

CCG is one of Scotland’s largest privately owned construction companies employing 600 staff. The Company recently won the accolade of Large Employer of the Year (Scotland) at the Construction Industry Training Board (CITB) Managing Agency Apprenticeship Awards 2014. CCG has also secured Investors in Young People accreditation which recognises and promotes employers who are committed to developing skills and young people.

Clyde Valley Housing Association Chairman Campbell Boyd said: “As a social housing

provider we strive to provide much needed, affordable homes to the local community, and working in partnership with CCG enables us to deliver this successfully in a cost effective manner. ”It results in our tenants being housed in energy efficient properties, built to the latest housing standards and in surroundings that can be enjoyed by all. The association benefits too, by increasing its housing stock with high quality homes.

“To create these high quality homes in such a prominent site brings a real sense of pride and achievement. Being able to contribute so tangibly to improving people’s lives is a great privilege. This is a positive demonstration of where real partnership can have a real effect”.

The development is due to be completed early 2016.

Phase II of Arnotts work a ‘massive boost’ for town centre The next stage of a landmark development on Paisley’s iconic Arnotts site has been hailed as ‘the latest leap forward’ in the ongoing transformation of the town centre.

Work is now under way to turn the distinctive listed frontage of the former store on Gauze Street into 11 luxury apartments, with retail units on the ground floor.

This marks Phase II of a two-part plan, spearheaded by Renfrewshire Council, to bring the historic site back into use.

Phase I takes in the 31 flats currently being built by Link Group on Lawn Street and Gauze Street for shared equity or rent, due for completion in the spring.

The Arnotts site is owned and marketed by a limited liability partnership made up of Renfrewshire Council and Park Lane Developments.

Renfrewshire Council leader Mark Macmillan believes the start of work elsewhere on the site is the latest positive piece in the town centre jigsaw. Councillor Macmillan said: “The Arnotts site represents one of the most visible options for regeneration in Paisley town centre.

“Over the years a lot of work has gone into various attempts to kickstart development and we are delighted that, at last, people can now see real progress.

“This new phase of development is just the latest leap forward for the town centre, coming off the back of several other major regeneration projects.

“It fits perfectly with our plans to use Paisley’s outstanding built and cultural heritage as the engine behind a transformation of the town over the next decade, including a bid for UK City of Culture status in 2021.

“Elsewhere in the town, we are pushing forward with plans to bring the Russell Institute back into use as offices, bringing 80 new jobs into the town from 2016.

“And the area around Arnotts has been transformed in recent years by Westpoint Homes’ Abbey Place development just across the road, with almost all of the flats in there now snapped up, bringing new residents into the town centre.”

£10.5M contract wins and new office established for Esh Border Construction in Scotland Esh Border Construction has grown its position in Scotland with a clutch of new business wins totalling £10.5M and the opening of a new base in Livingston.

The Company, which is part of Esh Group, was created in April 2014 when Esh acquired Border Construction. It was recently announced that the business is increasing its presence in Scotland with a predicted 15 new jobs being created over the next six months.

Since the acquisition last year, a steady programme of development has been put in place resulting in the additional office to support the growth strategy in Scotland.

The Company has plans for further growth in 2015 and is currently working on several Scottish contracts including a £1.4M deal with Gullane Golf Course to renovate it in time for this year’s Scottish Open; £6.4M of contracts on two social housing programmes in Hawick and a £2.7M contract for three projects at NHS Lothian.

Esh Border Construction, which has offices in Carlisle, Kendal and Earlston, has also cemented its commitment

north of the border with the opening of new offices in the heart of Scotland.

The Livingston operation will be a base for business creating an initial five jobs with a predicted ten more in the coming months.

Esh Border Construction will also roll out its successful Esh Added Value programmes, ‘Building my Skills’ and ‘Esh Communities’ which help youngsters in education and local community charities and groups with funding.

Simon Phillips, Regional Managing Director for Scotland, said: “The culture at Esh Border Construction, in particular the Esh Added Value programmes, all help to make a difference. We do not move into an area for a contract and then leave again at the end - we embed ourselves in that community and make as much of a difference as we can to people, especially young people.

The ‘Building my Skills’ programme is a great example of that. Thousands of children in England have already benefited from the programme and we will replicate that in Scotland.”

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BS COMMENT

How can we attract talented young people into the house-building industry?

Neil Smith, Head of Research and Innovation, NHBC Foundation The economic downturn in 2008 has had similar consequences to previous recessions; a sharp decline in output of new homes, a serious outflow of skilled and experienced personnel from the industry and a challenge to attract new talent in the recovery. While NHBC figures for 2014 show the number of new homes registered increased by 9% on top of a 28% increase in 2013, if the number of skilled people fails to increase by the same amount then the pressure on the industry becomes ever greater.

Last year, the Chartered Institute of Building (CIOB) published a report that indicated 82% of respondents believe that a skill shortage exists in the construction industry. The CIOB report “No more lost generations” goes on to say that the industry employs fewer young people relative to its size than the UK economy does as a whole.

To try and understand why young people are under-represented in construction – and more specifically house building – the NHBC Foundation has recently published A career of choice: attracting talented young people into house building which explores why young men and women might not choose a career in house building.

The NHBC Foundation research looks at how young people between the ages of 14 and 22 view careers in house building and explores what detracts them but also, significantly, what might attract them.

It revealed that while over a third of boys and young men (37%) are interested in building and construction, only one in ten girls and young women (11%) are interested, the lowest level of interest of any other job sector included in the study.

When asked about specific careers in house building, girls and young women became significantly more interested.

When young people were given positive, factual information about the wider benefits of house building, many felt much more interested in considering it as a career.

This was backed by a survey of young people who have already been recruited into the industry which found that 94% were positive about the information they received about the job before they started.

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The report’s key findings are as follows: ••Young people could often identify practical site-based jobs in house building such as bricklaying and carpentry but, apart from architecture, were largely unable to identify professional career opportunities, such as those in project management, technical design or business management.

••It is not clear if those advising young people, in particular parents and careers advice specialists, have sufficient knowledge of house building to pass on a good appreciation of the range of jobs and careers available.

••A good number of boys and young men (between 33% and 42%) were interested in careers in various house-building jobs types. Overall, girls and young women were less interested, though it is clear that a number of technical jobs did appeal more strongly to them.

••The level of interest in house-building jobs was highest at school age 14-15, slightly lower for those in college and significantly lower for those in university.

Across the educational stages, interest in most house-building jobs was significantly more than the interest shown for a career in construction in general.

••The research highlighted the value of positive language about the role

and contribution of house building. A number of positive statements were tested and dramatically increased the interest in house building careers among young people.

••The work also explored how young people received information about careers. This emphasised the importance they place on visits to employers and presentations at their place of study from advocates and role models.

Attracting young people, particularly young women, is now critical if we are to create and sustain a stable workforce in the house-building industry, which is why the NHBC Foundation has also given its backing to Employment Minister Esther McVey’s #notjustforboys campaign encouraging more women to consider careers in male-dominated industries.

The report concludes with a number of recommendations, one of which urges house-building companies to establish or build further their links with educational establishments.

House builders who forge the right links and provide the more imaginative partnerships with schools and colleges stand to win the battle for recruitment.

FIFA’s sudden decision to move the 2022 Qatar World Cup to winter sparked fury across the Premier League and the European Club Association. Why? Because of inevitable disruption to the already congested fixture programme of the lucrative European leagues, which supply a high percentage of players to the World Cup. No bumper Christmas jamboree for City, United et al. Three seasons shunted around. Many are unhappy.

And pay-outs of compensation to clubs for this disruption? Definitely not says Sepp Blatter. How this will play out remains to be seen, but there will clearly be a substantial impact on clubs at home and on the continent.

Compensation for disruption in the construction world is thankfully less contentious, albeit not without its own challenges.

Whilst “disruption” is commonly joined at the hip with “delay”, the two are not the same and do not always appear together.

The Society of Construction Law Delay and Disruption Protocol describes disruption as: “Disturbance, hindrance or interruption to a Contractor’s normal working methods, resulting in lower efficiency.”

Keating on Construction Contracts comments: “Disruption occurs where there is a disturbance of the contractor’s regular and economic progress and/or delay to a non- critical activity even though,

on occasion, there is no or only a small ultimate delay in completion.”

The causes of disruption are numerous ranging from variations and late issue of instructions to lack of supervision, out of sequence working, site access difficulties, and opening up/inspections. Weather can also be a factor (as it was with the Qatar World Cup moving from summer to winter).

Having established that an event of disruption exists, a contractor is entitled to recover payment of compensation where it can show that either: (a) it is specifically entitled to under its contract, for example under a loss and expense or variation clause; or (b) the Employer is in breach of the contract.

But recovery of compensation for disruption hinges on proof of three criteria - liability, causation and loss. Whilst establishing liability may be comparatively simple, establishing and proving a direct link between cause and effect (every event of disruption and each item of loss) is complex and far more problematic.

In measuring disruption there is no one size fits all; it depends on the nature of the project. Disruption is all about loss of efficiency and productivity, primarily relating to the contractor’s plant or labour. Where the project involves repetition rather than discrete elements of works, the favoured approach is

COMMENT BS

Compensation for Disruption?

Hands off, Mr Blatter often the “Measured Mile”, comparing productivity / efficiency on a disrupted area of the works with an identical undisrupted area. Otherwise, alternative approaches including percentage additions, comparative work studies, or use of model productivity curves may be utilised.

In terms of proving cause and effect, site records surrounding planned and actual productivity and efficiency are key, but often absent. In that case, detailed retrospective analysis becomes difficult, if not impossible and a contractor may be faced with no alternative but to submit a total loss or “global” claim. Somewhat more attractive following Walter Lilly & Company Ltd v Giles Patrick Cyril Mackay and another [2012] EWHC 1773 (TCC), but nevertheless a risky strategy.

Mr Blatter may well get his way - with English and European clubs having to swallow disruption costs within their healthy balance sheets, hoping that their “stars” will augment their value in the desert. UK contractors are not afforded that luxury and without the benefit of such assets, may find the challenges and costs of disruption more difficult to absorb. But, play by the rules, the battle for disruption costs is theirs to win.

A successful outcome. Just as we and Mr Blatter hope for in 2022?

Sarah Evans, Senior Associate, Thomas Eggar LLP Photo by, Sophie James / Shutterstock.com

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BS COMMENT

An Implied Obligation to Act in Good Faith?

By Peter Sheridan, Partner, Sheridan Gold LLP Until recently, it was established that there is in English contract law normally no implied term requiring the parties to act in good faith, although in certain specific types of contract, such as insurance contracts, there is a duty of good faith, implied by law.

However, first in Yam Seng (2013), then in 2014 in the Emirates Trading case and in Bristol Groundschool v Intelligent Data Capture, it was held in relation to commercial contracts on the facts of the cases that there was an implied term of good faith (all first instance judgments, delivered in the knowledge that they were seeking to break new ground).

The term is said in these cases to be implied not by law but as a matter of the interpretation of the parties’ intentions and the circumstances surrounding the contract. It follows that the Yam Seng approach does not lay down a principle applicable to other cases. There is still no implied obligation of good faith of general application in commercial contracts, but there is a recent judicial trend in favour of finding such an implied obligation on the facts of particular cases.

Where there is an implied obligation to act in good faith, what is the content and extent of the obligation? Two limbs are suggested in Yam Seng: (1) honesty and (2) fidelity to the parties’ bargain. The writer has little difficulty in accepting that a requirement of honesty may often be implied as a matter of contractual interpretation. See for example the construction cases Makers v Camden (2008) and Eurocom v Siemens (2014), in which Ramsey J stated that “as a general principle, parties enter into contracts on the basis that the other party to the contract will act honestly.” However, a contention for such an obligation was rejected by Akenhead J in TSG Building Services v South Anglia Housing (2013), so that even on this limb Yam Seng lays down no principle applicable to other cases.

The analysis in Yam Seng concerning fidelity to the parties’ bargain is less

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convincing; the principles relied on here are covered by other established rules, such as those applying to the construction of express terms and the rules on implied terms, which in some contracts will include a co-operation obligation. There was no need to introduce a new concept of an implied obligation of good faith to encompass or to apply these principles.

Equally these principles were developed and established in the higher courts without any reference to the concept of good faith.

The parties may impose a good faith obligation by express term, either generally or in relation to specified matters. Indeed, it has been stated by Jackson LJ in the Court of Appeal (after the Yam Seng case, which Jackson LJ treated as an example of one of the exceptional specific types of contract referred to above) that if the parties want to impose such an obligation, they must do so expressly (see Mid-Essex Hospital v Compass Group (2013).

Some guidance on what is required when a good faith obligation is implied may be gleaned from cases where there was an express obligation to act in good faith: see for example Mid-Essex Hospital v Compass Group and CPC Group v Diar Real Estate Investment (2010). However, again, beyond the obligation to act honestly and not in bad faith (see for example Manifest Shipping v Uni-Polaris Insurance (2001), clear principles providing guidance for future cases are hard to derive.

To the extent that fairness or fair dealing is invoked, a problem that arises (in addition to vagueness) is the extent to which a party is required by such an obligation to act against its own interest, for example by revealing information it alone has. However, the problem has to be addressed where there is an express obligation to act in good faith (see Berkeley Community Villages v Pullen (2007) for a consideration of reasonable commercial standards of fair dealing).

The Yam Seng, Emirates Trading and Bristol Groundschool cases concerned “relational” contracts, that is contracts involving a long-

term relationship to which the parties make a substantial commitment. The somewhat vague notion here is that such relationships require some good faith-based conduct or loyalty which is not expressly legislated for in the contract terms but is implicit in the parties’ understanding and necessary to give proper effect to the contract.

Thus it is argued that it is more likely that there will be an implied obligation of good faith in a relational contract.

For more information, contact Peter Sheridan Partner at Sheridan Gold LLP T: 01737 735088 E: psheridan@sheridangold.co.uk www.sheridangold.co.uk

Peter Sheridan

On 6th April revised health and safety regulations will apply to all construction and building work. The Construction (Design and Management) Regulations 2015 are designed to make it simpler for everyone in your industry to work safely and protect their health. Nearly every building project, including most domestic jobs, will require a construction phase plan before work starts.

CITB is here to help you get to grips with the changes. Our free CDM Wizard app helps you quickly plan straightforward jobs on your mobile or tablet, so you can work safely and manage risks to health, and meet the new requirements. Plus we offer subsidised workshops and free-to-download industry guidance for small businesses.

Do it today and get your safety sorted. Visit citb.co.uk/cdmregs CITB is registered as a charity in England and Wales (Reg No 264289) and in Scotland (Reg No SC044875).

BS CASE STUDY

Paisley masterplan drives a heritage regeneration agenda Heritage driven regeneration masterplans are increasingly at the vanguard of regeneration practice across Scotland’s towns and cities. Those which incorporate the innovative use of heritage assets can elevate proposals so that they become effective catalysts for vibrancy and regeneration.

Thinking big by focussing on the town’s cultural assets is at the heart of plans to rejuvenate Paisley in Renfrewshire.

The aim of the Paisley Town Centre Asset Strategy is to build on the town’s outstanding architecture, along with its cultural strengths, to provide a £45M a year boost to the local economy, create 800 jobs and pave the way for a UK City of Culture bid for 2021.

Paul McTernan, head of regeneration and masterplanning at SLR Consulting, prepared the strategy on behalf of Renfrewshire Council.

“It’s all about maximising potential through a culture-driven regeneration initiative,” he explains.

“Establishing Paisley as an international destination for Scottish culture and contemporary performing arts could provide a ‘step change’ similar to that already seen in recent years in towns such as Derry-Londonderry, Hull and Dundee.

These towns share a similar history of decline following a manufacturing heyday. They successfully implemented

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a ‘cultural city’ best practice approach and we have adopted a strategy along these lines to revitalise Paisley’s town centre while helping to address the area’s underlying socio-economic issues.”

“Essentially, Paisley’s heritage – including more than 100 outstanding listed buildings, rare books and paintings and the finest Paisley Shawl collection in the world – are of international significance and will be used to drive tourist-led regeneration. Paisley was once the global centre of the thread industry and its name is recognised throughout the world as a global brand in textile innovation. That legacy has enormous potential to transform the place.”

The vision is to create an authentic and unique visitor experience backed by investment from public, private and international sources to revitalise Paisley’s town centre. A key aspect of the scheme is the multi-million pound revamp of Paisley Museum to create an internationallyrecognised Museum of Textiles, Fashion, Costume and Design. The town would also see the construction of a new theatre and arts centre, as well as further development at key tourist attractions, such as Paisley Town Hall and Coats Observatory.

Further objectives include the creation of a Paisley Fashion and Design Centre on the High Street as well as an integrated programme of cultural activities and a new

events programme embracing a thriving local arts scene. (Paisley is home to PACE, the largest youth theatre in the UK).

Estimates suggest the scale of investment required would be around £90M. However, with many Scottish tourist destinations experiencing significant increases in visitor numbers over the last few years, it looks as though, when it comes to returns, Paisley currently represents an untapped opportunity.

“The masterplan for the renaissance of Paisley is based on a series of connected initiatives to develop new cultural assets as well as enhance existing ones,” continued Paul.

“Improving the public realm and boosting connectivity between key sites in the centre will also improve a sense of community and cohesion.”

Given the traditional hand-weaving heritage of Paisley, the redevelopment of the museum is seen as the top priority, as it will help to kick-start the rest of the regeneration programme by raising civic pride and drawing new visitors to the town.

A key aspect of the strategy is linking the museum to a business innovation programme to create and sponsor new business development in the fashion and smart textile sector. The strategy was launched by Renfrewshire Council in June and work is now underway on feasibility assessments and developing

sources of funding. It is expected that the regeneration will take around ten years to complete, although the first projects could be underway within the next two years.

In addition to a significant amount of construction and redevelopment, the Paisley Regeneration Strategy will also benchmark the town’s industrial legacy against UNESCO World Heritage Site status in order to promote awareness of the quality of Paisley’s cultural assets. Renfrewshire Council have also accepted a key recommendation of the strategy to develop a bid for UK City of Culture status in 2021.

“Derry-Londonderry secured the first UK City of Culture status for 2013 and they estimated that this will generate an additional 4,000 jobs for

the city. In fact the city predicted a £5 return for every £1 spent in funding assistance to the programme.”

The far-reaching strategy for Paisley has been shaped by extensive community and stakeholder consultation involving the Community Planning partners, local and voluntary organisations as well as Central Government, the public sector and private companies. The consensus is that Paisley offers unique cultural attractions and that, with the right investment, they could be used to transform the town’s future.

The landmark project has already been recognised by award nominations in the RTPI and Planning Awards in 2014, and so far this year it has been shortlisted for two Placemaking Awards – the first in the regional award category for Scotland;

and the second for ‘Best Use of Arts, Culture or Sports in Placemaking’. Plans for the regeneration of Paisley are also gaining international recognition, with the Organisation for Economic Co-operation and Development (OECD) arranging a series of visits in 2015 for economic representatives from other European cities to learn more about how Paisley’s plans to leverage its fabric design heritage.

Paul concluded: “This project shows how a regeneration planning methodology can leverage fundamental change in the way towns and cities use their cultural asset base as a platform for economic and social well-being. It is a project about the heart and soul of a place. In the words of Benjamin Disraeli “Keep your eye on Paisley”.

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BS BUDGET

Scottish Government put Health and Education at heart of the Budget Deputy First Minister Jon Swinney has set out the spending plans for the Scottish Government to help create a fairer and more prosperous Scotland. Fundamental to the Budget is the recognition that a strong economy can only be successful if it is underpinned by a fair and equitable society.

Mr Swinney told Parliament that the Budget is a response to the improvement of Scotland’s economic conditions and would enhance economic growth, tackle inequalities and continue to protect and invest in Scotland’s public services.

Key public services of Health and Education are at the heart of the Budget with an

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increase of £383M in frontline health spending next year. The Government’s commitment to the key role played by the teaching workforce in raising attainment and tackling inequality is set out with an investment of £51M to maintain teacher numbers and £20M of new spending to improve chances in educational life for all.

The Scottish Budget is set against the context of cuts made by Westminster of 10% in real terms over five years to the Scottish Government’s Fiscal DEL budget. This includes capital spending cuts of over 25% in real terms.

Other key additions set out by Mr Swinney

to the original Budget include an increase in investment in energy efficiency of £20M to provide a total budget of £114M. Further to this, prudent management of tax revenues will be supported by £15M in 2015-16, £3.9M will be provided to support cycling and walking infrastructure and £200,000 will also be invested to progress the Fair Work agenda.

Setting out the Budget to Parliament, John Swinney said: “The people of Scotland want to live in a more prosperous and a much fairer country than it is today.

“This Budget is focused on meeting those

ambitions, as far as we can within our current powers, by tackling inequality, investing in our economy and protecting and reforming our public services.

“This Budget will see £4.5Bn invested in infrastructure with new colleges, health facilities and schools being built across the country.

“This Budget continues our actions to mitigate UK Government welfare cuts with £81M of support and delivers on our commitments to expand childcare and to provide free school meals for all p1-p3 pupils.

“It is also a landmark Budget, including

for the first time our proposals for the rates and bands of Scottish Landfill Tax and Land & Buildings Transaction Tax, devolved through the Scotland Act 2012 and which take effect for the first time in 2015-16. As a result 50% of homebuyers will pay no tax and over 90% of taxpayers will pay no tax at all or be better off compared to the UK’s current tax rates.

Focusing on Health and Education the Finance Secretary said: “The health of our population and the education of our young people are two of the most important responsibilities of Government

and they are at the top of our priorities.

“A vote for the Budget today will see an additional £127M of extra spending for frontline healthcare in our NHS. That will take our total additional frontline investment for 2015-16 to £383M as part of a total NHS budget in excess of £12Bn, and every penny of that money will help our frontline services.

“The education of Scotland’s children is the key to both their future and to the future of Scotland. Our investment in schools and in teachers forms a critical part of this effort but we can and will do more. When sufficient funding is available

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to support the employment of teachers it cannot be acceptable that the numbers of teachers declined slightly last year and the ratio of pupils to teachers rose slightly.

“To help ensure delivery of the teacher numbers commitment and in recognition of the general budget pressures authorities are facing I am providing a further £10M for 2015-16 in addition to the £41M previously allocated to support this commitment. In order to protect that investment in teacher numbers this total resource of £51M will only be available to local authorities on a council by council basis if they are prepared to sign up to a clear commitment to protect teacher

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numbers. Any council that does not make and deliver on that commitment will not benefit from that funding.

“As we signaled in the Programme for Government tackling inequality is one of our key priorities. Too many of our young people have life chances narrowed by circumstances out of their control.

Improving opportunities for our children will require focused and targeted action; it will involve providing additional support to our teachers and parents.

“Today I am announcing £20M additional funding to improve educational life chances for all and raise attainment.

This funding for this coming year will

be followed by further funding in next year’s Budget and the details of how this additional investment will be utilised will be announced shortly.

“The actions I have taken today demonstrate the values and priorities of the Scottish Government. We drive forward investment in our economy, we protect our NHS, we invest in our young people and businesses and we protect the most vulnerable.”

The Budget reaffirmed key commitments intended to make Scotland a more prosperous country. These include the securing of £4.5Bn of infrastructure

investment in 2015-16 and £330M to support further capital investment in the Scotland’s Schools for the Future programme through NPD funding. £140M will be provided to deliver two new college campuses through the NPD pipeline and a £16.6M investment will be made in 2015-16 to further take forward recommendations of the Commission for Developing Scotland’s Young Workforce.

The Budget will also continue to deliver the most competitive business tax environment in the UK. In an effort to tackle inequalities, the Budget will be looking to drive investment in affordable housing and

provide £125M of further financial support for the housing sector.

Additional support will be given for looked after children with an investment of more than £300M over two years will be made to extend annual funded childcare to 600 hours for three and four year olds and vulnerable two year olds. £81M will be provided to mitigate against Westminster’s welfare reform including the ‘Bedroom Tax’ and a council tax freeze across Scotland will also be maintained.

The Scottish Government’s social wage commitment will continue with free prescriptions, concessionary travel and free personal care.

The Budget will seek to protect and reform public services by increasing the health budget to over £12Bn with a funding increase of £383M. An investment of over £200M will be made in 2015-16 to help drive the integration of adult health and social care.

Support for a further 1,000 additional police officers will also be provided.

A Scottish living wage will also be maintained for public sector workers covered by public sector pay policy and the policy of a commitment to no compulsory redundancies will also be continued.

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BS EVENT

BIM Show Live Preview Could you give us an introduction to BIM Show Live and its purpose?

This is our fifth year and originally, Rob Charlton of Space Group and BIM Technologies came to us and wanted to look at the idea of hosting an event associated with BIM and the key learning for the industry.

We’ve partnered with Rob and the guys for the last five years and it’s grown year on year. So the first year it ran, it was quite a small one-day conference, colocated with another event. This year we’re in Manchester with space for 70 exhibitors. The two days of content will feature plenary sessions and seminars.

How we try and separate ourselves out is by being a much more practical conference so rather than purely covering the big, holistic issues such as are we right to adopt BIM, along those lines, it’s more about finding out what people need to know to be able to implement and execute BIM more effectively. So we have some real in-depth technical sessions rather than just generic debate. And the aim is that everyone who comes can go away with something they can practically use the next day. That has always been the drive behind it.

Would you say that practical side sets you apart?

Yes, definitely. There are loads of great BIM conferences out there, loads of discussion and debate to be had. When we first

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started, there weren’t many people on board and engaged with it, but as that’s grown our themes have developed. This year, we want people to ‘prove it’. Last year’s strapline was ‘now it’s serious’.

The theory around ‘prove it’ is that we’re doing it now. Let’s start getting some return on investment, projects delivered and see how BIM has offered value rather than a process people have adopted.

We try and steer clear of the big thinking that doesn’t lead to action. Our plenary sessions have panel debates and we have keynote speakers who are a bit more open in that regard.

One of the other things we do is get the whole supply chain involved. So rather than operating a conference just for architects and designers, just for engineers etc, it’s essential that every single one of those collaborate and work together.

So let’s give learning for all of those in one space. There’s loads of networking opportunities so they can get together and learn from each other as well.

What do you feel have been the results to the industry?

There’s been a big drive in the industry and I believe we have been a big part of that, but there’s been a lot going on. What we’d like to say is we’ve helped bring the community together. We work very closely with them, whether it’s Twitter, the UK BIM Crew, David Philp and the BIM Task

Group, we work with all those different bodies and try and be as independent as possible so it’s about engaging the industry rather than saying what we want to do at the conference and that is final.

For example, the way we source our seminar programme is open in the industry. Rather than us saying ‘these are the sessions we want to run, these are the topics we think are important’, we go out to the industry with the course papers where people put forward what they’d like to present on.

It might be an interesting project they’ve worked on, it might be a new bit of software that’s changing the way they work.

We have a panel of judges who pick the best sessions and that’s about finding out where the industry is at, what these people are doing and giving a platform to share it.

That’s probably one of the biggest things we do as a show; it’s about the industry and gives it a platform and I’d like to think we’ve done a good job of doing that.

What does the planning entail and how far in advance does it begin?

In truth, we’re thinking about next year’s show before we’ve done this year. It’s not necessarily the logistics detail, it’s more to do with what we want to talk about. There’s one piece around where do we see the content and key themes going? You look at the beginning of next year, you’ve got Level 2 and where that sits, the next year

beyond that there’ll hopefully be updates on Level 3 and the discussions going on.

So you start to map out key topics well in advance, but until you get past the show it’s quite a moveable object which changes as things develop and grow. So you look quite far ahead.

From a logistics point of view, you’re looking at sic-nine month basis where you look at venue hire, logistics detail around getting stands and suppliers booked. The content, we would look to launch two-three months prior to the conference itself and that’s when we start to really promote it.

But, for example, this year our call for papers closed around Christmas time and the final selection happened and we launched in January.

So we’re relatively in advance, but not so much so we’re not getting the latest and most relevant content.

Is it the case that you’re already formulating the themes for next year right now, even before this year’s exhibition?

Yes, but I think to be honest, some of this will happen at the show. We are really lucky that our judging panel for the seminars is ten of the leading experts in the industry who help formulate our plans and thinking. But we’ve also got 60-70 speakers as part of the show who we talk to and discuss the issues with.

Then there’s everyone you meet at the

show who turn around and tell you which sessions they enjoyed and want to find out more about. So there’s lots of discussion and debate and the one thing that the BIM Show is amazing for is the community networking, debate and discussion.

This year, we’ll look at where we’re at with Level 2 and after that, there’ll be a look ahead to Level 3 as the Government see it. We’ll work with the Task Force on things like that.

For me, I think I’d like to see more in terms of operation, so last year we started to explore facilities management to see how BIM is impacting on that.

We started amassing good examples of what people are doing, and in Edinburgh there was a great piece from BAM FM about how BIM is being used for facilities management.

We’re hoping this year we’ll see more of that, even more in 2016, and I think then it could build into a conversation about how individuals are working within the built environment, because you’ve got design intent, delivery, operation and while facilities guys play a big part on that, there’s also a big debate over you and I and how we impact in a building.

There are major infrastructure projects we’ll see come to a completion.

I went to the Bentley Year and Infrastructure Conference and saw Andrew McNaughton talk about how he sees digital growing and the use of the information part of BIM. He

gave a great example of how you’d use apps on mobile phones to do ticketing and if you were late from a meeting, you could do an instant changeover. All those elements of connectivity and how we design with that in mind is the real future that’s coming to fruition. It’ll be interesting to see that side of things and greater integration.

Each individual discipline has gone and learnt and developed what they’re doing with BIM. Bringing that together is the key and I think we’re seeing that a lot more.

How is it decided who speaks at the exhibition and what is the decision process?

It’s a real mix. We’re content-heavy with the show and the biggest challenge is scheduling all of this with the exhibition and everything else.

You break it into two main pieces. One is the plenary conference sessions. They kick off on day one in the morning, and go into the afternoon of day two.

These are where David Philp does an opening address and Rob Charlton does a state of the nation speech, and Simon Rawlinson closes the conference. Last year our keynote speaker was Marc Priestley who’s an ex-F1 McLaren mechanic and he spoke about the challenges their industry found in terms of innovation and adoption and there was a nice synergy.

There’s a real, interesting higher level continued on page 32

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discussion that goes on in the plenary.

We tie that up with a panel session involving industry experts looking in detail around what these guys are doing in their businesses.

That’s something I work to select, so I work closely with Rob Charlton and we work with the judges, our chairman, our chairpeople. The judges help give a steer on what the topics are, who the speakers might be, if it’s people they’ve been working with or heard from.

For the plenary, it’s part influenced by the call for papers. So where there are potential topics not covered as much in the call for papers, we might look to build a main stage session in and around that.

This year, we’re looking at BIM and return on investment (ROI) again, a similar session but hopefully a bit further forward and we wanted to talk around what the ROI is and what people are getting out of it. We wanted to put that as a main stage session so that’ll be on day one.

On day two, we’re doing a BIM and specification, BIM for manufacturers session, which was born out of the fact there were a lot of presentations around it.

Sometimes that’s formulated by what the industry supplies, whether there are areas we’re lacking or whether there are areas with lots of content

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and we feel it’s more important.

This is generally curated by us as a group.

The seminar programme is sent out for the whole of the industry. We have about 100 entries as well as another 20+ that have missed the deadline who want an extension. From this, we pick 32.

We get a lot of requests to speak and present.

We then assemble a judging panel of industry experts who get the course papers. If you want to enter, you have to submit a 500-word description of what you want to talk about, what your presentation would feature and what it would include.

There’s then three key learning points, a bit around who the target audience is and it’s built across the four stages of BIM, from start to completion.

The judges get those papers, spend a bit of their own time which is fantastic, pick out their top 30-40 and then we have a big judging day at the UBM offices where we pick out the top ones of who we agree should be placed in the seminar programme.

Quite often, you get about 20 that are unanimous and then there’s a big debate around the other 12 that get in because, inevitably, there are a lot of good presentations that should make it but don’t. We usually end up with a big ‘maybes’ pile and we have to debate

the merits over one or the other.

In truth, we’re always fully aware that we’re going to miss out on some great presentations. Quite often, we’ll get a lot of presentations on a similar theme and we can only pick so many.

Last year COBie was the big topic where we had a lot of entries, but we couldn’t have them all.

The others, I’ve no doubt, would have been great presentations, but that can be the challenge. We had something similar this year, with many presentations from SMEs covering similar topics.

So rather than picking one or two, we’ve gone to each of the speakers and asked if they’d mind taking part in a super SME group and have a big debate and discussion, with BIM SME Group chairing that.

There’s a big challenge with this, a daylong task picking out the presentations.

But it’s great because we get a feel of where the industry is at. It’s something that does really set us apart as an event.

How many exhibitors are they and how is it decided who is there?

There are 70 comprising a mix of sponsors and pure exhibitors.

Last year when we moved to Manchester, we did so because we needed a bigger venue. We were at Park Plaza in 2013

and outgrew the space so Manchester Central gives a nice venue layout.

You’ve got an exhibition hall in the middle, off to the left there are seminar rooms and to the right you’ve got the auditorium so there’s a good flow of traffic and that was one of the big selling points for moving there.

So you’ve got loads of content in the conference and seminars, but also great exhibitors with interesting software and innovative technology that we want the delegates to see. We’re much bigger now than we were.

In truth, we don’t have a vetting process because last year we took a bigger space.

Sponsorship is less vetting but more the type of people we work with.

We’ve got five gold sponsors this year who we work closely with and help us with content, social media and marketing. The reason for that is there’s a bigger partnership with these. We tend to seek partners at that level who can help grow and develop the event. They’ll submit blogs to go on our site.

The exhibition space is a bit of a first come first served process. We’re oversubscribed this year so it’s been a challenge to accommodate people at the stands that they want.

We’ve also this year seen a lot of new exhibitors who are either start-up businesses with new software or have

come in from overseas and are looking at the UK market, so there’s quite a mix.

We vet to a degree but we get a lot of incoming requests to exhibit and to take part in the show which is fantastic.

There’s scope for us to grow again.

What is the most difficult aspect of arranging the exhibition?

There’s quite a big team and we work closely with Rob Charlton and his team who offer huge amounts of knowledge and contacts.

We have our marketing team, so Mike Cockin is our Marketing Manager on BIM Show Live and he does huge amounts of work as far as promoting and content-driven stuff goes.

A big part of the delivery is Sarah Austin, our Head of Event Logistics, who does the logistics side of thing and being honest, that’s often the biggest challenge, bringing it all together and making sure it runs smoothly.

There’s quite a team behind the exhibition.

From my point of view, getting the content right is a real challenge because the whole show hangs on that. Getting the seminar programme right, getting the speakers in - there are a lot of people to manage with that. It is quite a challenge.

I think we’ve been quite lucky because there’s a great team here who know how to put on a great event.

The last month in the build up is definitely the big challenge. Once we’ve curated all the content and got all the speakers on board, you’re off and away then.

Is there anything else you’d like to mention?

For me, the biggest thing with BIM Show is the community. It’s an event that we try to have as independent as possible and that’s something we’ve grown. The 800 people we have through the doors, the networking and how they collaborate is the essence of the show.

Last year we had the BIM Show Party on the night of the first day to offer the attendees the chance to get together, have a drink, unwind and have a chat about what they’ve seen or found really interesting.

We weren’t entirely sure how many people would come and expected the worst but hoped for the best. What we got was the best. There were about 600 there, nearly every delegate attended.

It was great and everyone wanted to stay and have a chat. A lot of people fed back that it was a highlight, networking and discussing with peers, colleagues - and that’s one of the really great things about BIM Show for me.

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BS HEALTH

Sustainability in the NHS Based in Cambridge, The Sustainable Development Unit (SDU) is a national organisation working on behalf of the health and care system in England.

The Unit supports the NHS, public health and social care system to be sustainable - environmentally, financially and socially - by engaging across the system to identify the frameworks, networks and mechanisms that will encourage a healthier environment and enable services to be resilient to adverse weather effects and climate change.

Established since April 2008, the SDU is jointly funded by NHS England and Public Health England to ensure that the health and care system fulfils its potential as a leading sustainable and low carbon service.

David Pencheon, current Director of the SDU, was previously Director of the NHS Eastern Region Public Health Observatory, serving the East of England from 2001 to 2007. David now heads a core team of industry experts and advisers, each of whom provide expert advice and support to the health and care system in England.

At an environmental level this includes

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addressing issues of energy, travel, waste, procurement, water, infrastructure adaptation and buildings. The Unit also considers sustainability in more broader terms however, with the long-term needs of the health service being paramount. To this end, the SDU examines the adaptation of heath service delivery, health promotion, corporate social responsibility and developing new sustainable models of care.

The Unit also provides practical advice to colleagues hoping to meet stringent carbon reduction targets, and engages with those individuals and organisations looking to change existing attitudes and behaviours and embrace a fully sustainable lifestyle. This is indicative of the SDU’s most ambitious goal - to affect a cultural sea change in which dated thinking is abandoned in favour of innovative new methods.

But what is sustainable development?

The SDU identifies the overarching aim of sustainable development as being to ‘meet the needs of today, without compromising the needs of tomorrow’.

Stabilising and reducing carbon emissions

is key to living within environmental limits.

For England’s health system this is no small feat however. The NHS employs over 1.3 million people alone, all of whom contribute to a sizeable carbon footprint.

Indeed, the NHS emits a staggering 21 million tonnes of carbon dioxide equivalent each year and is the largest public sector contributor to climate change in Europe.

The onus is on individuals and organisations alike to mitigate the effects of climate change, which the SDU argues is the most significant heath threat we face this century. The health system therefore has an obligation to become a highly effective public sector exemplar in sustainable development and carbon reduction, and the SDU is instrumental in achieving this.

The Unit is currently supporting the system to become a good corporate citizen by helping it to find the optimum balance between financial, social and environmental sustainability. This will help save money, improve overall quality and build a resilient healthcare service that is effectively future proofed, without imposing a toll on our natural resources. The Unit is also

investigating the potential implications of Building Information Modelling (BIM) on the health and care estate. BIM is currently revolutionising the way key infrastructure is maintained and delivered, and its adoption could increase efficiency across the sector.

Adapting to climate change The long-term health impacts of poor air quality - asthma, lung cancer and cardiovascular disease - continue to pose a significant threat in many parts of the country. In addition to taking immediate action, the SDU is also attempting to understand how changes in our climate might effect air quality in the future.

Particulate matter, ambient ground-level ozone, and nitrogen dioxide account for the three most prevalent air pollutants with the greatest population health burden and, while increased airtightness is necessary in the pursuit of energy efficiency, the absence of adequate ventilation may compound risk further. With this in mind, the SDU has assembled a number of responses to help mitigate the effects of air pollution. These include identifying

those most vulnerable to harmful exposure - the elderly, the very young and those with a pre-existing condition - and increasing awareness for the Department for Environment, Food and Rural Affair’s daily air quality index and health advice.

The SDU is also working alongside Barts Health NHS Trust in east London to help realise their vision to become the most sustainable NHS trust by 2020. To achieve this, Barts Health is cutting emissions that contribute to poor air quality around various hospital sites and helping atrisk community groups to cope with the negative effects of air pollution.

Ian Basnett, Director for Public Health at Barts NHS Trust, explains: “Within our communities we see widespread prevalence of both health and social inequality. By actively engaging with our communities and empowering individuals to take action the ‘Barts Health Cleaner air for east London project’ we can start to tackle some of these significant issues, which currently result in a significant number of premature death each year.”

In this sense, Barts Health is a prime example of the SDU’s ideal - a responsible organisation that seeks to minimise its environmental impact on the world around it, while also educating and encouraging health and sustainability in the surrounding community.

Sustainability in the NHS But what of the future? Following the recent Environmental Audit Committee (EAC) in March, the Chair of the Committee, Joan Walley, noted good progress in the sustainable development of the NHS - with specific praise for the SDU’s highlighting of the ‘potential for sustainability improvements with substantial cost and quality cobenefits’. While a great many challenges remain ahead of 2020, it is clear that the sustainable development of the NHS is a genuine possibility thanks in part to the efforts of the SDU.

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BS PROFILE

Street lighting revolution could save local authorities millions of pounds If you’ve ever flown over London, Glasgow or any other big city at night then you’ll have noticed the huge amount of light that escapes up into the night’s sky. That familiar orange glow from the sodiumvapour bulbs in street lights has become as much a part of our urban landscape as cracked pavements and pot-holed roads.

Yet those street lights don’t just spoil our cities, towns and villages for stargazers; switching them on and off each and every night already costs the UK more

36

than £300M a year and this is rising.

Street lights soak up an average of 30% of a local council’s energy bill, with nearly a third of that light escaping up into space rather than being directed down onto the pavements, roads and car parks where it’s actually needed.

Street lighting might not seem the most interesting topic, but in this age of tight budgets and low carbon that we’re living through, it’s become an ever-more important subject. No matter which party

or parties form the next UK Government after May’s General Election, the amount of money available to local authorities each year in their budgets is going to continue to be under huge pressure.

That’s why it’s so important for councillors and their officials to get to grips now with spending on street lighting, which can free up cash for other essential services, saving money for council tax payers and cutting our country’s greenhouse gas emissions at the same time. One of the best ways of

tackling the issue is to switch from using traditional sodium and other inefficient bulbs in our street lamps to the latest generation of light-emitting diodes (LEDs).

Back in the 1980s, LEDs only ever seemed to be used for the ‘on’ light on our hi-fi sets. But since then the cost of producing them has tumbled and now they’re everywhere, from the headlamps in our cars to the screens on our televisions.

By switching all of the UK’s street lamps from inefficient bulbs to LEDs, councils could cut their collective electricity bill from over £300M a year to near £100M. At the moment, less than 10% of Britain’s 7.4 million street lamps use LEDs, but making the switch could cut councils’ recurring electricity bills by between 50% and 70%.

Standard bulbs also only last for about 15,000 hours, while LEDs can offer 100,000 hours of light, saving time and money when it comes to replacing broken or damaged lamps. All of these advantages mean that local authorities could pay off their initial investment in LEDs in less than ten years.

But with council budgets under pressure, where is the cash going to come from to pay for the switch from traditional bulbs to LEDs? To get the most out of the new lamps, experts have said that central management systems should also be installed, allowing for remote dimming and monitoring of lights, but at an extra cost.

To help councils pay for their new street lights, the Green Investment Bank (GIB) - the investment vehicle launched

by the UK Government in October 2012 to use £3.8Bn of public funds to kick-start renewable energy projects, energy-from-waste schemes and other programmes designed to reduce the UK’s greenhouse gas emissions while also growing the economy - has launched its Green Loan for Local Authorities.

These low-cost loans give local authorities the chance to ‘spend to save’, borrowing the money up front to meet the initial outlay and then paying back the capital costs from the money saved on their electricity bills.

So far uptake of LED street lighting has been slow, but the cost of LEDs has fallen over the past 12 months as the market matures and becomes more competitive.

Continued on page 38

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GIB has spoken to more than 100 local authorities from throughout the UK over the past year and one of the barriers is the high cost of replacing bulbs with LEDs. But the GIB Green Loan can help councils to spread that cost over up to 25 years. The financial modelling GIB undertakes with each council allows individual loans to be tailored, shaping them to the forecast longterm savings and realising cash savings immediately to help council budgets.

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GIB carried out financial modelling for 15 councils and found that ‘spend to save’ after financing costs was possible on each project, even where money had to be spent replacing the poles or columns that hold up the street lamps, plus other development costs.

The first local authority to make use of the GIB’s Green Loan is Glasgow City Council, which worked with GIB to begin replacing 10,000 lamps along

its main arterial roads, with Phase II of the project looking at replacing a further 60,000 street lamps and their columns.

GIB already has a strong track record of financing projects throughout the UK. During its first two years of operations, it invested in more than 40 projects spread over 200 communities. Its investment strategy has also appealed to the private sector, attracting more than 70 co-investors, meaning that

for every £1 invested by the GIB, a further £3 of private funding has been injected into these projects.

The UK Government’s Department of Energy & Climate Change (DECC) and the Scottish Futures Trust (SFT), a Scottish Government body set up in 2008 to advise public sector organisations on their infrastructure projects, have both produced toolkits for councils on LED projects and are running workshops to assist local

authorities in developing such schemes.

The UK Government’s Department for Transport also unveiled a £675M Highways Maintenance Challenge fund in December 2014, with some of its funding available for LED street lighting programmes.

GIB estimates that switching all of the UK’s street lights from bulbs to LEDs could prevent circa 475,000 tonnes of the carbon found in carbon dioxide gas from being emitted into the atmosphere,

the equivalent of more than 200,000 cars off the road. With compelling financial and environmental figures and GIB’s Green Loan offer, lets hope that more councils will be making the switch up and down the country.

Gregor Paterson-Jones, Managing Director of Energy Efficiency at GIB

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BS PROFILE

Property Care Association

Promoting skills and good practice Japanese knotweed causes huge problems for the UK property market as it puts down deep roots, affecting the foundations of buildings and invading drains.

But the Property Care Association (PCA) insists there’s a straightforward approach to tackling the problem and in the film, available to view at http://bit.ly/1cUWSie, it dispels some of the myths surrounding what has become a major issue.

Steve Hodgson, Chief Executive of the PCA, said: “Japanese knotweed has been in the news a lot recently as it has caused big problems within the UK property sector.

“It’s a very fast growing and very vigorous plant that has even caused problems to buyers trying to obtain mortgages - and people seem to be running scared.

“But the problem can be dealt with just like so many other household problems and there is a recognised framework to tackle it.

“People affected by the plant just need to make sure they get the right people doing the right diagnostic investigation and producing the right specifications for treatment.”

The film reveals how the PCA can help consumers to reach professional

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treatment companies - offering assurance, standardisation and certainty in tackling the problem.

The PCA has worked with the Royal Institution of Chartered Surveyors supported by the Council of Mortgage Lenders and The Building Societies Association - together with Japanese knotweed control companies to develop the Invasive Weed Control Group.

The trade body, noted for its technical expertise, has also developed a code of practice and an industry-recognised training programme for its professional members and those interested in the biology and control of the plant.

Mr Hodgson adds: “The control of Japanese knotweed has attracted a string of rogue traders claiming they’re able to eradicate problems in a short space of time and for very little money.

“But the PCA’s Invasive Weed Group has been created to uphold standards and make sure clients get the correct outcomes.

“Members have been audited and meet the necessary standards to gain admission to the Association.”

The PCA is an established organisation

that has built a strong reputation over decades by promoting good practice.

It represents building preservation specialists who help consumers deal with a range of building defects.

The Association is also a member of Trustmark, the Governmentbacked scheme which aims to help consumers find reliable and trustworthy tradesmen when making improvements or repairs to their homes.

Late 2014 saw the PCA attend Flood Expo where they highlighted how their new Flood Protection Group enables specialists operating in the sector to align themselves with a recognised trade body and reinforce their professional approach within the industry. This new initiative delivers assurance and certainty to those looking to protect themselves from the worst effects of future floods.

The new Flood Protection Group has been developed by the PCA to give consumers confidence in finding contractors, assessors and products that are right for the job.

Stephen Hodgson says the new group will remove the uncertainty in the UK in finding solutions to protect homes from flooding. He said: “Until now homeowners and professionals have had no obvious

way of finding products and contractors that really understand what they are doing. The PCA is bringing the same level of operational and technical rigour for which we are renowned, to this increasingly important specialism.”

The Flood Protection Group will become a reference point for legislators, community groups, insurers and importantly, homeowners who want to understand what can be done to effectively protect their property from the effects of flooding.

The initiative will link consumers to reliable, competent and trustworthy flood protection specialists. The Association will inspect and verify the skills, knowledge, operational capabilities of contractors and ensure products are dependable and reliable.

This level of rigour will not only apply to providers of work aimed at keeping the water out, known as, flood resistance, it will also be applied to those who undertake work that make buildings resilient, by taking steps that will reduce the impact of water that has entered the building.

Ultimately, this new group will drive standards and create consumer confidence to meet the needs of the nation.

The end result will see a defined route in the UK to access a professional

group of experts with specialist focused skills, able to design and deliver comprehensive, holistically designed, flood protection solutions that work.

Acclaimed flood campaigner Mary Dhonau OBE is working with the PCA to build and support the Flood Protection Group. Mary has been instrumental in bringing together the PCA and members of the Flood Protection Association (FPA) to form a strong and technically capable group, that can bring real value to the consumer. Mary is a tireless campaigner on flood-related issues, receiving her OBE in 2009 for this work.

She has first-hand experience of the upheaval flooding causes following a catalogue of flood damage to her own home in Worcester. As both a victim of flooding and the former Chairman of both the National Flood Forum and the FPA she understands the challenges and importance of providing reliable, dependable flood resilience and resistant solutions.

Mary said: “Being flooded is an appalling experience, but often the reality is that for those victims of flooding, the repair stage can be even worse than being flooded. Sadly, the issue is all too often compounded by shabby workmanship

and a fear that another flood event could happen at any time in the future.

“The Flood Protection Group within the PCA, will make it easier for those who want to protect their homes from flood water. We want to see the problems of flooding dramatically reduced throughout the UK, and the creation of this new group means we now have a national platform to promote best practice, high standards and most importantly, peace of mind to those who have or could be affected by flooding.”

When choosing a member of the PCA, people can be certain that they have undergone rigorous, ongoing checks to achieve and retain membership.

The PCA is noted for its training and technical expertise, with an industryrecognised training programme and a renowned technical panel able to share best practice and guidance with members.”

It is also a scheme operator of Trustmark, the Government-backed scheme which aims to help consumers find reliable and trustworthy tradesmen when making improvements or repairs to their homes.

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BS PROFILE

Draft CDM 2015 guidance published HSE publishes draft of CDM 2015 Regulations ahead of parliamentary approval The Health and Safety Executive (HSE) has published its draft guidance of the legal requirements for the new Construction (Design and Management) Regulations 2015 (CDM 2015).

Governing the management of health, safety and welfare throughout any construction project, the regulations will replace CDM 2007 on 6th April 2015.

These changes are still subject to parliamentary approval, so alterations could still be made but the guidance is there to help those who have duties under the regulations, helping them to prepare for April 2015.

Philip White, Chief Inspector of Construction, said that the guidance, published on Friday 9th January, will help those affected by the changes get

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to grips with the main requirements.

He said: “The guidance may be subject to change while the regulations are awaiting parliamentary approval but we want duty holders to have the opportunity to familiarise themselves with the main requirements before they come into force.

“In addition, we have worked with the industry to produce guidance to assist small businesses. Both sets of guidance complement each other and will help anyone affected by CDM 2015 to prepare for the changes in the law.”

Under the new regulations, the CDM co-ordinator role will be replaced by a principal designer.

Therefore, the co-ordination of the pre-construction phase will now be the responsibility of an existing

member of the design team.

The influence and importance of the client as the head of the supply chain will be recognised by the new regulations, placing them as the most suitable to set standards required in a project.

In terms of competence, this will be split into skills, knowledge, training and experience, and organisational capability when relating to an organisation.

It will result in giving the industry assistance in assessing and demonstrating that construction project teams have the attributes needed to deliver a healthy and safe project.

Under CDM 2015, clients are accountable for the impact that their decisions and approach have on health, safety and welfare of a project. While they are not

expected to be experts in the construction process, the client is expected to make the arrangements needed so that the health, safety and welfare of those working on a project is secured.

These arrangements include appointing the project team, making sure sufficient resources are available for each stage of the project, giving each person on the team their role, setting out the standards to make sure health and safety performance of designers and contractors are maintained throughout, and also providing workers with suitable welfare facilities throughout the project.

This responsibility for health and safety stretches further if warranted by the nature of a project, meaning the likes of safe working practices and the means by which

these standards are maintained throughout are the responsibility of the client.

CDM 2015 also sets out requirements on anyone working on a project with certain responsibilities, relating to appointment of contractors, the need for co-operation between duty holders, and reporting anything that could endanger health and safety, while also guaranteeing information and instruction provided is understandable.

So, anybody who has a duty to provide health and safety information or instructions have to guarantee that they are easy to understand, and anybody involved in a project is duty-bound to report any instance where they feel somebody is working in such a way that could place them or anyone else in danger.

The guidance also sets out duties placed

on designers, who have to eliminate, reduce or control foreseeable health and safety risks during the design process such as those that may arise throughout work or in maintaining and using a building when it is constructed.

Publication of this guidance has been welcomed by ICE’s Health and Safety Panel Chair, Margaret Sackey, who said: “ICE welcomes the publication of the draft CDM Regulation package, and the consideration given to points the Institution and its members raised during the consultation.

“This package represents the third attempt to ensure that health and safety risk management is well embedded in a project throughout the design and construction process, and it is essential that it is fit for purpose in all regards.”

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BS PROFILE

Robertson Central Based at Robertson House in Stirling’s Castle Business Park, Robertson Central is one of six regionalised construction companies that help make up the infrastructure, support services and construction group Robertson.

The business, which has a proven track record of delivering a diverse range of projects across all industry sectors, is headed up by MD Martin Smith, who moved to Robertson from Miller Construction in 2012.

Already this year, the Robertson team has handed over a number of major projects; these include One, Rutherglen

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Links, an incredibly environmentally friendly and energy efficient office building for Clyde Gateway. The 33,500sq ft Grade A office space, which is the biggest purpose-built office block ever constructed in Rutherglen, was awarded a BREAAM Excellent rating and A rated Energy Performance Certificate.

This was the second office building project for Clyde Gateway to be completed by Robertson. The first, Albus, at Bridgeton Cross is a three-storey office development of 20,000sq ft suitable for single or multiple occupancy. The JM Architects designed building, which was handed

over by Robertson last July, recently won the Architectural Excellence Award at Scottish Property Award 2015.

Following the successful completion of a fit out contract at building nine, a bio-incubator and multi occupancy life science building at Edinburgh’s BioQuarter in 2012, Central has recently completed five fit out contracts for Scottish Enterprise on the site.

Martin Smith, Regional Managing Director for Robertson, explains: “As an established business, we have proven experience in working across every industry sector from education and retail to healthcare, leisure and house building. Not only do

we understand the local area in which we operate and have a capability to deliver on time and on budget but we also listen and work with our clients to provide customer-focused solutions.

“We have a number of active sites moving towards completion in the coming months and our order book for the year ahead is looking very positive. We’ve won a variety of projects across the region both via competitive bids and through the hub East Central and Scape frameworks.”

In Fife, the team is currently on-site completing the final stage of a £4.3M care home at Ostler’s Way in Kirkcaldy. This

involves the creation of a new 60-bed, five-wing care home, which incorporates a drop-in day centre and a ‘meals on wheels’ facility. The interior layout and fittings are currently taking place on the project, which is on track for a handover in summer 2015.

Martin adds: “A recent addition to our team has been the appointment of David Mackenzie as Business Development Director. David, who is a key figure in the Scottish construction scene, has joined us following an impressive 17 year-career with BAM. David’s remit is to further raise our profile in the central belt and assist our plans for continued growth.”

Working collaboratively with customers to provide best value is a key business focus. One such project where stakeholder and client relationships have been of paramount importance is the £17.5M Heart of the Campus project at Glasgow Caledonian University, which started on-site in June 2014 and is due for completion in the middle of 2016.

Robertson is extending and refurbishing two of GCU’s main buildings: the George Moore and Hamish Wood buildings.

This unique live construction site sees students continuing their studies as the Continued on page 48

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redevelopment is completed around them. The Page/Park design involves the construction of a centralised entrance with an extended front canopy, a lecture hall and conference centre that will seat up to 500 people, a glass pavilion gateway, a new restaurant and fresh green landscaped courtyards.

In the coming weeks the Robertson team are also poised to start on-site at a number of significant education projects including the construction of a new St Margaret’s Primary School, Cowie Nursery and community facilities for Stirling Council.

And will soon begin work to create a new North Uist Primary School - Sgoil Uibhist a Tuath - for Highlands and Islands Council.

Later this year a major project for Perth & Kinross Council to redevelopment Perth Theatre, which will include a new 225-seat studio performance area and three new creative learning spaces is expected to start on-site. This ambitious project will see the restoration of the B-Listed 460-seat Edwardian theatre auditorium, orchestra pit and the upper circle being reintroduced.

Robertson continues to be involved in

a number of house building projects.

A £2.4M development in Clydebank’s Granville Street, which was handed over in August 2013, was not only the first housing project delivered through Scape in Scotland but also the new first new council houses to be built in West Dunbartonshire in a generation. The project was delivered on budget and ahead of time.

In addition to the particular design and construction efficiencies achieved through the Granville Street development, as with all its projects, Robertson placed a large emphasis on delivering community benefits. These included extensive work with more than 750 local primary pupils

to discuss health and safety and career prospects; 79 apprentice weeks; and 42 weeks of work experience that included everything from pre-vocational placements through to a 17-week graduate programme for a newly qualified civil engineer.

The Robertson team are currently onsite at the moment continuing to deliver

McConnell’s, founded in 1929, have been applying High Performace Weatherproofing and Insulation systems for over 25 years, specialising in Industrial, Commercial and Public Utility projects.

During this period, we have grown to become one of the UK’s leading applicators of Single Ply membrane and Liquid Waterproofing systems.

Quality and Workmanship You Can Trust 6 Inkerman Place, Kilmarnock, KA1 2RL Tel: 01563 526397 Fax: 01563 571203

www.mcconnellroofing.com

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Having full Installer Accreditations to many of the Major systems manufacturers, McConnells are able to offer potential clients a number of roofing options.

The obvious advantage of using these different systems is that we can fully service clients’ needs by offering a completely flexible, adaptable, specialist service.

a major urban regeneration project at Pennywell for Urban Union and recently started on another housing project in West Dunbartonshire for Caledonia Housing Association to deliver new affordable homes in Alexandria and Renton.

Looking into 2016, Robertson has a number of major contracts secured.

These include a £30M project to construct a Stirling Care Village, which will colocate five general practices into one building, on the Stirling Community Hospital site, and the creation of a new £18M headquarters for Falkirk Council.

Martin concludes: “Our experienced and established team is gaining recognition in

the region not only for our ability to deliver on time and on budget but also for our collaborative and considered approach to a wide range of projects. It’s fair to say that 2015 is shaping up to be one of the best years yet for Robertson Central.”

High quality, high performance timber windows, alu clad windows and composite doors

Unit 8 Callendar Business Park, Falkirk FK1 1XR Tel: 01324 673250

email: info@janex.co.uk www.janex.co.uk

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BS HOUSING

Phase I of new Hilton, Rosyth development close to completion The Kapital Group is developing the new community of Hilton on the western edge of the Garden City of Rosyth with the purpose of delivering an environmentally sustainable development, which will enhance the neighbouring area through a strong mixed tenure community with a high quality of life for residents.

When Kapital set out its vision for Hilton back in 2010, it embarked upon an extensive public consultation, which identified that over 95% of the existing community was in favour of the development going ahead. The clear message from the local community was that the severe housing shortage had to be addressed and the project has been very committed in respect of taking into consideration the local needs in terms of homes and jobs.

The new mixed-use community will see the creation of to 450 homes with the design echoing the Garden City Movement, reflecting Rosyth’s status as Scotland’s only Garden City. The four main principles of which the entire Garden City concept was based – Live, Work, Community and Play - are fundamental entire to the design and inspiration of the development: providing quality living with good access to work, all within a safe and desirable environment for families to enjoy life.

Phase I of the project includes the initial infrastructure, the construction of 62

homes and a Sainsbury’s that will provide a is Muir Construction who has great new anchor store for the new development. experience of working within many The first phase of new homes is specifically different sectors of the construction aimed at the local market, with the 62 industry from supermarkets, homes being available for mid market social housing, nursing homes rent in a partnership with Fife Council and one-off large scale builds. and the National Housing Trust.

Hypostyle has been tasked with providing The overall development will ultimately architectural services. The Company is a include a range of homes, from oneUK practice that was formed in 1985 and bedroom apartments through to fourhas great experience of delivering high bedroom detached villas, with a mix of value projects on time and to budget. tenures which will include homes for rent, Denise Purdie, of the Kapital Group said: and homes to buy which will include such “Right from the initial concept, we have incentive schemes as shared equity and the worked with the local community to Government’s ‘Help to Buy’ programme. ensure that what we deliver is exactly Housing Minister Margaret Burgess commented: “Developments such as the new Hilton community in Rosyth not only provide a boost for our construction sector and wider economy, but also people and families the chance SCL BUILDERS are a general contractor, and we work closely with to buy or rent projects' owners to ensure their wishes are taken into account. We can a new home at also advise on alternative solutions that could be less costly and take affordable rates.”

The Main less time to complete without compromising quality.

Contractor on the development ● We have been members of the federation of

SCL

BUILDERS LTD

master builders since 2005 to present day

● We

offer full design service from planning to completion at no extra cost to you

● All

work guarenteed/warranty backed

● All

employees disclosure scotland verified

116 High Blantyre Road, Hamilton, ML3 9HW

tel: 01698 711162 (Lisa) Mob:07866 939 663 (Stephen) E-mail: Info@sclbuilders.co.uk E-mail: Sclbuilders@hotmail.com www.sclbuilders.com

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Keith Punler and the Kapital Residential Team

what is required by the local market.

“The response to the first release of homes for rent has nevertheless been incredible and underscores the need to deliver more homes, both for sale and rent, in future phases, as quickly as possible.

“I feel very passionate about the selection of all our clients - creating a wonderful new community and a happy place to live.

The enthusiasm and genuine excitement coming through demonstrates that Hilton is going to be that little bit special”.

The first 16 clients are shortly due to

move into their new homes situated on Willow Crescent and Beech Crescent.

Work is also progressing well on the other new homes in the later phases of the development, with the construction team working very hard to meet deadlines.

Mar Scaffolding Ltd is pleased to supply scaffolding services to Muir Construction at their Hilton Garden City development in Rosyth and wishes them continued success for the future.

Walker Profiles’ vision is to be the Company of Choice for those seeking the complete solution for the manufacture, installation and maintenance of high quality

MAR Scaffolding are pleased to have supplied scaffolding services to Colorado Group

UPVC windows and doors.

We pride ourselves in working closely with each of our clients to design, create and install a range of UPVC products specifically tailored to their individual needs.

Serving a wide client base throughout Scotland including local authorities, housing associations and major house-builders, we possess a full range of certifications for our products and a team of experienced tradesmen trained to SVQ Level 3 standard.

Combined with a dedicated team of maintenance engineers able to offer a 24 hour response service, this leads us to genuinely claim that Walker Profiles can provide the Complete Solution to your UPVC window and door needs.

Mar Scaffolding Ltd Tel 01383 611710 www.marscaffolding.co.uk

To learn more about Walker Profiles please contact Jim Gibson, Operations Director.

Email:jimgibson@walkerprofiles.co.uk

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BS HOUSING

Distillery Cottages Development The Distillery Cottages Development, Fort William, will see the creation of 21 flats with a variety of floor layouts ranging from one- to three-bedroom units.

The development is a demonstration of The Highland Council’s intention to provide affordable social housing to satisfy the social end economic demand for this type of property.

The site is bordered by North Road (A82), the main road into Fort William on its eastern edge, and by Old Glenlochy Distillery and Distillery Hotel to the south.

The building is organised around an attractive courtyard that works as a hub with access to all ground floor units and stairwells. This central space accommodates shared parking spaces, bin areas and low maintenance shrubs.

The bin storage is located close to the adopted area for convenience with the bins screened by attractive timber fences.

In order to provide an attractive green

courtyard while achieving a better parking ratio, some areas will be finished with grasscrete, allowing them to be part of both landscape and parking spaces if required.

All units have generous glazed areas to benefit from solar gains and views.

Large Juliet balconies are planned on the south east and north east elevations to take advantage of the breathtaking views east towards Glen Nevis.

Careful consideration has been given to the design of the building, with the vista along Great North Road and also fitting into context with the two adjacent hotels situated either side of North Road. Both of these buildings are similar in scale and have just one finish for the entire building, which offers a crisp, simple aesthetic with elegant and clean lines. These features were taken into consideration when the project designs were being developed.

External finishes will be of high quality with cream wet dash render and slate

with zinc flashing on the roof. Grey Kingspan metal roof panels will be used on the stairwells and feature dormers to punctuate the roofscape and emulate detailing on the distillery.

Low-level shrubs and trees (both existing and planted) will surround the building and floor layouts will be spacious in accordance with ‘Housing for Varying Needs’ standards.

Main Contractor on the project is James McQueen Building Contractors Ltd. Situated in Crossal on the Isle of Skye, the Company is a family run business with over 75 years experience in the construction industry and specialise in new builds, extensions and renovations.

Providing Architectural services is Bracewell Stirling Consulting. The Practice offers specific expertise in all scales of private and social housing developments.

The overall cost of the project is £1.8M and is due for completion in April 2015.

Korrie Mechanical & Plumbing Ltd • From conception to completion, Korrie deliver a personal service with solutions carefully engineered to meet your budget and technical specification.

• Korrie assess the exact requirements and develop or value engineer all their contracts to give the "best value for money" solution without deflecting from the client's concept or to the detriment of the operating efficiency of the system.

• Korrie ensure that contracts are completed on programme and within cost framework.

• Korrie ensure that the project is handled professionally and safely with workmanship of a high standard as we will offer the client a planned maintenance programme subsequent to completion.

• Operating from 3 offices (Inverness, Thurso and Fort William) Korrie provide local support and services through the direct employment of local technicians and commitment to apprenticeship training.

Korrie are delighted to continue to work with James MacQueen Building Contractors Ltd. and wish them every success Contact us: Inverness: 01463 729111 Thurso: 01847 895826 Fort William: 01397 701138 Website: www.korrie.co.uk

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CIVIL BS

New Hanger for NHV UK at Wick John O’Groats Airport Civilian helicopter operator, NHV UK, have enhanced its helicopter operations and facilities at Wick John O’Groats Airport, Scotland with a new aircraft storage and maintenance hanger.

NHV UK, which is a part of the global NHV Group, is a fast growing international helicopter service company with contracts all over the world. NHV provides helicopter support for various offshore activities including transporting personnel and freight to and from offshore oil and gas platforms, transporting harbour pilots, winching crew and supplies to wind turbines, HEMS and search and rescue operations.

In 2014, the Company acquired Blueway Group, including DanCopter, Blueway Offshore Norway, Airlift and Vertech Offshore. At present, NHV Group is the only helicopter service provider with presence in all oil and gas producing countries in the North Sea region. The Company also has a

Email: info@rubb.co.uk

very strong presence in West Africa.

NHV’s aircraft storage facility from Rubb’s Expeditionary Forces Aircraft Shelter System (EFASS) range features a span width of 20m x44m long with a closed rear gable end. Access is via a 17.7m wide x 5.5m high Heli-Door. The door is electronically operated via two slow moving helical geared motors, with the capability of emergency hand operation.

The system doesn’t require a base foundation or ramps. The door features locking and safety devices that operate automatically and the door moves up and down at the touch of a button.

The EFASS hanger aluminium framework has been designed to maximise strength, minimise weight and still be robust enough to withstand the most difficult environments. The high quality 6082 T6 structural aluminium is anodised black and steel components are hot dipped galvanised to protect from corrosion.

Tel: +44 191 482 2211

The tough PVC covering tensioned membrane forms the protective barrier between the environment and the aircraft and equipment inside.

The hanger is clad with double skin insulated fabric panels to accommodate and facilitate HVAC procedures.

Architect on the project was Caithness Design Services.

Colin Hancy, Commercial Manager at NHV UK, said: “Rubb provided various options for consideration – cost, build options, sizes etc – and managed to use locally based companies where they could, which was very important to the community due to the remoteness of the location. NHV, the airport and the community fully supported the project and are very impressed with the hanger built by Rubb, which will hopefully attract more business to operate from Wick Airport and provide more work for the area too.”

www.rubbuk.com

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BS COMMUNITY

Mid Deeside Church Work is finally coming to a close on a project that was initially planned in 2002.

At Mid Deeside Church, Contractors are developing an extension which will provide the local congregation which much needed modernised and community facilities plus extra space for toilets and kitchen.

The extension was required after three congregations came together in 2002, from Kincardine O’Neil, Lumphanan and Torphins villages, which lie within three miles of each other. It was decided that Torphins Church would be the main worship centre for the congregation.

Whilst having plenty of architectural character, there were no facilities other than the sanctuary and a small vestry.

As well as the much needed toilets, the extension works will provide a new accessible entrance and foyer area, three meeting rooms, kitchen, office, vestry and plenty of storage space. The opportunity has been taken to improve heating and

lighting plus sound & vision aids.

Construction comprises a granite base course around three sides, with timber frame construction above for the main structure, which is clad with vertical timber linings using Siberian Latch to create the band from the top of the granite to the eaves. A single-storey extension, the roof is topped with real slates.

The extension itself covers some 294sq m, which has virtually doubled the floor space available at the church, and has refocused the building, providing a new entrance to the church with a feature porch that harmonises with the existing church detailing.

Construction has been undertaken in two phases, the first to construct the extension and the second to knock through to the existing building and relocate the entrance.

The project itself has been quite involved for all parties, with numerous years of fund raising efforts, planning applications

and fundamental design changes through Historic Scotland and Planning Authorities, as well as changes in Church Ministers and the challenges in bringing three separate congregations together.

Through these challenges, the Client, design team and congregation are all happy with the final project and are very much looking forward to enjoying the new building.

Designs for the project have been provided by Maurice Jones Chartered Architect, who has worked closely with the congregation in order to create the best possible facilities for them.

Main Contractor for the project is Bell Construction, a local company that has developed a good relationship with Community, Client and Architect throughout the project, helping to achieve the goal the church has been working towards.

Bell Construction in Aberdeen is a local company that you can rely on. All work is fully guaranteed and all quotations are free of charge with no obligation.

We are a well established business and we always strive to maintain our already high standards of work. No job is too big or small.

As one of the premier builders in Aberdeen, we offer all aspects of building work including extensions, new builds, renovations and much more.

Building Services Offering new building services from large new built projects to a single home.

For all our contracts we consider everything from quotation to design and build.

Services: All Building Work Extensions Renovations New Builds Construction Belton, Edingight Wynd, Torphins AB31 4JH

Tel: 01339 882 799 Mob: 07773 989 690 Email: cyril@bell-construction.co.uk

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Extensions All extension work is undertaken to the highest standards.

New Builds Projects range from residential properties, office blocks and commercial buildings.

Please visit our website for more information on the services we offer.

COMMERCIAL BS

Banchory, micro-distillery Banchory to become the first and only town in Scotland to boast its own rum distillery.

Dark Matter Distillers, owned by brothers, Jim and John Ewen, will be the first true producer of rum in Scotland and will be fermenting and distilling in a purpose-built distillery in Banchory.

Scotland is of course world famous for its whisky production. Jim Ewen recognised that is was a very crowded market place but was very much aware of the fact that no rum distillery existed in Scotland.

Realising this opportunity, he aligned this gap in the market with a lifetime ambition of owning his own distillery.

Being the first rum producer in Scotland was an enticing prospect and provided Jim with the opportunity to be the first in the market with a genuine new and unique product. The new maturation conditions, the water and a local wild yeast that has been grown to add a truly unique and definitely Scottish element to the fermentation conditions, plus the huge diversity of product opportunities from white, dark, spiced, flavoured and aged all highlight the huge potential in this venture.

Jim Ewen said: “Our ethos is ‘obsessive pursuit of flavour through systematic study, observation and experiment’.

There’s no magical and mythical nonsense surrounding what we do and we’re not ashamed to admit that science is at the core of who and what we are.

“We’ve cast off the olde worlde ‘pirates and parrots’ approach surrounding the incumbent rum brands and aren’t afraid to stand apart by bringing our products into the 21st century.”

The Distillery is situated on a site that was previously woodland as part of the Crathes Estate but is now designated as a business park to accommodate offices and industrial units. The Distillery has been designed and built to Dark Matter’s bespoke specifications.

The distillery has its own maturation services, project management, warehouse and casks are currently being building surveying and consultancy set aside gearing up for production on building standards. which is due to start imminently.

Building works on the Distillery The entire process will be done on-site, were completed in December 2014 from molasses storage, fermentation, and equipment installation is still in distillation, maturation to bottling, progress. Distillation is expected to providing Dark Matter with full control of commence at the end of March. their products.

The heat supply for the building is provided by a biomass fuelled heating plant which is located adjacent to the facility, which supplies heat through a district heating installation serving many other buildings and houses. ● CHARTERED BUILDING The Main Contractor on the ● PROJECT MANAGEMENT project is MTM Construction Ltd. ● ARCHITECTURE The Company was established in 1984 ● CDM CO-ORDINATORS and has developed over the years to ● CHARTERED BUILDING provide a full range SURVEYORS of civil engineering construction, industrial, residential building 7 Midstocket Road, and development Aberdeen, Aberdeenshire AB15 5JL services.

The Architect is Tel:01224 636707 Raymond Simpson info@raymondsimpson.com Associates Ltd. The private practice www.raymondsimpson.co.uk opened in 1986 offering several services, including part or complete architectural

RAYMOND SIMPSON ASSOCIATES LIMITED

55

BS CIVIL

Killylour Water Treatment Works

Scottish Water improving local water network A new pressurised water treatment plant is under development on a site six miles west of Dumfries.

Killylour Water Treatment Works (WTW) will, once completed, be a plant capable of producing 8.5Ml/d of potable water – around 2Ml/d more than at present – ensuring it complies with the latest Scottish Water standards well into the future. It is being constructed on the existing site and adjacent land.

The original works at Killylour dates back to 1935, and the existing treatment process comprises coagulation, pressure filtration, disinfection and treated water lime dosing for pH correction.

Scottish Water has invested in the new works to ensure a high standard of service for the catchment area for years to come.

Improvements will secure the water quality to existing customers while also guaranteeing consistent bacteriological compliance.

In addition, improved disinfection control should help maximise customers’ enjoyment of the look and taste of their drinking water.

The development will treat the raw water from Glenkiln reservoirs, approximately two miles west of the station. It feeds to the local distribution system via a dedicated clear water tank situated across the valley.

Killylour WTW supplies water to a population of 35,000 in and

56

around Dumfries, also serving Shawhead and Lochfoot.

Water for Dumfries is also blended with borehole water from Terregles.

A treatment plant based on ultra filtration membrane treatment is being created, with dissolved metals removal and coagulation control.

Being built by Black & Veatch, the development will involve decommissioning various pressure filters in order to install dosing plant and equipment such as sludge thickening.

The existing raw water supply pipe will be tied-in with the new plant to allow testing and commissioning. It’s a connection that will be made in the manhole that is outside the existing treatment works.

The existing network will also be tied-in from the outlet of the new works, but before this happens, flushing and testing of the new section of the mains will be required.

Works flow will be maintained on the site throughout development, and the development is being undertaken under strict noise restrictions so that out of hours working will have to be agreed in advance.

At a cost of £11M, work started in October 2012, and when complete will deliver greater levels of water quality.

PROFILE BS

Historic Scotland The Engine Shed

Historic Scotland is an agency within the Scottish Government and is directly responsible to Scottish Ministers for safeguarding the nation’s historic environment, and promoting its understanding and enjoyment.

Formed in 1991, its role is to deliver policy and advise on all aspects of historic environment on behalf of Scottish ministers. Historic Scotland also carries out statutory functions relating to two acts of Parliament – the Ancient Monuments and Archaeological Areas Act 1979, which allows the Agency to schedule sites of national importance and take them into care. The other act is the Planning (Listed Buildings and Conservation Areas) (Scotland) Act 1997 that grants the authority to list structures for their architectural or historical importance.

The Engine Shed is Historic Scotland’s ambitious project to create Scotland’s first centre dedicated to building conservation.

The Heritage Lottery Fund (HLF) have awarded Historic Scotland a £3.8M grant for the project and this completes the funding required for the £8.9M project to go ahead, adding to funding which has already been secured from the European Regional Development Fund (ERDF), the Scottish Government’s Young Scots Fund.

With the funding in place, work can move forward on site with a planned opening date of summer 2016.

The Engine Shed will see the transformation of a derelict building into a world leading education centre for building conservation in Scotland, creating and delivering educational resources and training on traditional buildings and materials.

As well as providing a centre of excellence for those already operating in the sector, it will also provide the opportunity for the sharing of knowledge and expertise through the creation of a ‘knowledge hub’ with events, exhibitions and activities for the general public.

David Mitchell, Director of

Conservation at Historic Scotland said: “These achievements mark the next key step for the project and will enable work to start on site from April 2015.

“This is an exciting time for the sector with The Engine Shed set to become a leading hub for building conservation nationally and internationally. We want to celebrate traditional materials and skills that built them whilst raising technical standards. Our approach is to create a strong network of building conservation training and educators, and showcase our traditions and their future relevance.”

Historic Scotland was also involved in the decision to remove Rowallan Old Castle from state guardianship.

Rowallan Old Castle dates from the 13th-18th Centuries and lies close to Kilmaurs, East Ayrshire. It is situated within the grounds of Rowallan Castle Golf and Country Club, which has been developed over many years by the estate’s owner, Mr Niall Campbell.

Mr Campbell’s proposals include the

converting of the Castle into an exclusive annex of the current 5 star Rowallan Castle and Golf Country Club. The annex will comprise of four double bedrooms, dining room, lounge gallery and a solar lounge sitting room. Work is expected to begin in summer 2015 and take approximately 12 months to complete.

In order to provide for the future conservation and management of the building, a detailed 30-year plan of conservation has been agreed upon, which includes conservation and maintenance stipulations as well as public access requirements. The plan was proposed

by Mr Campbell and prepared by leading conservation architects with experience of working with historical buildings.

The agreement is legally binding and would apply to any future owners of the Castle during the 30-year period.

Guardianship will only be rescinded once Scottish Ministers are satisfied that all of these terms have been met.

We are pleased to have carried out work for Historic Scotland on numerous projects

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BS PROFILE

Dumfries & Galloway Council Dumfries and Galloway is the third largest region in Scotland. It covers 2,380 square miles and has an estimated population of 148,060, which is approximately 60 people per square mile compared with the Scottish average of 168.

People live mainly in small communities of 4,000 or less or in the countryside.

The biggest town is Dumfries, with an estimated population of 31,630, followed

by Stranraer with an estimated population of 10,290 and Annan with 8,430 people.

Dumfries & Galloway Council has numerous projects underway to regenerate and develop areas within the Council boundaries.

The relocation of the Stena Ferry operations has meant the loss of some traditional activities in Stranraer but the void has provided new potential opportunities.

After extensive local and national consultation and study, Dumfries & Galloway Council and its partners are seeking to reposition Stranraer and Loch Ryan as a distinctive and successful marine leisure destination.

It is hoped that this will attract tourists, create employment, improve the economy and promote the operation of leisure pursuits and commercial craft.

This will be realised in the Stranraer Waterfront Urban Design Strategy and Masterplan, which is a programme of initiatives that will improve the town centre, develop the harbour and redevelop derelict land at the old ferry port.

One of the early regeneration success stories was the renewal of a housing estate in South Central Stranraer. As part of the project, 200 low demand homes were demolished and replaced with approximately 300 new homes for rent and for sale. The housing development programme was supported by a series of wider regeneration projects that focused on making the neighbourhood economically prosperous, socially inclusive and an environmentally vibrant place to live, learn and do business.

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Work is also underway on a programme maximise the physical improvement being of improvement works designed to made to the marine area of the waterfront. transform parts of Gretna Green and Councillor Marion McCutcheon, Chair of Springfield. Dumfries and Galloway Wigtown Area Committee commented: Council’s Capital Programme are funding “I am delighted that this funding has the works at a cost of around £250,000. been approved by the CFF. It was clear The site of the park at Headless Cross from public consultation that a new has been cleared. This is in preparation café as part of the pavilion was a must for the installation of high quality for locals, as well as making the park a paving, new seating and planting. much more viable option for events with Work has also started on a new community a view to boosting local economy.” seating area on Westgill Road. The location of the seating area has been excavated and a new paved area will be created and new seating will be installed along with new trees.

Other works to be undertaken include the creation of four new stone gateways marking the entrances to Gretna Green and Springfield.

Thanks to funding Suppliers and Installers of Commercial from the Council Aluminium, PVCU & Timber Glazing Systems and the Big Automatic Roller Shutter Doors Lottery Coastal Communities Fund (CCF), Agnew Park We have provided building refurbishment in Stranraer, is set to be transformed. work for a wide range of clients.

Over £800,000 will Built using the latest in technology and design, our be used to revitalise the park with a solutions are tailored specificially to your design and new café, play budget requirements. equipment, lighting Border City Windows Ltd, The Old Reading Room, and environmental improvements.

Lancaster Street, CARLISLE, Cumbria CA1 1TF The Agnew Park Telephone: 01228 810404 Fax: 01228 810405 project will run Email: info@bordercitywindows.com alongside the slipway, boatyard and boatlift schemes and will

www.bordercitywindows.com

EDUCATION BS

1st Steps Nursery to get new home in summer 2015 1st Steps Childcare is to have a new home in the summer of 2015 when it moves to Rosebank church in Nairn.

The existing 1st Steps Nursery is currently based in temporary buildings leased from Highland Council within the grounds of Rosebank Primary School. These premises are facing closure, as the Nursery’s lease will be terminated in summer 2015 to make way for additional car parking.

The Directors of 1st Steps Nursery have been working with the owner of the former Rosebank Church, Sheridan Macrae, on plans to redevelop the building into a high quality child care facility which will be leased on a long term basis.

Roslin Murdoch, Director of the Company and owner of the existing nursery said: “We are delighted to be working with Sheridan Macrae to bring this historic building back into use, whilst providing an excellent facility which will benefit children, parents and have a positive impact on the town. All parties are committed and working hard to achieve our opening date in summer 2015.”

The Nursery aims to create a high quality childcare facility incorporating a day nursery and a breakfast and after school for children of school age. Building on the high standards of care being provided by the staff within the existing 1st Steps Nursery, the new nursery will cater for babies up to the age of five, observing best practice and in full compliance with national care standards, tied into the national curriculum for pre-school education.

School age children will benefit from a separate space dedicated to their needs and there will be provision further parental childcare requirements in and out of term time. The capacity of the new childcare facility at Rosebank Church will increase by approximately 35%.

The exterior of the building will be

sympathetically restored with the only significant visible changes involving the creation of more windows and an external door on the east elevation, which is primarily out of sight.

Internally, the ground floor will be extensively re-modelled to create a suitable internal space for state-of-theart day nursery and out-of-school childcare facility.

The first floor level of the building will be refurbished and retained for future expansion.

A secure outdoor play area will be created within the grounds complete with a disabled parking space.

Main Contractor on the project is Project Solutions Ecosse Properties Ltd. The Company has built an enviable reputation for the successful delivery of residential and commercial developments in both the public and private sectors.

While Architect on the project is CM Design, who has over 20 years experience in the architectural, planning and construction business.

Once situated in its new environment, 1st Steps will provide an attractive childcare option that it is hoped will attract economically active young families to the area, in addition to supporting existing families within the town.

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BS PROFILE

North Lanarkshire Council

Building better

North Lanarkshire is one of 32 council areas of Scotland. It borders onto the northeast of the City of Glasgow and contains much of Glasgow’s suburbs and commuter towns and villages. It also borders East Dunbartonshire, Falkirk, Stirling, South Lanarkshire and West Lothian. The council covers parts of the traditional counties of Dunbartonshire, Lanarkshire and Stirlingshire.

The area was formed in 1996, largely from the Cumbernauld and Kilsyth, Motherwell and Monklands districts and significant elements of Strathclyde Regional Council.

The Council is committed to raising the standard of urban design and development within its borders and has developed a plan: Designing North Lanarkshire, to ensure its aspirations and Local Plan priorities are met.

Designing North Lanarkshire draws attention to the importance of design in new development and the contribution that good design can make towards securing many of the council’s corporate priorities; in particular, the need to ensure people have access to good quality housing and a pleasant safe environment.

The future actions it proposes are intended to influence all levels of design implementation by the council through relevant strategies and projects, and to guide council decisions on planning applications.

The Plan seeks to promote an integrated approach to design, encouraging innovative design solutions and recognising the need to conserve and enhance the historic environment.

In order to implement the new building

aspirations, North Lanarkshire Council follows Local Plans, set out every fiveten years, which include the strategy for development. These ensure that: there are enough different land uses, for North Lanarkshire to be a successful place; that facilities are in the right places for people to access them and that development does not harm the environment Numerous projects are on site across the area, from new schools, new residential developments, commercial units as well as a committed town centre improvement plan.

January 2015 saw work start on a new £8M enterprise centre in Cumbernauld.

The innovative community and office development will replace the existing Muirfield Community Facility and include office space designed for small businesses, including social enterprises and thirds sector groups as well as a nursery, hall, café space and a range of multi function rooms for local organisations.

Alongside this will be new, town centre green space, including play provision for all ages.

When completed next year, it is anticipated that the building will be managed on behalf of the council by CultureNL. At the turf cutting ceremony, CultureNL chair and regeneration vice-convenor Councillor Heather McVey said: “Today’s ceremony is a reinforcement of the council’s commitment to our communities.”

January was a busy month, with a turf cutting ceremony also held at Greenfaulds High School where a new school is being

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built. Situated adjacent to the existing, the new school will open in 2016. The heart of the main school building will be a central space consisting of an imposing central hall with social and dining facilities, and an internal courtyard for performance, drama and conference events.

More than £20M in funding has been designed by the Scottish Government for the new school.

Work is also underway at Belvidere Road in Belshill, where 20 properties are being built, comprising a mix of two-, three- and fourbedroom houses and cottage flats. Two properties are fully wheelchair standard, while all other properties comply with ‘Housing for Varying Needs’ requirements.

Due to complete in August, the scheme is part of the council’s £172M ‘Building for the Future’ new build hosing programme, which is delivering 1,150 new council homes across North Lanarkshire by 2020.

So far, ten projects have been completed, amounting to 251 new homes. In addition to Belvidere, work is also on site at Glencairn in Motherwell and the former St Patrick’s Primary School site in Kilsyth.

While in Motherwell a £1.8M centre for the elderly was opened earlier this year.

The centre will provide care and health services for people over 65 with complex needs. The facility replaces the Airbies Road day hospital and will accommodate around 25 people a day. Services include therapeutic supports such as medication reviews, physiotherapy, exercise groups, speech and language support and memory clinics. The centre will also provide a social aspect for elderly and carers.

We have significant experience of many types of appointment, including new build, refurbishment, energy renewables, environmental, housing, leisure, education, etc., and have worked with both private, local authority and Housing Association Clients.

Operating from our office at Luath House in Ayr, we have a fully equipped Training Centre, accredited by CITB, IOSH, British Safety Council, and we offer training to our Clients covering all major Health and Safety subjects for organisations, Designers, Contractors and others.

We recently gained the prestigious Association for Project Safety Registered Practice Accreditation, after a rigorous and lengthy external audit and evidence gathering process. This is part of and recognised by SSIP Accreditation, and this is also evidenced by our being accredited to CHAS and Constructionline, both of which are also SSIP Schemes.

EDUCATION BS

New Hockey Pavilion for Edinburgh Academy The Edinburgh Academy will soon have a new £1.6M Hockey Pavilion to provide a first class facility for its future sportsmen and women, replacing its former outdated, wooden accommodation.

The Edinburgh Academy first opened its doors to pupils on 1st October 1824 and was created with the intention of raising educational standards and providing a place of learning where excellence could be achieved. The Academy’s motto is ‘Always Excel’.

Famous alumni of the Edinburgh Academy include Robert Louis Stevenson, James Clark Maxwell Lord Falconer, Nicky Campbell, Patrick Grant and Michael Blair. Sir Walter Scott was also a founding director of the Academy.

As well as striving for academic excellence, the pupils enjoy a full programme of co-curricular activities to ensure a well-rounded education.

Sport has long been an integral feature of life at Edinburgh Academy and the new Hockey Pavilion will see sporting

facilities brought up to the highest level.

The old pavilion had become no longer fit for purpose, so much so that temporary buildings have been used as a substitute for many years.

The replacement building will be a modern, high specification facility incorporating six changing rooms with associated shower and toilet areas, referee’s changing room, first aid facilities, and a covered terraced area for spectators.

The new Pavilion is around 5,400sq ft and has been sensitively designed and carefully oriented. Although it has a larger footprint than the original structure, its height ensures it doesn’t go any higher than the surrounding trees.

The building has been deliberately oriented on a North/South axis and its location sees it form a part of the landscape and is situated as part of the existing tree line with trees providing a backdrop to the new building, minimising its visual impact on the surrounding areas. This allows key views to be protected and

the national heritage and perceived open green space of the site maintained.

The new Hockey Pavilion is a part of a bigger £3.2M scheme - the ‘New Field Campaign’ - involving a contemporary extension to the Main Pavilion that will transform the changing and match facilities.

Main Contractor on the project is ISG, an international construction services company who deliver fit out, construction, engineering and a range of specialist solutions.

Richard Murphy Architects have provided designs for the pavilion. Working from offices in Edinburgh, with a staff of 24 people, the Company has been involved in projects across the UK, Ireland, Europe and Sri Lanka.

Due for completion in March 2015, the new Hockey Pavilion, alongside the proposed extension to the Main Pavilion, will provide first class accommodation for all who participate in sport, at every level.

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BS HOUSING

Merchiston Road, Falkirk (Phase II) Phase II of the Merchiston Road project is due for completion in May 2015, providing more affordable social housing care to tenants in Falkirk and the surrounding area.

Phase II will provide 27 new units that comprises seven three- and fourbedroom terrace villas, five two-bedroom ground floor flats, three three-bedroom ground floor flats, seven two-bedroom upper floor flats and five three-bedroom flats also situated on the upper floor.

The project is a part of Falkirk Council’s £8M plan to build a total of 80 new properties in Falkirk and Maddiston.

The Maddiston project will provide 40 homes of 32 two- and three-bedroom flats in addition to eight larger threeand four-bedroom terraced houses.

The Merchiston Road site on is built on the former St Mungo’s High School. All properties are constructed using timber frame with masonry external leaf, with some areas being finished with zinc cladding.

In terms of the new housing providing energy saving features, high levels of insulation have been incorporated within the floors, walls and ceilings

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we are providing new properties and the central heating system is that will be eagerly sought after. served by Baxi Duo-tech boilers.

“This is an extremely significant Phase I is already complete with the investment that will improve 40 units built now fully occupied. properties throughout the Main Contractor on this project is JB whole Falkirk area.”

Bennett (Contracts) Ltd. Based at its office near Cumbernauld, JB Bennett undertakes contracts throughout central Scotland and has developed an enviable reputation for quality and performance in construction and residential development.

Architectural services are being provided by Falkirk Council, Development Services.

Council leader, Craig Martin said: “There is a lack of affordable social hosing for rent Banton Mill ● Banton ● By Kilsyth ● G65 0QG across Falkirk.

However, with Tel: 01236 823011 Fax: 01236 821883 these and other similar building programmes,

J.B. Bennett (Contracts) Ltd Quality Construction for a Quality Lifestyle

On 6th April revised health and safety regulations will apply to all construction and building work. The Construction (Design and Management) Regulations 2015 are designed to make it simpler for everyone in your industry to work safely and protect their health. Nearly every building project, including most domestic jobs, will require a construction phase plan before work starts.

CITB is here to help you get to grips with the changes. Our free CDM Wizard app helps you quickly plan straightforward jobs on your mobile or tablet, so you can work safely and manage risks to health, and meet the new requirements. Plus we offer subsidised workshops and free-to-download industry guidance for small businesses.

Do it today and get your safety sorted. Visit citb.co.uk/cdmregs CITB is registered as a charity in England and Wales (Reg No 264289) and in Scotland (Reg No SC044875).

www.blantyreparkservices.co.uk The new Ronald McDonald House project being built within the Southern General Hospital in Glasgow. BPS Ltd were appointed the M&E contractor

A pump installation by BPS Ltd for United Biscuits in Glasgow

The Ventilation at Kilncraigs Centre for Clackmananshire Council

Woodmuir Primary School where BPS Ltd were the Mechanical Contractor and installed the Monodraught Ventilation on the roof

Auchentibber,Blantyre,G72 0TS Tel: 01698 721500 Fax: 01698 721501 www.blantyreparkservices.co.uk