UK Construction Journal V18N06 by BIP Solutions

V18 N06

CALLSAFE SERVICES LTD OCCUPATIONAL HEALTH AND SAFETY CONSULTANTS AND TRAINERS OFFERING A FULL RANGE OF SERVICES IN THE FIELD OF ACCIDENT PREVENTION Find out more on pages 4 & 5

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NEWS - 6

COMMENTS 22 Neil Smith, Head of Research and Innovation at NHBC asks, what do Housing Associations think of Sustainable Technologies 23 Manchester Safety Services discuss how the construction industry can react to falling apprenticeship numbers 26 Obligations to have Friendly Discussions Peter Sheridan, Sheridan Gold 28 Top ten tips for Vehicle Recovery selection – Roger Williams, Director AA Business Services 36 Stewart Lowther at Atmos Consulting talks about Public Inquiry and Environmental Legislation 38 BIM - Creating a castle in the Cloud 41 Cheetah Learning – Navigating Life’s Passages 42 Joseph Bond at Kenzie Group discusses a recent decision regarding timely application 44 ESOS - new guidance published 46 Smarter BIM Collaboration – Steve Thompson at Tata Steel 54 Phil Lidgerton of Building Materials looks at the refurbishment of Buckingham Palace 55 Workforce Pension Schemes – Auto Enrollment 56 Promoting Mental Health in construction 57 Web presence is essential – Ben Dyer, CEO of powered Now

Publications Editor Victoria Lee Operations Manager Gareth Trevor-Jones Designer Richard Gill Publications Officer Matthew Brown Robert Atherton Approvals Sarah Smith Sales Administrator Alecia Rowe Credit Control Carol Ryan

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EDUCATION 48 Telford College of Arts and Technology

COMMERCIAL 50 The Mailbox, Birmingham 51 The Village Bakery, Baking Academy

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CONSTRUCTION (DESIGN AND MANAGEMENT) REGULATIONS 2015 (CDM2015) ACCREDITED TRAINING Callsafe Services Limited have achieved accreditation of two of the Association for Project Safety (APS) suite of CDM2015 courses to provide confidence to our delegates in the effectiveness of the training provided. Other courses will be accredited in the future. The two courses currently accredited, and offered as both in-house and publicly available courses, are described below. The tutors are widely experienced in the practical application of the Construction (Design and Management) Regulations (CDM).

APS Design Risk Management & CDM2015 for Designers Course This 2 day course is aimed at Design Risk Managers and Design Managers who manage the requirements of design risk and CDM2015 for Designers. The course could also be suitable for Principal Designers if they are experienced in the design requirements of CDM2007. This course has been re-accredited by the Association for Project Safety (APS), after being amended for CDM2015. Discussions and debates are encouraged throughout this course. This course is designed to provide designers, principal designers and design risk managers with the knowledge and confidence in the performance of the task to ensure compliance with the duties under CDM. The course is examined utilising the post-course examination created and invigilated by the APS, with the delegates expected to undertake the examination within seven days of the course completion. An individual who successfully completes this accredited course may claim points as allocated in the Qualifications and Experience table towards membership of APS.

APS CDM2015 Awareness Course This 1 day course is designed to provide all persons involved in construction projects, including current and potential clients, project managers, principal designers, designers, principal contractors and contractors with a broad overview on the CDM Regulations 2015. This course is accredited by the Association for Project Safety (APS). The course is examined at the end of the course by a short closed-book examination. An individual who successfully completes this accredited course may claim points as allocated in the Qualifications and Experience table towards membership of APS

Public Courses:

The APS Design Risk Management & CDM2015 for Designers Course is now available as a public course for individual delegates to attend on, Wednesday & Thursday, 2nd & 3rd September 2015, at Colwich House, Colwich, Staffordshire, (Ref: ADRM150902) £650.00 per delegate, plus VAT. The APS CDM2015 Awareness Course is now available as a public course for individual delegates to attend on, Wednesday, 9th September 2015, at Colwich House, Colwich, Staffordshire, (Ref: ACAW1509209) £300.00 per delegate, plus VAT

In-House Courses

The course is also offered as ‘in-house’ course, where the trainer presents the course at a venue provided by the delegates’ employer, and is priced at a daily rate.

Further details of these, and other, courses can be found at: www.callsafe-services.co.uk, or by contacting Gemma Esprey at: gemma.esprey@callsafe-services.co.uk or by phone on: 01889 577701

CALLSAFE SERVICES LIMITED SITUATIONS VACANT Position 1 - CDM Advisor to the Principal Designer

Callsafe Services Limited have an urgent requirement for a full time design and construction health and safety specialist as part of the Principal Designer Team on a long-term project/contract of up to 10 years. The position is based in central London. Ideally, the person required would also be an experienced and qualified trainer for occasional briefings and training provided to the project team. 1. Must be RMaPS/RFaPS moving to CMaPS/FaPS under CDM2015 2. Must be CMIOSH or MIIRSM/FIIRSM 3. Must have 10 years’ experience as a Planning Supervisor/CDM Coordinator 4. Must demonstrate experience in construction site health and safety inspections and audits 5. Must have an appropriate technical qualification (Civil, structural, mechanical, electrical, etc. Minimum HNC or equivalent) 6. NEBOSH Construction Certificate 7. Registered on the Occupational Safety and Health Consultants Register (OSHCR) (preferred)

Position 2 - Principal Designer

Callsafe Services Limited also have an urgent requirement for a full time employee to act as Principal Designer on multiple projects for one of our clients. The position is based in Oxford area. Ideally, the person required would also be an experienced and qualified trainer for occasional briefings and training provided to the project team. 1. Must be RMaPS/RFaPS moving to CMaPS/FaPS under CDM2015 2. Must be CMIOSH or MIIRSM/FIIRSM 3. Must have 10 years’ experience as a Planning Supervisor/CDM Coordinator 4. Must demonstrate experience in construction site health and safety inspections and audits 5. Must have an appropriate technical qualification (Civil, structural, mechanical, electrical, etc. Minimum HNC or equivalent) 6. NEBOSH Construction Certificate 7. Registered on the Occupational Safety and Health Consultants Register (OSHCR) (preferred)

Position 3 – Construction Health & Safety Consultant & Trainer

Callsafe Services Limited also have an urgent requirement for a full time employee to perform consultancy and training to the construction industry and to act as Principal Designer on projects for various clients. The position is home-based, with projects and training provided throughout the UK. 1. Must be RMaPS/RFaPS moving to CMaPS/FaPS under CDM2015 2. Must be CMIOSH or MIIRSM/FIIRSM 3. Must have 10 years’ experience as a Planning Supervisor/CDM Coordinator 4. Must demonstrate experience in construction site health and safety inspections and audits 5. Must have an appropriate technical qualification (Civil, structural, mechanical, electrical, etc. Minimum HNC or equivalent) 6. NEBOSH Construction Certificate 7. Registered on the Occupational Safety and Health Consultants Register (OSHCR) (preferred) 8. Five years’ experience as a trainer, providing vocational training of courses of up to 5 days duration 9. Qualified to at least PTLLS or equivalent standard

If you wish to be considered for any of the above positions, please forward your CV and copies of qualification certificates to David Carr (Managing Director) at: dave@callsafe-services.co.uk.

UKC NEWS

Turner & Townsend partners Network Rail in three-year framework Turner & Townsend, the global programme management and construction consultancy, has been awarded a three-year framework by Network Rail. The Project Delivery (CDMc) Framework will be used to coordinate health and safety measures on a series projects across Network Rail’s UK property estate and commercial portfolios. The consultancy’s appointment builds on its long-standing relationship with Network Rail. For more than ten years, Turner & Townsend has supported the owner of Britain’s rail infrastructure in a series of long-term frameworks across every asset type - from track to property.

With the recent changes to the CDM Regulations which remove the CDM co-ordinator and impose new duties on the Client and Principal Designer, Turner & Townsend will be well placed to assist in ensuring all health and safety duties are met across the project life cycle. The consultancyís UK wide team is already briefing designers on their duties via a series of open two-day training courses. The consultancy’s dedicated safety, health and quality team is well positioned to meet the responsibilities assigned to it in the framework agreement. It will provide expertise at the right time and place

within a highly developed system, which can ultimately improve efficiency, and reduce operation and maintenance costs. Jon White, UK Managing Director, said: “Health and safety remains paramount in the rail sector and Turner & Townsend is proud to be enhancing Network Rail’s property portfolio once again. “Our expertise in both cost management and health and safety means we can play a key role in helping Network Rail to complete the projects in the framework within budget, efficiently and without compromising on safety.”

Alex Lynes wins Young Structural Engineering Professional Award 2015 Alex Lynes (26), from Islington, has been presented with the Young Structural Engineering Professional Award 2015 by The Institution of Structural Engineers. Alex received a prize and certificate for his project, “Central London Stone Stair - unseen problem solving”. The Award is presented annually by the Institution to identify exceptional talent in the structural engineering profession. Alex, a Structural Engineer with firm Webb Yates, was recognised for his work on a beautiful stone stairway in a domestic construction project in London. The project placed a nine tonne stone stair above a fragile floor slab, using a 75mm pre-cambered steel grillage, leaving a 10mm gap below the stair. Alex said: “I’m surprised and delighted to receive the Young Structural Engineering Professional Award - it has been a great opportunity to show off a project I found really interesting.”

ISG takes £6M Cleveland Fire Authority Framework Scheme ISG has secured its latest framework project for Cleveland Fire Authority, commencing a circa £6M training and administration centre in Hartlepool. As sole appointee to a four-year capital build framework with the Fire Authority, worth more than £22M in total, ISG is also delivering a Technical Hub and Training facility and four local fire stations in Middlesbrough, Headland, Thornaby and Grangetown. As the first phase of the redevelopment of the existing Queens Meadow Business Park site in Hartlepool, ISG will build a striking ‘delta-shaped’ training and administration centre designed by Bond Bryan Architects. On completion in summer 2016, fire authority staff will occupy the purpose-built centre and vacate the existing headquarters building on site, which will be demolished to make way for the state-of-the-art Technical Hub and Training facility that ISG will also build. The circa 32,000sq ft training and administration centre provides Cleveland Fire Authority with flexible accommodation across two floors - with majority open plan office areas, community facilities and training space. Designed to maximise the amount of daylight entering the building, the new centre features extensive curtain walling to its facade and an impressive full height atrium, with an outside terraced area at first floor level. Other facilities include a ground floor cafe, break out areas and a gymnasium, with highly flexible training space featuring moveable partition wall structures to accommodate large or small groups. Chief Fire Officer Ian Hayton said: “This development at our Queens Meadow site is vital to ensure that we can continue to provide the high standard of fire and rescue services that Teesside residents and businesses need in the 21st century. We also need to avoid the heavy costs of repairing and maintaining existing buildings that will soon be unfit for purpose.

“This will be a Centre of Excellence with state-of-the-art training facilities for our firefighters and technical services provision to ensure all our equipment is maintained in top condition.” Danny Murray, ISG’s Northern Regional Managing Director, added: “The redevelopment of Cleveland Fire Authority’s Queens Meadow Business Park site is a major investment in purpose-built accommodation to support the Service’s vital work in the region. The partnership approach to delivering this key infrastructure brings all stakeholders together, working collaboratively and sharing knowledge and best practice to add value at every stage of the build process. This brings real benefits, getting these vital projects to site more quickly and cost-effectively and leverages ISG’s considerable ‘blue light’ expertise and innovation.”

UKC NEWS

Riverside Offices reach completion, promising an estimated 70% cut in carbon emissions for two councils Riverside Offices, a purpose built office development in Lowestoft which brings together shared public sector services for Suffolk County Council (SCC) and Waveney District Council (WDC) is now completed. The project enables both councils to demonstrate efficiency and sustainability in providing rationalised offices, improved and consolidated public services, case conferencing and the rationalisation of training, conference, meeting and council chamber and assembly meeting facilities. The building, designed by LSI Architects, is a landmark building in Lowestoft and is designed around passive design principles, using elements of Passivhaus standards and techniques to reduce the energy consumption and carbon footprint of the building. An integrated landscape scheme combining parking facilities for vehicles, motorcycles and cycles will is provided in a sustainable setting. Administrative staff from a number of different sites around the town will be the first of about 450 to occupy the Kirkley Waterfront site, which will eventually house workers from ten offices, including the town hall. Both local authorities say the move will reduce the overall cost to taxpayers by up to £3M over ten years.

The three-storey building, constructed by Kier, features conference room facilities and public cafe on the ground floor, with workstation areas on the upper floors. The new building will reduce energy and maintenance costs for the two councils and is part of a wider £13.6M accommodation programme which includes a redeveloped Marina Customer Service Centre in the heart of Lowestoft. It is estimated that the entire programme will cut the councils’ carbon emissions in the town by up to 70%. Colin Law, Leader of Waveney District Council, said: “We are absolutely delighted that we will shortly be moving in to Riverside as part of a programme that has delivered a vital new building on time and on budget. “The outline cost of construction will be covered comfortably by the reduction in maintenance and energy bills for the two councils and I am absolutely delighted that a project, which will ultimately save taxpayers’ money, is now completed. “Maintaining our existing buildings could have cost the two councils up to £16M and with funding for councils under increasing pressure, we had to deliver a cost-effective alternative. “This is the ideal solution, providing the necessary accommodation for our staff

while also protecting the services that our local community wants and depends on.” Trevor Price, Partner at LSI Architects, said: “The building form grew directly from the layout and the relationship of the office wings either side of a central atrium. Externally materials have been chosen for their robustness against the weather and corrosive marine atmosphere. The double height space is accentuated externally with a two-storey brickwork corner feature, which addresses the main approach to the building. “The upper levels have insulated rainscreen cladding, with horizontal bands of high performance double glazed windows, and are interspersed with coloured insulated cladding panels which enliven the facade. Projecting vertical coloured shading fins reduce solar gain and provide articulation to the elevations. The central atrium is glazed at each end to provide a welcoming and airy entrance space, combined with a projecting high level canopy for solar shading.”

Lend Lease and London & Continental Railways (LCR), joint venture partners in The International Quarter, recently announced that the Financial Conduct Authority (FCA) has signed a pre-let to occupy the third stage of the £2.1Bn development in Stratford. The FCA has committed to 425,000sq ft within a new 515,000sq ft building, which follows the recent announcement that Transport for London (TfL) has signed a pre-let for the entirety of a new 265,000sq ft adjacent building. Together, an estimated 6,500 TfL and FCA staff will occupy The International Quarter’s new generation of offices. With detailed planning consent already secured for both buildings, construction will start this summer, ready for occupation in 2017 and 2018 respectively. Announcing the commercial leasing agreements, Lend Lease’s Chief Executive Officer, International Operations, Dan Labbad, said: “Securing the FCA as

The International Quarter’s next major commercial tenant adds to what is quickly becoming London’s newest and most progressive business district. With our partners LCR, we are committed to pushing the boundaries in healthy, agile workplace design and delivering both employment opportunities and a lasting legacy to East London’s economy.” David Joy, Chief Executive at LCR, said: “We are pleased to have reached this pivotal milestone for one of the largest and most significant mixed-use developments in the UK. The International Quarter will be a major new employment hub in East London, creating more than 25,000 jobs in total, and we have been working closely with Lend Lease to make this happen.” “Securing the FCA as the second commercial tenant is a testament to the exceptional commercial environment we are delivering as part of the scheme and can only serve as a catalyst to attract

NEWS UKC

The Financial Conduct Authority signs for a new London HQ at The International Quarter, Stratford further major employers to the area.” At the heart of thriving Stratford and forming a gateway to the Queen Elizabeth Olympic Park, The International Quarter has outstanding transport connections, shopping, leisure and sports facilities combined with open spaces and parklands. Discussing the announcement, FCA Acting Chief Operating Officer, David Godfrey, said: “The International Quarter offers a compelling mix of an excellent building and facilities, value for money, sustainability and the right infrastructure to meet our future needs. We look forward to bringing all our London staff together in this exciting new development.” Lend Lease and LCR are in discussions with a number of other major tenants about moving to The International Quarter - which, at a total of four million square feet, is one of the largest new commercial developments in Europe.

ESTIMATING & VALUATION SOFTWARE Beard is a multi-award-winning construction company which designs, builds, restores and refurbishes buildings throughout the South of England. With offices in Swindon, Oxford and Guildford, it works for all types of organisations on projects up to £10 million. What makes the company really stand out is its commitment to making every project a prompt and faultless delivery. Nigel Rowe is the managing estimator of Beard in Oxford. He started his career there 30 years ago as a trainee estimator. Today he manages an eight-strong team, pricing projects from listed refurbishments to new builds. Beard had been using specialised estimating software for 10 years, and in 2014, after hearing about ConQuest from various sources in the industry, it decided it was time to have a look at the ConQuest Q Series. Within a short period of time, they decided that the system that had suited them for the past number of years had been left behind by ConQuest. Beard wanted to work with a company and a product which provided a high level of stability, exceptional support, more features and a strong development plan for the future. ConQuest was installed across all Beard offices.

A few months later, ConQuest had the chance to speak to Beard and Nigel about their experience of changing a major piece of software, the thinking behind it, the process and the results. Nigel tells us how he felt and the reason for the move: “It is a massive step for any business to even think about changing a major piece of software, let alone to actually implement it. It is not done lightly. The more we dealt with ConQuest, the more our confidence grew. We believe that ConQuest shares Beard’s ethos and that the two companies are a very good match, the type of people we both employ, the fact that we can have sensible discussions and that ConQuest is willing to listen to our issues.” The support and development team at ConQuest is three times the size of the ‘sales’ team. This says a lot about the way they do business. The ethos is about keeping the product at the top of its game and looking after the estimators that use it. There are a number of key functions within the suite of ConQuest modules that really separate it from other systems. If you are pricing traditionally and building up your own rates, the ConQuest Library Pack is one of them. Containing around 10 million item descriptions, rates, constants and outputs it is truly unique and offers unparalleled time saving and consistency. Another significant part

of the system is the Cloud based enquiry system. Imagine cutting the time it takes you to get your enquiries out by up to 70% and your sub-contractors being happier with what they receive! The team at Beard recognised how clever the system was: “One of the biggest reasons for moving to ConQuest was that the On Line Enquiry system was more advanced than any other in the market.” In 2010 ConQuest released a complete re-write of their product; Version 7 was the market leader and hugely popular but it was a text-based product. ConQuest knew that as technology grew and more sophisticated methods of measuring and estimating arose, it would be no good to try and make an old system handle them. This is why you can now view CAD and PDF drawings within ConQuest, you can browse the internet, open pictures and even send emails without leaving ConQuest. The Company consistently hear how reliable the software is and this is in part down to the modernisation of it. This is something that Nigel and the team realised very quickly. Part of the process of implementing ConQuest into any company is product training. ConQuest have their own training centre in Lancashire; every attendee is given a computer for practical exercises while the rest of the day is presented on a 3m by 3m screen. The Company find that by taking people out of their daily work cycle and having their undivided attention, lots of ground can be covered and get customers competently using ConQuest quickly. Everyone at Beard came to ConQuest for training and the feedback was brilliant: “The training was really good and the implementation went smoothly. ConQuest was on our computers ahead of the training which was important as this gave everyone the chance to preview the online tutorials which gave them a good idea of what to expect on the course. “The course was bespoke to Beard’s needs in the fact that a lot of our guys were used to using an estimating system, so, we cut down on the training time, it was very well thought out. It was intensive and very relevant. It was clear that our trainer, Steve, had extensive experience as an estimator and knew what he was talking about. “There haven’t been many issues with people not picking it up. In our bi-monthly estimating meetings, we actively review ConQuest and share learning. Whilst migrating over to ConQuest, we retained the old system for six months but only as a reference point for current projects. The general consensus was that it was immediately better.” It is clear that Beard is impressed with the switch-over, the roll-out and the training, ConQuest is in turn pleased to have another happy customer.

Moving on from the actual changeover, Nigel was asked about the day-to-day estimating features and processes compared to what they were previously doing: “The library is very comprehensive with extensive search functions and there is a general sensibility about it. ”Previously we were collating information, zipping it up and sending emails. Because of the tracking ability within the On Line system, which enables you to see what is going on at any time, it is such a massive improvement and has significantly reduced administration time.” Can Nigel sum up ConQuest in a sentence? “ConQuest is the complete estimating package, managing every aspect of the preconstruction process.” Beard have won a number of projects in the short time they have had ConQuest. A notable and interesting one is The New Library at Queen’s College in Oxford. A challenging £6.6 million project creating a new basement adjacent to the existing Grade I listed building.

01204 669689 sales@conquest.ltd.uk

THE ESTIMATING SOFTWARE PEOPLE

UKC NEWS

Eco World Ballymore’s London City Island launches its next phase Eco World Ballymore, one of London’s most prominent property developers, has launched the second phase of this exciting new development and announced its ground breaking partnership with English National Ballet. This maiden launch of the second phase of London City Island comprises of 417 new homes ranging from suites to one-, two-, three- and four-bed units across two blocks. The ‘mini Manhattan’ of London boasts a 260ft iconic red bridge linking the island to Canning Town making it one of the best connected developments in the capital with fast access to Canary Wharf, the West End and the city. Comprising of 12 acres, the new neighbourhood will include independent artisan restaurants, shops, and al fresco spaces used to show public art, design installations and host ad-hoc creative performances. Residents will have exclusive access to The City Island Arts Club, a private resident’s club with screening room, gym, concierge

service and a striking swimming pool which is vibrant red in colour. Glenn Howells Architects is responsible for London City Island’s architectural design. Drawing inspiration from world cities Chicago, Tokyo and Manhattan, bright seafaring-inspired hues have been used throughout the development, with a single striking colour in glossy brickwork chosen for each of the buildings. The apartments themselves are designed with a warehouse aesthetic, with generous open plan living spaces and loft style features they draw design features from the history of Leamouth and the creative energy of East London. A new creative and vibrant island metropolis, London City Island will be a destination of culture and contemporary living. The partnership with English National Ballet (ENB) will see one of the country’s most treasured artistic institutions make a landmark move to London City Island. ENB will occupy architecturally outstanding and unique rehearsal spaces designed to enable

passers-by to experience the ballet’s magic as they pause to watch rehearsals through floor-to-ceiling windows. In addition, there will be provision for a new English National Ballet school which will increase student capacity and make use of outside public spaces at London City Island, bringing ballet closer to the lives of these new east Londoners. Sean Mulryan, Chairman and CEO of Ballymore Group commented: “This partnership demonstrates our deep commitment to establishing London City Island as one of the most exciting new destinations in London and we are honoured that the English National Ballet, a truly inspiring artistic institution, has decided to make its new permanent home there. Recognition and sales for London City Island so far have been outstanding and we are confident that this partnership will help us to create a very special sense of place; a vibrant, dynamic new neighbourhood with creative innovation at its heart.”

The Duke of Gloucester opens new International Head Quarters of The Institution of Structural Engineers His Royal Highness the Duke of Gloucester officially opened the new International Headquarters of The Institution of Structural Engineers in Bastwick Street, London. The evening event saw leading figures from the construction industry and Islington area join Institution members for a presentation about the exciting future plans of the world’s largest membership body of structural engineers. The new Head Quarters building, designed by Hugh Broughton Architects and Expedition Engineering, has seen an inconspicuous four-storey 1960s office building transformed into a modern, thriving workplace, celebrating a spirit of collaboration between architect, engineer and client. The new building will much enhance the Institution’s role within the professional

engineering community, providing a brandnew, highly adaptable public conference centre in the heart of London; a place for the professional membership to meet, study and work; a new library with over 62000 books, magazines and journals; and flexible workspaces for the Institution’s 55 permanent staff. Brand new webcasting facilities will also help to improve the Institution’s connectivity with its global membership of 27,000 structural engineers. Reflecting its role as the international ‘home of structural engineering’, the building also showcases innovative structural design, with the reception and foyer exhibition space featuring the four principal building materials for creating structures: timber, glass, steel and concrete. The Duke, an architect and Honorary Fellow of the Institution, unveiled an

engraved plaque to mark the occasion, before touring the new facilities with Institution Chief Executive, Martin Powell, and Institution President, Tim Ibell. Martin Powell, Chief Executive of The Institution of Structural Engineers, said: “We are delighted to see Bastwick Street officially opened tonight. Our new home offers a leap forward for the Institution and our members, and provides a great advertisement for the structural engineering profession. “We have created a modern workplace, delivering pragmatic and responsible sustainability solutions wherever possible - while also celebrating structural design. The result is a new home which delivers better operations, while never forgetting the philosophy and values that have always underpinned our work.”

New ‘Faster Charging’ USB Faceplate In our modern world the continuous use of multiple mobile devices such as smartphones, tablet PC’s, eReaders, cameras etc. is a common daily occurrence. The need for charging these devices is greater than ever and we soon find we are running out of wall sockets. The innovative CONNEkT GEAR USB Charging Plate solve the charging dilemma! Featuring faster charging for all the latest mobile devices, the specification is in line with the launch of the new Samsung & Apple faster charging requirements. Simply plug your USB cable directly into the USB sockets. It includes all the necessary safety features such as surge, spike, overload and lightening protection. All these features ensure your precious devices are protected at all times. In addition there is automatic shutdown of USB charging, wherein the transformer will shut down power to the ports once the device is fully charged or disconnected from the charging plate. Simple retro fit plate makes it easy to

switch! Swap your existing socket with the CONNEkT GEAR charging plate in a few simple steps and you are all set to power and fast charge for devices! Fits any standard double backbox (min 25mm depth), though a qualified electrician for installation is recommended. Fully approved product conforming to European standby mode (LVD directive) IEC 60950-1:2006, BS1363, BS5733, BSEN60669-1, REACH compliant.

UKC NEWS

Danish design gains a prominent place at the International Criminal Court in The Hague A floating wooden sculpture will be a central focal point at the entrance to the new headquarters of the International Criminal Court in The Hague. Danish artist Eske Rex has created a powerful, iconic work for the building designed by Schmidt, Hammer and Lassen Architects, which will be finished in December 2015. When the new official seat for the International Criminal Court (ICC) in The Hague is opened to the public in December 2015, it will bear a distinctive Danish imprint - namely, an entirely new work by Eske Rex, which demonstrates how Danish design and architecture can merge on a human scale. Artist Eske Rex said of the work: “My idea is to create a simple and powerful spatial concept with wood and light. The work’s transformation of the wood

from straight lines to a circle creates a welcoming and warm experience in the building’s foyer, which otherwise consists of sharp lines in glass, steel, and stone. The symbolism builds on the ICC’s fundamental values and emphasises the primary axes of the architecture with two ‘arms’ reaching out and inviting one into a common, illuminated space.” The Danish Arts Foundation appointed Eske Rex for the task. Astrid Krogh, Chairperson for the Danish Arts Foundation’s Committee for Crafts and Design Project Funding said: “Danish design and architecture is in demand abroad. With this opportunity to donate a work for a distinctive Danish edifice in an international class of its own, we on the committee saw an obvious chance to show how Danish design and architecture can

intertwine in a total experience for the user. “We appointed Eske Rex for the job because he works in an exciting crossaesthetic field in which art, design, and architecture are naturally interwoven.” The Embassy of Denmark in The Hague and the Danish Agency for Culture have facilitated contact with the International Criminal Court. The Danish Ambassador to the Netherlands Ole E. Moesby says: “Denmark has always fully supported the International Criminal Court and its core values since the beginning. Therefore, we can be proud that Denmark is able to leave such a unique fingerprint on the physical framework of the Court, a framework that allows the institution to exude credibility, openness, and neutrality, which is crucial for witnesses, victims, and affected societies.”

Housing Minister welcomes housebuilding surge The latest housebuilding figures show starts have more than doubled since those seen during the same period in 2009 - with both starts and completions rising over the past year. The numbers of homes completed has also risen sharply, to their highest levels for nearly six years. The 2008 economic crash devastated the housebuilding industry, leading to the loss of a quarter of a million construction jobs. The government has since made housebuilding an important part of its long-term economic plan, with

a range of measures introduced to get the country building again. In the New Year to March 2015, work started on 140,500 homes - five per cent higher than during the previous year. Over 40,000 homes were started between January and March this year - 31% higher than the previous quarter, and 136% higher than the March quarter in 2009. This means housing starts are at their highest level since 2007. Housing Minister Brandon Lewis said: “Housebuilding is at the heart of our plan to ensure the recovery reaches

all parts of our country. We’re turning around an industry that was devastated and getting the country building again. “It is vital we maintain this momentum, getting workers back on sites and homes built - giving more people the chance to own their own home.” The figures also show 125,110 homes completed between April 2014 and March this year - 11% higher than the previous year and their highest annual total since 2009.

Focus on Whitechapel at the Communities in Transition event The changing face of Whitechapel over the coming years was the focus of a recent Future of London event - Communities in Transition. A number of speakers engaged with planners, developers, and local residents in a lively discussion about what change would mean for Whitechapel. Whitechapel will be the site of a huge amount of change between now and 2025. This change is outlined in Tower Hamlets Council’s Whitechapel Vision Masterplan. With the opening of the new Crossrail station in 2018, the council identified Whitechapel as a huge growth opportunity waiting to happen. The Whitechapel Vision Masterplan was launched in March 2014. It has generated a lot of support and excitement from residents and businesses, along with strategic partners involved in the delivery of this project. The vision was also recently commended at the National Planning Awards and nominated for the upcoming Royal Town Planning Institute ‘Planning Excellence’ Awards in July. This was the second Communities in

Transition event held by Future of London, and focused on how the life sciences and healthcare (LSH) sector is part of the development of the Whitechapel area. Science and technology have been identified as a key growth area for London’s economy by the Mayor of London. The LSH sector contributes around 30% of this. Whitechapel is one of several areas in London seeking to take advantage of existing LSH resources - as shown by the establishment of MedCity in 2014. Duncan Brown, Strategic Project Manager for the Whitechapel Vision Delivery team, at Tower Hamlets Council, said: “A new world class life science university campus arriving in Whitechapel is an enormous opportunity for local people. This is in terms of creating local employment, education, training, and skills, while providing for new high quality open spaces for all residents to enjoy. The challenge will be in ensuring that Whitechapel’s unique historic character and cultural diversity is sustained and enhanced when the investment and physical regeneration begins to take place.”

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UKC NEWS

£12M facility in Conwy Valley on course to open in summer 2015 The Company behind a visionary, one-ofa-kind engineering project in North Wales has revealed some of the details behind the unique machinery and technology that will transform a redundant former aluminium quarry in Snowdonia into the first inland surf lagoon of its kind. Until now, the precise detail behind Surf Snowdonia’s state-of-the-art patented technology has been closely guarded. The concept has been developed and refined over the last ten years by Spanish company Wavegarden - a group of hydrological, civil and mechanical engineers who also happen to be passionate surfers. R&D spend to date is in the tens of millions of euros. The operation to lift the innovative machinery into position at the construction site in the village of Dolgarrog has just been completed to schedule. Conwy Adventure Leisure Limited (CAL Ltd), the Company who has delivered the vision and the capital for the £12M Surf Snowdonia project, has made the decision to reveal some detail about the mechanics and technology that will generate the longest man-made waves in the world. CAL Ltd, which is allied to the Ainscough Group, has also given details of a unique grid-like shore lining which will help to dissipate the energy of the waves and

enable the facility to generate waves at a highly efficient rate of one per minute. Managing Director at CAL Ltd, Steve Davies said: “There has been a lot of interest in what we’re doing because this is a ground-breaking project on so many different levels and the only one of its kind. “Surf Snowdonia’s progress has been closely watched the world over, as much for our peerless innovative technology as for our potential Olympic relevance and status as the UK’s most exciting outside adventure destination for 2015.” Before the site was developed by CAL Ltd, it was a derelict industrial wasteland. Over 25,000cu m of onsite material has been crushed and reused on site, and 400 tonnes of steel, cast iron and copper have been recycled. One hundred years’ worth of industrial waste and contamination were removed from the site ahead of its development. Surf Snowdonia will be filled using rainwater from nearby mountain reservoirs. Rigorous testing has shown that there is no perceivable difference in surf-ability or buoyancy when it comes to using fresh water over salt water. In what is a highly sustainable and efficient water cycle, the water will pass through a neighbouring hydroelectric plant before powering the

waves in the lagoon. It will be cleaned using UV disinfection and filtration, so the facility will be chlorine-free. According to Steve Davies, the project has benefitted from a flexible and collegiate approach between contractors. He added: “Nothing of this nature has never been done before, so we have all had to be willing to adapt our plans as we’ve progressed the build. “Our agile approach has required close collaboration between mechanical, geotechnical, hydrological, civil and structural engineers. Our common determination to deliver ‘excellence’ has allowed us to stay on schedule and on budget. The sense of genuine excitement that comes with working on a worldfirst engineering project is palpable.” Up to 52 surfers at a time will be able to ride the waves, with different areas of the lagoon suitable for different abilities. The facility is conservatively expected to attract in excess of 75,000 visitors per year to North Wales. It is due to open in summer 2015. Surf Snowdonia will create over 60 direct jobs, additionally sustaining around 100 jobs in the supply chain.

Prime Minister and Mayor of London celebrate completion of Crossrail’s tunnelling marathon The Prime Minister and Mayor of London Boris Johnson celebrated the completion of Crossrail’s tunnels by going 40m below the capital to thank the men and women who are constructing the new £14.8Bn east-west railway. Prime Minister David Cameron said: “Crossrail is an incredible feat of engineering that will help to improve the lives of working people in London and beyond. The project is a vital part of our long term plan to build a more resilient economy by helping businesses to grow, compete and create jobs right along the supply chain.” Crossrail tunnelling began in the summer of 2012 and ended at Farringdon with the breakthrough of tunnelling machine Victoria. Eight 1,000 tonne tunnelling machines have bored 26 miles or 42km of new 6.2m diameter rail tunnels under London. Construction is also advancing on the ten new Crossrail stations and on works above ground west of Paddington and east of Stratford.

With the arrival of Crossrail in 2018, Farringdon will become one of the UK’s busiest rail hubs with direct connections to London Underground and upgraded and expanded Thameslink services. This brand new interchange will transform the way passengers travel through London and the South East, providing more capacity and direct connections to three of London’s five airports and international rail services at St Pancras. Passengers will also benefit from quicker connections and will be able to travel to Tottenham Court Road in three minutes, Heathrow in just over 30 minutes and Canary Wharf in nine minutes. Crossrail will add 10% capacity to London’s rail network. It will serve 40 stations, connecting Reading and Heathrow in the west with Shenfield and Abbey Wood in the east. TfL-run Crossrail services through central London will commence in December 2018. An estimated 200 million passengers will travel on Crossrail each year. On 31 May this year the rail services between Liverpool Street and Shenfield

joined the TfL transport network. This is the first phase of the introduction of Crossrail, which will be fully integrated with TfL services. Customers will benefit from stations staffed at all times trains are operating as well as better accessibility provision with turn up and go services being offered for those who need ramps to board trains. The Mayor of London, Boris Johnson, said: “This is a landmark moment for London that puts us a gigantic step closer to the launch of an absolutely vital new railway, which will hugely improve our ability to speedily move people across our city. Crossrail has already created tens of thousands of jobs and helped boost the skills of many thousands of people not just in the capital, but all around our great nation. It is a wonderful example of our nation’s talent for engineering, a talent that must not be allowed to founder and that I hope will eventually be put to use on the construction of Crossrail 2.”

Parsons Brinckerhoff appointed to £80M Tower Works scheme in Leeds The Leeds office of professional services consultancy, WSP | Parsons Brinckerhoff, has been appointed by developer Carillion to deliver engineering consultancy for the Tower Works site in Holbeck Urban Village, Leeds city centre. WSP | Parsons Brinckerhoff will be supplying multi-disciplinary services including civil and structural engineering, building services, geotech, acoustics, fire and air quality for the planned mixed-use site, which includes 147 residential units, 92,000sq ft of commercial office space and 20,000sq ft of retail, restaurant and bar spaces. Work is expected to start on site in January 2016. The 1.04 hectare site, which is situated between Globe Road and the Leeds Liverpool Canal, close to Granary Wharf, will play a key role in the regeneration of Leeds South Bank, and will benefit from increased connectivity to the city centre when the southern entrance to Leeds railway station opens later this year. In March 2015 the site owner, Homes and

Communities Agency (HCA) announced Carillion as its development partner and Jestico + Whiles as architects for this phase of the development. WSP | Parsons Brinckerhoff’s appointment is an important milestone in bringing to life the partners’ ambitious plans to create a sustainable community which balances high quality and contemporary design with the existing heritage structures. The first phase will reach completion in December 2017 and includes 85,000sq ft of residential accommodation with ground floor restaurant and bar spaces. The planned development will sympathetically combine contemporary canal-side apartments with historic architecture on site, including three Grade II listed towers modelled on the Renaissance towers in Italy which give the site its name. Comments David Hill, Technical Director at WSP | Parsons Brinckerhoff: “This is a fantastic project for the Company and we’re looking forward to helping realise the HCA

and Carillion’s plans for this prestigious mixed-use scheme. This development phase, which includes canalside residential elements as well as office and retail space, will further cement this corner of Leeds as a very special place for people to live, as well as work and play.” Gareth Jackson, Development Director at Carillion Developments adds: “It’s great to have WSP | Parsons Brinckerhoff on board. It’s unusual to have an engineering consultancy that offers so many different services in-house and we were impressed with the quality and proven track record across their specialisms. We have a really great team of partners committed to take this scheme forward, and it will be great to see this site, which once played such a key role in the industrial revolution here in Leeds, redeveloped for a new generation.”

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UKC COMMENT

What do housing associations think of sustainable technologies? Neil Smith, Head of Research and Innovation, NHBC The social housing sector has been leading the way in the adoption of different types of energy efficiency and watersaving technologies in new build homes, which gives them a unique perspective of these in terms of installation, performance and resident satisfaction. To identify the technologies that are being used by housing associations, and determine those that are performing well against those that are failing against expectations, the NHBC Foundation carried out a study with 200 people representing 174 housing associations around the UK. Sustainable technologies: the experience of housing associations (NF63) collates the findings from a number of focus groups and telephone interviews, summarising their specific experiences.

The report outlines a number of key findings including: ••The Code for Sustainable Homes, planning and funding requirements have driven the widespread use of sustainable technologies ••The capital cost of the technology influences the selection of technologies ••Almost two-thirds of interviewees had experienced problems during installation due to a lack of skills ••The benefit to residents would be improved if they had a better understanding of the technologies ••Housing associations have encountered difficulties in measuring performance and benefits ••For many housing associations the primary technology choice has been photovoltaics; at over two-thirds, satisfaction levels are high and so the use

of this technology is likely to continue ••Heat pumps are generally delivering poor levels of satisfaction The report finds that unfortunately there has been a lack of monitoring of performance of sustainable technologies in use and more research is needed to confirm good technology choices. It also notes that ‘fabricfirst’ approaches are becoming more widely established but they will not be sufficient on their own to meet zero carbon new homes targets and that energy efficient technologies will have to be used in addition. The infographic below shows some of the research findings, and the full report can be downloaded from www.nhbcfoundation.org/ sustainabletechnologies

COMMENT UKC

How can the Construction Industry react to falling apprenticeship numbers? Manchester Safety Services Despite very public claims that the Government and both private and public sectors are targeting increased apprenticeship figures to introduce more young people into careers and industries – the number of construction apprentices has fallen significantly. In 2010, there were 16,890 construction, planning and built environment apprentices in the UK, but this figure has fallen to just over 8,000 by 2015. Government incentives for employers seeking apprentices has not stopped the dwindling number of construction apprentices – as more and more young workers look to begin a career in other industries. More than 2.2M apprenticeships have been created in the UK since 2010, with industry sectors such as health, public services, care and agriculture enjoying boosted apprentice figures. Worryingly, the number of apprentices joining the construction industry could be diluted further as Skills Minister, Nick Boles MP, announces plans to increase public sector apprentices. This could reduce the opportunities for apprentices to join private construction firms. He explained: “We want far more employers to get involved in apprenticeships. This means making sure that we practise what we preach in government, so we’re going to require all public-sector bodies – schools, hospitals, prisons and police forces – to employ apprentices.” Infrastructure group, Balfour Beatty, are looking to arrest this slump by creating new Trailblazer degree course for construction apprentices, fast-tracking young workers into the industry and management roles. Using a partnership with 12 UK universities; Balfour Beatty are hoping to enter 80 new apprentices into the industry by the end of the year – a number they will look to increase yearon-year. The group is hoping to use their partnerships with more than 7,000 industry-related companies to encourage the employment of more apprentices

in civil engineering, construction and business disciplines than ever before. Balfour Beatty chief executive, Leo Quinn, explained: “There is a skills shortage where our industry needs talent. This is our biggest ever commitment to recruit apprentices. It’s great to work in the industry, where we develop, build and run the infrastructure that we all depend on in our daily lives.” The Trailblazer Higher and Degree courses will provide apprentices with real on-the-job experience as well as developing a professional approach to management and logistical services. The scheme will also encourage smaller contractors to take on apprentices – a group often dissuaded from using apprenticeship schemes by the high costs. As an industry which contributes almost £90Bn to the UK economy; it is vital that construction is protected and allowed to continue to progress and flourish. Training skilled construction workers and managers can help the industry grow, attract new projects and perfect standards. Paul Manchester, Director of Manchester Safety Services, explains: “From

logistical management to safety measures; we need to train generation after generation in best construction practice. It is vital that talented young people are attracted to the industry to help improve and maintain the overall quality of construction and engineering.” Whilst the Government may have sought to increase the number of public sector apprentices, it may be beneficial for the construction industry to protect its own future by implementing more apprentice schemes and training methods without external interference or outside influence. Imparting real-life, on-the-job experience and sharing knowledge accrued over decades could help the next generation further the success and prosperity of the UK construction industry.

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UKC COMMENT

Obligation to have Friendly Discussions: Emirates Trading By Peter Sheridan, Partner, Sheridan Gold LLP A recent case (Emirates Trading, 2014) brought together two topics that I have touched on in recent months: an implied obligation of good faith in contractual relations and steps taken by the court to encourage parties to resolve their disputes without going to court. In a contract for the purchase of iron ore, there was a term that in the event of a dispute or claim “the Parties shall first seek to resolve the dispute or claim by friendly discussion” and if no solution was forthcoming in a period of four weeks, the matter could go to arbitration. It was held that there had to be friendly discussions to resolve a claim or dispute before it could be referred to arbitration. There was also a period of time which had to elapse before arbitration could be invoked. In legal language, there was a condition precedent to be satisfied before the arbitral tribunal could have jurisdiction. The argument that the suggested condition precedent was unenforceable, because it was a mere agreement to negotiate, or “agreement to agree” did not succeed. On the basis of the authorities before this case, as the judge accepted, an obligation to hold friendly discussions is unenforceable. There are a couple of difficulties. For one thing, the obligation lacks certainty. The House of Lords had held a duty to negotiate in good faith to be unenforceable in Walford v Miles (1992). Although the judge distinguished Walford v Miles on the basis that the obligation there was not under a contract, whereas here it was, it is a distinction without a difference and does not really address the uncertainty. Uncertainty remains over what exactly the process is that the parties are said to have agreed. In the Cable & Wireless case an obligation to mediate in accordance with the CEDR mediation rules got over the Walford v Miles difficulty of uncertain process. But it would seem that nothing could be more vague than “friendly discussion”. It was also suggested in Walford v Miles that a duty to negotiate in good faith is inherently inconsistent with

the position of a negotiating party and unworkable in practice. The judge in Emirates Trading sought to get over this problem by using an argument borrowed from an Australian case, United Group Rail Services. In that case there was an express good faith obligation, which was said to entail that the parties had freely agreed a constraint on their right to have regard only to their own interests. This argument also assisted the judge to a degree with the certainty point as the parties were limited in their discussions by the good faith obligation to the rights and obligations under the contract. In Emirates Trading, there was no express good faith obligation, but the judge decided that there was an implied one. The judge did not provide any analysis of this, merely citing the Yam Seng case. But as we have seen in my previous articles, Yam Seng and the other cases on implied obligation of good faith do not set down any general rule. On the contrary the obligation is said to be sensitive to the facts and circumstances of each particular case and the general rule is that there is no implied duty of good faith. So it was not enough to refer to the “masterly discussion” in Yam Seng; the judge needed to provide his own analysis of the facts and background of his own case. An interesting neglected aspect of the judgment in Emirates Trading is that the judge gives no consideration to the word “friendly”; he is concerned only with the discussion. But might not the use of the word “friendly” indicate that the provision is intended to be aspirational rather than strictly enforceable (particularly as agreements to agree were not regarded as binding)? Would any aggressive or hostile discussion transgress the obligation and what would be the consequence? Or is the word “friendly” in this context meaningless and to be disregarded? The case in the writer’s view shares with the previous cases such as Yam Seng an unsatisfactory lack of clarity as to what is and what is not required or

permitted by the obligation to have friendly discussion in good faith. The danger is that the courts are enabled by such vague concepts to make it up as they go along. 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

COMMENT UKC

Pay-back Time Adjudication is often referred to as a ‘pay now, argue later’ process, where you get a speedy decision which is temporarily binding. The decision must be complied with until a court or arbitrator comes to a different conclusion on the underlying dispute to that of the adjudicator. What is the legal basis for reclaiming amounts paid out under an adjudicator’s decision? How much later can you make the claim for repayment? These questions have made their way to the highest court in the land, the Supreme Court in Aspect Contracts (Asbestos) Ltd v Higgins Construction Plc. The Supreme Court gave their decision on 17 June and their answers to these legal questions have important practical ramifications. Higgins engaged Aspect to carry out asbestos surveys for a proposed development. The survey report was issued in April 2004. When the development got underway, the contractor discovered asbestos which Aspect’s report had not identified. Higgins alleged that Aspect had been negligent and, in June 2009, started an adjudication claiming their extra costs which they put at £882,482. The adjudicator found Aspect liable for £490,627. Aspect paid up in August 2009. That was the ‘pay now’ part. There was then a long period of apparent peace during which there was no indication that Aspect might seek repayment or that Higgins might seek payment of amounts that were claimed but not awarded by the adjudicator. The peace ended and the ‘argue later’ part started in February 2012 when Aspect started proceedings for repayment. Litigation or arbitration of a claim for breach of contract must be started within six years of the breach complained of in order to avoid the claim becoming timebarred (unless, unlike the position in this case, the contract is a deed in which case

the period is 12 years). It was now more than six years since the breaches claimed for in the adjudication. Claims for those breaches were therefore out of time. The breaches addressed in the adjudication were allegedly committed by Aspect. Their claim could not be based on their own breaches so what was the basis for their claim? The Supreme Court decided that Aspect’s claim for repayment arose out of a term implied into the contract which gave Aspect the right to recover any overpayment or under the law of restitution. Either way, the right to repayment arose when the payment was made and the six years for making a claim started then. In this case therefore, Aspect had until August 2015 to make their claim for repayment and had done so in time. The result was that Higgins was out of time to pursue the balance of their claim but Aspect was in time to reclaim the amount awarded in the adjudication. The court would decide the entirety of the dispute referred to the adjudicator. If it found that more should have been awarded to Higgins, it could not award the higher sum. It could, however, award a full or partial repayment to Aspect together with interest. Aspect therefore had a free shot (legal costs aside). All of this creates a risk for anyone that wins an adjudication but recovers less than the amount he was claiming. The time limit for recovering a higher sum will, in most cases, run out before the loser’s right to claim repayment expires. Losing parties may therefore delay their claim for repayment until time has run out for the winner. The winner has a difficult decision to make – should he stir things up by starting litigation or arbitration or sit tight and hope that a claim for repayment is not made? The Aspect decision was based on the wording of the ‘Construction Act’ and

the Scheme for Construction Contracts. It should be possible to draft contract provisions that avoid the problems arising from the decision and no doubt pencils are already being sharpened in offices across the land with that in mind. And adjudication was meant to be such a simple process … Mark Clinton, Partner, Thomas Eggar LLP

Mark Clinton

UKC COMMENT

Top Ten Tips for Vehicle Recovery Selection Roger Williams, Director, AA Business Services 1: Does the cover fit your fleet? There are a variety of breakdown cover types available and not all of these may be suitable for your fleet. Vehicle weight, length and height can all be a factor, particularly when European cover is required, and some cover is tailored to a specific type of vehicle, such as minibuses, motorcycles and HGVs. It is vital to find a breakdown cover provider who can respond quickly with appropriate resources in the event of an incident. 2: What are your vehicles used for? If you’re running a fleet of specialist vehicles such as courier vehicles, ambulances, ice cream vans or taxis, look out for cover that has been specially developed to meet your requirements. 3: Basic cover v. comprehensive? Depending on your company policy, you may be looking to cover your fleet as cost effectively as possible or conversely you may be under pressure to arrange the cover with all the bells and whistles! The right cover for your vehicles will depend greatly on a number of factors: how far from base are they travelling? Where are they garaged – on one site or at the drivers’ homes overnight? Will they be travelling outside the UK? Removing services you don’t need can help to keep costs down without leaving your drivers or vehicles stranded when they need assistance. 4: How can you tell whether the breakdown cover will live up to the hype? With a plethora of breakdown cover options available, it can be difficult to assess how good the cover actually is – customer service, speed of roadside response and roadside fix rate are all areas that will make the difference between an excellent, satisfactory or disappointing service. There are independent and objective measures of breakdown cover quality – whether via consumer agencies (such as Which?), industry and supplier awards, comparison websites or social media recommendations. It is worth checking a variety of sources before making your final choice. 5: Do you qualify for any special deals? Most breakdown cover providers have arrangements with selected trade organisations and business associations, offering preferential rates on breakdown cover as a benefit of membership. If

your company is a member of a trade association, check with them whether they have such a scheme in place – or consider becoming a member. In some instances the breakdown cover savings can actually offset the cost of the membership. 6: Could you benefit from ‘whole fleet’ offers? Some breakdown cover policies will allow you to add optional extras such as European cover or parts and labour cover to your whole fleet at a low ‘per vehicle’ cost. This is a cost-effective way of managing additional cover where you may not know in advance which vehicles may require these services. 7: Do you have a rapidly changing fleet? If you think you may regularly need to add or replace vehicles during the course of your breakdown cover period, it’s worth checking with breakdown providers whether they apply any restrictions to amendments that can be made, or whether there is a charge for vehicle substitutions. You may also want to consider setting up a Direct Debit authority to facilitate easier and more convenient payment of pro-rata fees during the term of cover. 8: Consider buying online. Breakdown cover providers often offer special introductory deals to online buyers – and unlike buying over the phone, you can select and pay for your cover online 24 hours a day, 365 days a year.

9: Check the small print! Unless you are purchasing your breakdown cover on a ‘pay-for-use’ basis, it will be regulated by the Financial Conduct Authority in the same way as any other insurance policy. This is good news for business customers as you will benefit from statutory protection if something goes wrong. This includes a 14 day ‘cooling off period’ if you change your mind after purchasing cover, a commitment to provision of full terms and conditions of cover, and strict rules around response to complaints. Remember to keep all of your policy documentation in a safe place in case of any queries. 10: What about the future? As technology brings new developments to the breakdown cover marketplace, look out for additional services either as part of the breakdown package or as a bolt-on. Smartphone apps, GPS live-time tracking, telematics, online account management and in-cab entertainment for recovery vehicles could all become an integral part of the breakdown cover offering in the coming years. Check when purchasing if you can benefit from any of these enhancements, either now or in the near future. For more information and advice please visit the www.theaa.com/businesscustomers/index.jsp AA website.

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UKC INTERVIEW

Exclusive Interview: Aurora

Aurora is a leading specialist developer of Facial Recognition systems. Renowned internationally for the unparalleled accuracy of its Facial Recognition algorithms, Aurora has emerged as the face of biometrics. UK Construction Media spoke with Aurora about the Company’s experience and the many construction applications of Facial Recognition systems. Could you tell us a bit about the company and its origins? Aurora is a UK based world leader in Facial Recognition technology. With nearly 20 years’ experience and a unique approach to the technology, our solutions are in use worldwide in different applications, which include airport passenger management and access control. We carry out all development and support “in house” and offer a range of products that have been designed specifically for the construction industry. Our Technical Support team provides direct support to our customers, both on site and remotely. Has your work always been within the construction industry and if not, how did that happen? We work in different industries with this technology, but construction has always been a key part of our business. The construction industry was an early adopter of biometric technology due to the high incidence of wage fraud. Biometric verification eliminates these issues. Knowing who is on site is important to every industry, but in construction there are enhanced Health and Safety considerations and it’s also useful for management to know exactly how many individuals from each trade are working at any given time. Using Face Recognition for this task offers a number of advantages over normal biometric systems. For operatives, the main benefit is the hardware being non-contact and extremely fast. For management, the system eliminates buddy punching and ghost workers. Our systems save our customers many hundreds of thousands of pounds per year by eliminating fraud and making administration easier Your biometric facial recognition system is used in construction. What does this involve? ClockFace+ is our most widely deployed solution in this industry. Operatives

enter a PIN code (or use a card) and look at the sensor to be verified, with the whole process taking a few seconds. Because ClockFace+ was designed for the construction industry, users can also receive Health & Safety graphics and even individual messages when they pass through. ClockFace+ can also control a turnstile for controlling access to site and we produce a rapidly deployable combination of these called the Integrated Biometric Turnstile, or IBT. There is an extensive suite of software modules for reporting on site attendance, hours worked, trades on site and each operative’s record can include comprehensive data such as HMRC details, scanned documents and safety records. Which other of your products are useful in a construction environment and what do they do? We also offer a phone and tablet solutions which keep photo records of individuals clocking in/out together with the GPS location of the device at the time. This is an ideal solution for semi-permanent sites or a small, mobile workforce. These mobile solutions link in the cloud to the same reporting and analysis software as the ClockFace+ biometric units, so we can offer a solution for any size of company across many varied locations. What do you believe you can offer the construction industry that is different to what already exists? We are the only company manufacturing a Facial Recognition based solution for this application. All other biometric systems are based on Fingerprint or Palm/Vein scanning technology and Facial Recognition offers a number of advantages over these. For example, we take an image of everybody using the system so anyone attempting to enter as somebody else, or enter when they shouldn’t, will have their picture taken. We also believe we have the most comprehensive reporting software available, having refined this over many years of working with some of the country’s largest construction companies.

How do you see these products further improving the industry in the future? These are exciting times for us, as we have just deployed the world’s first Facial Recognition system for construction industry Time & Attendance use using Deep Learning, a form of artificial intelligence. This new method increases both the speed and accuracy of recognition and soon users will not even need a PIN number or card, this new breed of Facial Recognition will recognise them as soon as the present to the sensor and clock them in or out of site. For more information on how Aurora’s Facial Recognition systems can benefit your business, please visit www.facerec.com

BIOMETRIC TIME AND ATTENDANCE ELIMINATES BUDDY PUNCHING IMPOSSIBLE TO CREATE GHOST WORKERS TOTALLY NON-CONTACT FOR SPEED AND EASE OF USE REPORTS ON WHO WAS ON SITE, FOR HOW LONG AND FROM WHICH TRADE

MobileClocking: Smartphones record images and location data for Time & Attendance. Ideal for remote and mobile workforces in smaller groups.

TabletClocking: Ruggedised tablet captures images of workers clocking in/out. Ideal for semipermanent and permanent sites and can also control access via a Turnstile.

ClockFace+: Full Biometric verification of users. Eliminates “buddy punching” by using world class Facial Recognition technology. The ultimate in secure access, ClockFace+ can be used Stand Alone or with a Turnstile.

Access Control: Full site security combined with ClockFace or TabletClocking readers. Configurable for various site requirements and redeployable.

ClockFace Manager: Manages personal records and reports on Time & Attendance for Workers, Sub Contractors and Agency Staff.

FaceManager: Browser based Administration and Reporting software using Cloud technology to cut down networking and server costs.

TimeKeeper: Automatically manages workers from shift through to payroll. Fully adaptable with many types of shift and payment pattern and integration with industry standard Payroll systems.

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INFO@FACEREC.COM

UKC PROFILE

FACT: Poor wheel alignment means increased cost In an era of unprecedented high fuel costs companies must look to themselves to improve the fuel efficiency of their transport fleets. Routine wheel alignment is one such way to slash costs. Research conducted at the Transport Research Laboratory has shown a clear link between axle alignment and fuel consumption. A one-degree misalignment on a single axle could increase fuel consumption by up to five per cent and cut tyre life by over a half. In spite of these findings, it is surprising that so many hauliers pay lip service to routine preventative wheel alignment. Steertrak, the largest independent laser wheel alignment specialist in the UK,

will ensure that your wheels are running straight and optimised for maximum fuel efficiency. This also means less CO2 emissions putting you at the heart of the current environmental agenda. Steertrak customer, Kidds Transport of Lancashire, takes fuel efficiency very seriously. Regular wheel alignment by Steertrak resulted in an improvement of over 20% in steered axle tread life and fuel savings of between 3.8% and 18.6% on its articulated vehicles and between 3% and 11% on its 46 rigid tautliners. Effective wheel alignment requires precision and attention to detail. It also requires the right tools for the job. All too often, companies try and get

away using equipment intended for use on light vehicles. At the end of the day, you get what you pay for, but you can be sure that mistakes and lack of precision will cost you dearly. Steertrak uses industry leading laser alignment equipment and can check on all aspects of steering accurately and efficiently. With over 31 years of experience, nationwide coverage 24 hours a day, seven days a week and 18 specialist engineers, Steertrak can help you take control of your fuel and tyre costs. Start to save today and contact Steertrakâ&#x20AC;&#x2DC;s control room on 01684 276900 who will put you in touch with your nearest engineer.

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UKC COMMENT

Public Inquiry? Who are you going to call? Stewart Lowther, Atmos Consulting The traditional quasi-judicial structure of a Public Inquiry, intimidating to some, also serves to emphasise the fact that it is an inquiry into the truth of a matter. With wildlife trusts, objector groups and the general public increasingly aware of the power of environmental legislation, it is a rare inquiry these days that does not have at least one environmental pivot point. By the very nature of the arguments being examined, the inquiry will rely on expert witnesses drawn from academia and the environmental consultancy industry. Probably one of the longest playing inquiries in the onshore wind sector, and one in which I was privileged to participate, was that into the Mid-Wales windfarms. Although the inquiry closed last June, the outcome, at the time of writing, had not been published and is eagerly awaited not least by me, as I contributed evidence on behalf of RWE’s Carnedd Wen scheme. On its outcome depend plans for multiple wind farms and a 132kV overhead electric line connection from a Llandinam to the Welshpool substation. The potential economic impact for the community cannot be underestimated but, as an expert witness, my role was objectively to comment on specific issues under examination. Interestingly, and like many proposals these days the proposal is for a wind farm and habitat restoration project so for me, as an ecologist, it presented an exciting opportunity to look at the real potential for proactive restoration. My colleagues

and I measured and commented on the ecological risks, including to birdlife that would arise from the erection of 49 turbines, addressing matters raised by CCW, now Natural Resources Wales (NRW) and the RSPB. Indeed we found that there would be a minor negative impact, but that this could be set against the net positive impact that would follow successful habitat restoration; and my work, alongside hydrologist Dr Alan Edwards and peat expert Dr Andy Mills had shown that to be feasible. We have a deep professional respect for the bodies like NRW, Scottish Natural Heritage, Friends Natural England, RSPB et al. While we regard them on the one hand as colleagues and fellow environmental protectors, make no mistake that no quarter is given either way at Inquiry. Objective, science prevails, and anyone falling short will soon be challenged. We give evidence as scientists, not advocates of a project. In truth, giving expert witness is reasonably lucrative work, but it entails many long hours of preparation with the timetable defined by the Inspector. Much midnight oil is burned – I know: l’ve participated in almost thirty. The Planning Inspectors that conduct inquiries are senior and seasoned professionals, and the cross examining advocates are usually highly experienced QCs. Expert witnesses that fall short of the mark will receive short shrift. Professional reputations are on the line; expert witness work is not undertaken

lightly – but for my colleagues and I it is still gratifying to be invited to give evidence to another inquiry. Stewart Lowther is Managing Director of Atmos Consulting. www.atmosconsulting.com

Stewart Lowther

training@rics.org

rics.org/bimcertificate

UKC COMMENT

Creating a Castle in the Cloud It is a really fascinating time in the world of construction and architecture, the development of buildings, architecture and infrastructure is getting quicker and easier. But this is creating a whole new set of challenges and while some organisations are just coming to terms with BIM workgroups and changing software, some are now moving towards point clouds and cloud working to construct and deliver their projects. So who is designing in the cloud? Architectural and construction organisations have started to realise the challenges faced when trying to manage ever-growing volumes of information across multiple projects, locations and with a variety of different stakeholders. Building Information Modelling (BIM) design processes can often create a great deal of changes, alterations and has proved to be one of the biggest drivers for organisations to consider a move to cloud based operations. BIM projects can produce enormous files and often involve a great deal of complexity and engagement from a wide range of additional contractors and key stakeholders. These multi-faceted challenges can often create miss-communications, rework and difficulties when facilitating cross-partnership working. All of this has created the need for greater collaboration and a better way of interacting. Many of the organisations using cloudbased services currently are those that are often working on multiple projects, in localised offices, requiring a variety of inputs from different partners. Some need the opportunity to adapt and change the model, whereas some are only required to interrogate and understand their particular section. To operate effectively these organisations require a way of communicating with a number of stakeholders clearly, precisely and effectively to achieve their targets. The move to cloud is an easy way to solve these issues without the need for expensive internal and back–up data storage data storage capacity. By implementing cloud-working, organisations have benefitted from more efficient working practices, a reduction in the level of rework and design improvements. So why are people reluctant to use Cloud-based CAD? Well in reality a lot of organisations are fearful for putting highly complex and often sensitive data in the cloud, which is often perceived as less secure. Recent scares in the media have made people wary of the security of using cloud based storage and many industries, such as

the nuclear industry, have expressed concerns about using this medium due to worries about security and the importance put upon the industry to keep confidential and restricted data secure. However many other organisations haven’t considered cloud-based storage for a range of reasons, many of them without substance. Broadband speeds have often been highlighted as one of the issues especially when dealing with multiple users working on and saving large data-heavy documents. However as high-speed internet connections and connectivity rates have improved around the country, so has the opportunity to operate in a cloud-based environment. Another concern organisations have voiced is around the security of the data. Contrary to the belief of many, the security of data through cloud-based systems has developed substantially over the past few months and years. Most platforms available adhere to the ICO 27001 security standards and are rigorously tested to ensure the security of the data. Stakeholders can gain access to documents via passwords and can be given varying levels of rights to change, alter and save over documents. They can also be restricted to purely view the model or specific sections of the model if required. This means that data can be transferred and amended where and when appropriate. So why should you consider working in the cloud Disaster Recovery - The data is stored off site protecting it from local damage. The cloud service provider is responsible for continual access to the data, removing the need for a managed local backup solution. Collaboration - The most up-to-date data is accessible by all designers, engineers, quantity surveyors or facilities managers. Project communication may also be conducted through the cloud portal, which allows a range of users to access the same screen at the same time. Ubiquitous - Access to data stored on cloud services is not limited to desktop workstations. Many portable devices such as tablets and smart phones are also

able to view and interrogate the data. So where’s your castle? There are many good reasons to consider a move towards cloud working and there is a growing belief that the cloud is rapidly becoming the way to interact and develop good business relationships as well as improved efficiency and effectiveness. For more information about whether your organisation should be looking to the cloud, get in contact www.quadrasol.co.uk or bim@quadrasol.co.uk

CONSTRUCT

Restitution, Unjust Enrichment and Adjudicators I know that this may seem a little cynical but the concepts of justice and English law do not always totally align. We have all heard about cases where a party has “won” its case but, when the unrecoverable legal costs are factored in, it then wonders why it ever bothered to pursue the matter in the first place. But of course this ignores the psychology of disputing parties, an entirely different subject, and also ignores the possibility that mediation might have produced a better financial outcome, a further different subject matter, but then I digress from what I wish to consider in this article. Over the years I have received many submissions from claimants in adjudication arguing that by not ordering payment by a Responding Party, it will be unjustly enriched. Or, in other words, that a Responding Party has received something of value without, unless I so order, having been required to pay for it. A claim for unjust enrichment is an equitable restitutional remedy and adjudicators are not ordinarily entitled to deal with such claims unless the claim can also be argued to have arisen as a breach of contract. Even then there has been argument about whether or not adjudicators have jurisdiction to deal with such claims in any event. That is until now. A payment of compensation, for example as damages for breach of contract, is a compensatory response to something that has gone wrong, whereas a claim in restitution for unjust enrichment would involve a Responding Party returning something of value to a Claimant.

Such a claim was considered in ISG Retail Ltd -and- Castletech Construction Ltd [2015] EWHC 1443 (TCC). In this case ISG Retail Ltd (“ISG”) had paid Castletech Construction Ltd (“Castletech”) £35,000 plus VAT in advance of work being done and was seeking repayment on the basis that there had been a total failure of consideration by Castletech. The adjudicator in this case had ordered Castletech to repay the deposit of £35,000 plus VAT back to ISG and Castletech resisted enforcement on the basis that the appointed adjudicator had no jurisdiction to order what was a restitutional remedy in respect of a dispute that had not arisen under the contract.

So we now know that adjudicators do have power to grant a remedy by way of restitution if that is an available remedy, provided there is an underlying contract which provides for adjudication and this is a remedy that has, of course, been claimed.

Peter Vinden is a practising adjudicator, arbitrator, expert and mediator. He is Managing Director of The Vinden Partnership and can be contacted by email at pvinden@vinden.co.uk. For similar articles please visit www.vinden.co.uk

It appears that the presiding judge, Mr Justice Edwards-Stuart, had little difficulty in deciding the dispute finding that as the Notice of Adjudication framed the dispute “as to whether or not there had been a total failure of consideration”, it was clear that a dispute had arisen under the contract and that the adjudicator was entitled to order restitution if that was a remedy available for the breach of contract in question. Mr Justice Edwards-Stuart further confirmed that if there had been no contract the adjudicator could not have made an award by way of restitution, even though it might have been an appropriate remedy in law, before going on to state “there is nothing in the Scheme that deprives an adjudicator of the power to grant relief by way of restitution if that is an available remedy for the breach of contract in question”.

Regent House, Folds Point, Folds Road, Bolton BL1 2RZ t. 01204 362888 f. 01204 362808 tvp@vinden.co.uk www.vinden.co.uk

COMMENT UKC

Navigating life’s passages using Project Management By Michelle LaBrosse, CCPM, PMP®, PMI-ACP, Chief Cheetah and Founder of Cheetah Learning I recently took a class to learn how to navigate the Inside Passage to Alaska. The goal of the class was to get our sailboat, the “David B,” 740 miles from Bellingham, Washington to Ketchikan, Alaska in twelve days. The speed the boat travelled was dependent on the capabilities of all the systems on the boat, the strength of the crew to be at sea, the wind, the tides, the currents of the various channels and passages, and any obstacles or distractions encountered en route. As with any project, the more experience the people on the project team had and the better the quality of their tools, the more likely it was we would achieve our goal. The projects that take you through life’s passages are just like navigating the Inside Passage - you might have some of the fundamental skills required, but success ultimately depends on the strengths of your team, how you use those strengths, and the quality of the resources you assemble to achieve your goals. Keep these four points in mind when navigating the important projects through your life’s passages: 1. Use qualified resources and know their capabilities and limits. Through one of the rougher passages called Johnston strait, I jotted a note in my navigation book: “put the sailboat on a barge to ship it to Alaska.” I knew that boat was not up for this trip. The boat is too small for big seas. To cruise across Johnson Strait in that small sailboat would require waiting for the weather to be calm. This could be a long wait, as the area has perpetual rough seas. The same is true for any project. If you have the right tools and the right people (i.e. resources), achieving your project objective is possible. The reality of many projects, though, is that people go into them without doing adequate due diligence of the resources required for the project. BEFORE undertaking a new project. Evaluate what is required by studying how others before you have accomplished what it was they achieved. 2. Time the activity to go with the flow. There is extensive documentation of tides and tidal currents. So for the Inside Passage trip, going with the flow was a matter of being prepared (yes, this seems a bit of an oxymoron). Yet it’s the same

with any project - knowing when to do some activities requires an awareness of the impact of the external environment. 3. Know where the risky passages are and plan your way around them. There are numerous narrow channels on the Inside Passage that actually have tidal rapids. You can only traverse these during “slack” times - and some of them have slack times of just five minutes four times a day. When looking at the challenges for your projects, it makes sense to plot the path as well to know the best time and way to navigate the most challenging passages. 4. Make mid-course corrections to account for changing conditions. We anchored one night in a quaint cove that was protected and calm. When we came into the cove at 5 pm, it was relatively calm and at high tide. Since it had been a long travel day, we had planned to have a leisurely breakfast and pull anchor around 10 am. As we were eating a late dinner, the tide was going out and we noticed all the exposed rocks at the inlet. We also heard the weather report of the sea swells starting around 2 pm the next afternoon right when we would be hitting an outside passage. We decided to leave five hours earlier, at 5 am, to avoid any rocks at the inlet and to get through the outside passage in calmer seas. The same things happen on all projects: pay attention to those things that can make your life easier and change your plans accordingly. Learning how to better navigate the projects of your life using your innate strengths and the strengths of those around you can significantly enhance your journey as well. Learn how to chart your unique life path in the way that is best for you. Become a Cheetah Certified Project Manager - learn more at www.cheetahcertifiedpm.com.

About the Author:

licensees worldwide. To date, more than 50,000 people have become “Cheetahs” using Cheetah Learning’s innovative Project Management and accelerated learning techniques. Michelle also developed the Cheetah Certified Project Manager (CCPM) program based on Myers-Briggs Type Indicator personality profiling to help students master how to use their unique strengths for learning, doing projects, and negotiating. CCPM graduates are able to choose the right projects and complete those projects “cheetah fast” based on their personality. They also learn how to leverage others’ strengths which significantly improves overall project team performance. When an employer has a cadre of CCPMs on staff, they achieve whatever they set out to achieve in record time. This is why over 90% of Cheetah’s clients experience an increase in both profitability and revenue within the first year of retaining Cheetah Learning for their Project Management training needs. Honoured by the Project Management Institute (PMI®), Cheetah Learning was named Professional Development Provider of the Year at the 2008 PMI® Global Congress. A dynamic keynote speaker and industry thought leader, Michelle is recognized by PMI as one of the 25 Most Influential Women in Project Management in the world.

Michelle LaBrosse

Michelle LaBrosse, PMP, is an entrepreneurial powerhouse with a penchant for making success easy, fun, and fast. She is the founder of Cheetah Learning, the author of the Cheetah Success Series, and a prolific blogger whose mission is to bring Project Management to the masses. Cheetah Learning is a virtual company with 100 employees, contractors, and

UKC COMMENT

The price of a Timely Application A recent decision in the Technology and Construction Court (TCC) by EdwardsStuart J in the case of Leeds City Council v Waco UK Limited [2015] EWHC 1400 should serve as a wake-up call for contractors in the trade who fail to recognise the importance of applying for interim payment on the exact contract date which has been agreed to. This decision from the courts has the potential to influence the validity of interim payment applications sent on any date other than the exact date specified in the contract. Leeds City Council (LCC) contracted with Waco UK Limited (Waco) under an amended JCT Design and Build Contract 2005 (Rev 2 2009 edition) to carry out the design, manufacture and installation of new factory-assembled modular classroom buildings at Roundhay Primary School in Leeds. This may seem nothing out of the ordinary, as detailed (and as some contractors regularly tell us - overtly complex) payment provisions are nothing new, however in practise how many contractors adhere to the exact contract date on which interim applications are to be submitted? Whilst this may be a generalisation on our behalf, most contractors (like Waco in this instance) often submit their interim payment applications around the time period that the application is due in accordance with the contract, but more often than not this can be a couple of days early or similarly a couple of days late. In practise, it is very rare that the paperwork trail is accurate on a monthly basis to the exact specified date as stipulated in the contract. Back to the case of LCC v Waco, where Waco submitted an interim application on 22nd September 2014 for the sum of nearly £500,000, however this application was made and received a full six days before the bi-monthly required date as

specified by clause 4.9.2 of the contract being the date of 28th September 2014. LCC in response didn’t serve a payment notice, or a pay less notice and did not make a payment. As one might expect, adjudication followed and Waco succeeded in this matter, and in due course a payment was made by LCC. This matter was then taken to the Technology and Construction Court, where LCC submitted that there was never any entitlement under the contract provisions for applications for interim payments to be made on any dates other than those stipulated by the contract. Edwards-Stuart J decided that an interim application was required to be made on the relevant date agreed, and had to include the total value of the work properly executed up to that date, and whilst a degree of flexibility was inferred from the parties conduct in terms of when a valid application could be submitted after the due date, the judge concluded that an application could not be made before the relevant due

date - on the basis that an application made early could obviously not cover work between the date of the early application and the later valuation date. But is this correct? Don’t all contractors in the main when quantifying their work to date, work on an accrual basis of ‘projecting’ the amount of work to the end of the relevant period? - we think so, and it certainly makes sense to do so - but the moral of this story is that if you plan to rely on the opposing parties default in terms of a Payment Certificate or Pay Less Notices, then there can be no substitute for making those applications on the exact date that you agreed to make them on. Applied for on any other date, and an application for payment may just find the decision of LCC v Waco to be a substantial hurdle. Joseph Bond, Managing Director, Kenzie Group Limited

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UKC COMMENT

Energy Savings Opportunity Scheme – ESOS New guidance published February saw the Environment Agency publish updated ESOS guidance on behalf of the scheme compliance bodies; Natural Resources Wales, Scottish environment Protection Agency, Northern Ireland Environment Agency and Department of Energy & Climate Change (DECC) Offshore. The guidance helps to clarify a number of issues raised with the helpdesk, in particular with the scope of ESOS and qualification criteria with respect to overseas undertakings and UK establishments. Further more with: ••The application of ESOS to trusts ••Determination of corporate groupings ••Calculation of total energy consumption ••Auditing approach for the construction sector ••Notification requirements ••The approach to site visits ••The treatment of assets purchased or disposed of after the qualification date and before the compliance date ••The extent of inclusion of transport energy ••Liability for compliance in cases of disaggregation, and ••What records to keep in evidence packs. The Environment Agency is keen for companies to understand ESOS as a

benefit, not an ogre, and how compliance will deliver benefits to both companies and the environment through a flexible scheme. According to the government, businesses could save £1.9Bn on energy bills, citing calculations that investing £15,000 a year on energy efficiency measures as recommended by the assessment could lead to bill savings of more than £56,000 per year. Under the new EU legislation, member says are required to implement a mandatory programme of energy audits for ‘large enterprises’. Over 9,000 companies in the UK are required to comply, with initial audits due to be undertaken by 5th December 2015. These large organisations (employing more than 250 people or a turnover in excess of e50M), are required to review total energy use, from building energy use, to transport energy use and industrial processes; thus calculating the amount of energy used per employee, and identifying measures that could save energy. A number of energy managers have replied to surveys stating that getting ‘Board-level buy–in’ is proving difficult, finding it hard to lift energy efficiency from the bottom of the agenda despite its proven cost savings. “Three quarters of businesses have yet to start their mandatory energy

audits which must be completed by the end of the year.” – EnergyLive News, March 18th 2015-05-20 This is the surprising news that numerous businesses, who must comply to the ESOS scheme are ignoring the fact that, by December, the scheme will be up and running and companies could be fined up to £50,000 plus extra charges of £500 per day for up to 80 days. Jo Scully, ESOS Project Manager, says: “The Environment Agency, DECC and the other UK regulators have been raising awareness of ESOS over the last year. This has involved sending letters to more than 14,000 organisations, holding workshops, speaking at conferences and trade associations, publishing detailed ESOS guidance on our website and setting up a dedicated helpdesk. We encourage organisations covered by ESOS to begin assessments now if they haven’t already done so. The deadline is only seven months away so acting now is important to ensure compliance.” If businesses want to know more, they should consult the ESOS guidance at: https://www.gov.uk/energysavings-opportunity-scheme-esos or email the helpdesk: esos@environment-agency.gov.uk

sales@iesve.com

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UKC COMMENT

Smarter Bim = Smarter Collaboration The digitisation of the construction industry has been increasing rapidly since the turn of the 21st Century and as more devices have become connected to the internet, architects, developers and engineers continue to look for ways to increase productivity and enhance the design of buildings across Europe. Steve Thompson, BIM Programme Manager for Tata Steel looks at the use of BIM in the industry and how the process and collaboration between designers, engineers and the wider supply chain can be made more efficient. In addition to the rapid growth of worldwide connectivity and the emergence of ‘The Internet of Everything, the United Nations has predicted that global population will increase by 2.3 billion people before the year 2050 with urban population increasing by 2.4 billion. In short, that means to house the increase in population at an average of 100 people per building, around 2,000 residential buildings need to be built every single day for the next 35 years. So, as the world becomes smarter, more connected and the construction industry continues to focus on the challenge that the population boom will create, new buildings also need to integrate physical, digital and human systems to become smarter and deliver a sustainable future for the world’s cities. This includes creating buildings, which connect to and can provide data on energy usage, water usage and transport throughout their lifecycle, for example. One way in which this can be achieved is through more efficient use of BIM (Building Information Modelling). In today’s construction industry, BIM is increasingly accepted as a modern design process, enabling improved multidisciplinary integration and the ability to detect and resolve design issues earlier in the process where they have most potential to be resolved efficiently. This means there is potential to build a more complete picture of a construction project

at the design stage, showing how it can be delivered, operated and maintained to achieve the best possible outcomes. But further than this, BIM can enable manufacturers, architects, engineers, builders and the end users to collaborate easier throughout the procurement, assembly, operation and renewal stages to achieve smarter, more efficient buildings. However, many manufacturers and contractors feel that there is a great deal of “BIM-wash” in the industry and a lot of mixed messages about the use of the technology. Similarly, many users of BIM technology state that there is simply too much information currently available to them and are becoming overwhelmed with the task at hand to decipher, unpackage and ultimately understand what is required to ultimately benefit from the technology. With BIM user-experience in mind, forward-thinking manufacturers, such as Tata Steel have seen an opportunity to evolve BIM content beyond current requirements to ensure the correct level of information is available at each stage of a project. The new format is based on information that remains with the product through its lifecycle, which involves the provision of selectable detailed product information alongside 3D objects. By providing the data in this way, BIM users will be provided with appropriate, timely and relevant BIM information for construction products, which can be tailored to a specific point or requirement in the project process such as the location, context, profile or geometry. This means BIM users can make better decisions about the products they use by having the right information in the right format, for their projects. Additionally, through this approach, contractors can start to find a more efficient BIM process and easier collaboration with architects, manufacturers and the supply chain. Tata Steel’s BIM

content, for example is being created to include software agnostic content along with 2D and 3D geometry for over 7,000 products in over 41 countries. The data is organized to include accessible content in IFC, to meet national requirements (for example COBie in the UK), and to provide additional specification, support and software-specific information where relevant; the aim being to maximize the flexibility of the information available to enable users to tailor it to their needs. To register for the Tata Steel’s BIM content, visit www.tatasteelconstruction.com/bim

Steve Thompson

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UKC EDUCATION

Telford College of Arts and Technology

Learning facilities boosted Telford College of Arts and Technology provides a modern range of facilities for students and staff to create a complete, safe and secure environment in which to study and socialise. Over the years, the College has invested significantly in its facilities, developing a state-of-the-art campus and learning equipment to improve the experience of students. The campus is still growing and new developments are planned over the next two years to continually develop the college and its facilities. Recent work has seen the creation of a new Engineering and Technology Centre, known as the Discovery Centre. The flagship centre delivers a range of skills that are vital to the continued economic development of the region. Skills delivered by the centre include: Computer Aided Design Computer Aim Manufacturing Milling & Turning Hi-Tech Automated Machining programming (CNC) Welding Skills Hand fitting and fabrication skills The skills provided by the centre compliment the other high-level skills covered by the College, such as Automation, Electrical engineering, Automotive and construction. Working with Architect, Pinnegar Hayward Design, and Main Contractor Pave Aways, the centre was opened in September last year. Covering some 1,300sq m, approximately 900sq m is dedicated to Engineering workshops, while support facilities and a separate LLDD facilities has been created. The design allows for expansion of the facility at a later date, with minimal disruption, to increase the Centre’s usable lifespan. All elements of the design have been carefully considered to help achieve a BREEAM rating of Excellent. Complementary to this development was the opening of a new £3.5M automotive engineering academy. With the capacity

to train more than 100 students at a time, also been carried out at the college, the Centre opened in September 2014. together with new build projects. Jim Hillman, head of school with The College recently secured a responsibility for the centre said: “The Big Lottery Fund grant worth early facility will ensure that students and £10,000 to help fit out the new multitrainees will be fully up-to-date with sensory room on the campus. developments in the industry, by learning The Willow Tree Centre is new £1.8M build on state-of-the-art equipment. currently under construction. Designed “The equipment is housed within three to provide specialist facilities for learner brand new specialist workshops, one with complex needs and disabilities, the of which is sound proofed for engine centre will be home to Post-16 pupils and chassis dynamometer testing. currently based at Bridge School in “Facilities include general training provisions together with the latest automated test lane for MOTs, a chassis dynamometer, engine testing and fault diagnostics, computerised four-wheel Established in 2000, our experienced team of 'in-house' alignment and Snap-On tools electricians and network engineers are fully conversant with and equipment.” all areas of electrical legislation. Once again working with We hold the ISO 9001 standard and operate on a UK wide Pave Aways, basis, with offices in both Birmingham and London. the building was constructed on Our services are all designed with you, our clients, in mind. split level piled foundations on Through extensive experience, knowledge and clear an existing piece understanding, we are able to offer you a full 'turnkey' of steep graded solution. land between the existing sports Electrical ● Network ● Data Center hall and Discovery Centre. The lower Air Conditioning ● Interactive Whiteboards level houses the plant and store rooms, with the 10 Prince Road, Kings Norton Business Centre, main teaching Birmingham B30 3HB areas located at the higher level. Numerous www.datapowerlimited.co.uk refurbishments have

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Telford, when it opens in September. Long-term construction partners Pinnegar Hayward Design and Main Contractor Pave Aways have undertaken the project, the latest in a long line of investments at the fast growing campus. Edward Bird, TCAT’s assistant principal, explained: “The room is for individuals and groups of young people with complex, severe and profound multiple difficulties, to enable them to develop their confidence, sense of well being and engagement in learning.

WILLOW DEVELOPMENTS

“The room will also be made available as an out of college hours social club based at Willow Tree, as the project progresses.” He added: “TCAT have worked closely with the Bridge School and parents and carers, to identify reliable and effective sensory equipment which stimulates young people and gives them a rare opportunity to feel control over their environment. “Telford College has been exploring ways of providing further post-16 specialist provision for learners with more profound and multiple difficulties and needs since 2011.

“This new development will add to the inclusive nature of the college, as it will provide education form entry level to foundation degree students.” The funding will help to provide equipment such as bubble columns, fibre optic carpet, lights and music systems for the centre’s multi-sensory room.

We are pleased to be associated with the Telford College of Arts and Technology project and wish all involved continued success for the future

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UKC COMMERCIAL

Delivering the perfect package

The Mailbox, Birmingham This September will see the official opening of the refurbished Mailbox, so work is continuing apace at the prestigious site to ensure all the components are finished. Plans by Stirling Prize winning Architect, Stanton Williams and Weedon Partnership, are seeing the iconic building enclosed with a sky-lit mall, creating an urban room with new facades, finishes and store frontages. The building itself was previously the Royal Mail’s city centre parcel sorting office. In 2000, it was converted into a mixed-use retail led development by the previous developers, creating what was the largest mixed-use building in the UK. Whilst the initial conversion was highly praised, creating a huge amount of potential and also converting a huge industrial building into a place where people could live, work and relax, the design was never quite right. New investment in 2011 has brought the

opportunity to re-envision the Mailbox. One of the largest problems faced was that the internal street that runs through the building was open to the elements, with two levels of retail. Light struggled to reach into the street and if the weather was bad – visitors were not likely to linger. This problem has been solved by the construction of a glazed roof which covers the mall, and the creation of two very distinct spaces – a traditional mall at lower level and an ‘urban room’ for the upper level. This is now an internal space, lit from above with a palette of simple materials. The intention was to create a space where people would want to stop and dwell rather than pass through. Gavin Henderson, Director at Stanton Williams, says: “The Urban Room is envisaged as an internal urban space, much as an Assembly Room would have been in the 18th Century,

or the Tate Modern’s Turbine Hall is today. It will play an important role within the on-going regeneration of Birmingham’s public realm.” In addition to the two levels of retail space, work has been carried out to the upper restaurant and bars area. Part of which has seen a three-screen cinema developed – an Everyman Cinema, and the opening of a new 45,000sq ft Harvey Nichols. A further 50,000sq ft of space will be refurbished to house Grade A office areas, providing flexible and efficient accommodation with an open glass atrium style reception, full height glazing and an opportunity to utilise the mezzanine as part of the layout. Main Contractor for the Design and Build project is Galliford Try. Phased opening has been scheduled throughout the summer, with the official opening scheduled for September.

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COMMERCIAL UKC

Bakers kneaded!

The Village Bakery rises to the challenge Located in Wrexham, North Wales, The Village Bakery is a family owned and managed craft bakery, producing an awardwining range of fresh bread and rolls, hearty pies and delicious morning goods. These traditional bakers boast both knowledge and craftsmanship and have a level of expertise that is second to none, using local ingredients to create lovingly crafted food. The Village Bakery operates from purpose-built, state-of-the-art facilities on Wrexham Industrial Estate. 2013 saw the bakery crowned as Wales’s fastest growing company and this has seen the Company look towards investment in its future. Last year, plans were drawn up and approved for a new £3M Baking Academy and Innovation centre, the first of its kind in the UK. The multi million pound investment will be situated next to the existing bakery on the Wrexham Industrial Estate and will help train the net generation of bakers. As well as the academy, the project

will also provide office space and a state-of-the–art innovation centre to develop and perfect new products under the Village Bakery brand and for private label customers. A gym, rooftop canteen and terrace for staff have also been included in the plans, as part of a drive to recruit and retain staff. Managing Director, Robin Jones, believes that the Baking Academy will be the foundation for the company’s future growth. He said: “Most of our bakery managers and supervisors started out as apprentices and we want to build on this tradition. The Baking Academy and Innovation Centre will be the only one of its kind in the UK when it is ready next year.” The contract to build the four-storey, 26,000sq ft centre of excellence was awarded to Anwyl Construction, an award-wining contractor based in Rhyl, and work began in January this year. Local AM, Lesley Griffiths, who is also Minister for Local Government and Government Business cut the first sod

at the development, which is due to be up and running early next year. Ms Griffiths said: “The plans for the Baking Academy and Innovation Centre are very impressive and once again the Village Bakery are ahead of the curve. They are very much a role model for industry in Wales. “What I like about the Village Bakery is that they’re a family business and they’ve stayed true to their traditions as craft bakers whilst using cutting edge technology and the best equipment to develop high quality products.” The main function of the building will be to train bakers and apprentices, there will be lecture rooms and a lecture theatre that holds more than 100 people. Office space will house the technical and commercial teams also based there. Care has been taken to include staff facilities within the new building, providing extra benefits for all that work at the site. The gym, rooftop canteen and terrace will be available to staff during

down time and quiet rooms will also be provided for people to go and read. Construction comprises four storeys of steel frame built on pad foundations. Designs, by Oswestry based Design & Planning Associates, have helped the building achieve a BREEAM Excellent status, with numerous ‘green’ innovations included in the build, such as a living wall, rainscreen cladding and extensive glazing with brise soleil sun shading. Large levels of insulation have been incorporated as well as building panels which are made of recycled material; the building will also utilise renewable energy and conform with the Village Bakery’s ‘zero-waste to landfill’ policy. The four-storey living wall is believed to be the largest green wall in Wales. Comprising evergreen plants, which are watered through a self-managing hydroponic irrigation system fed by harvested rainwater, the hundreds of plants will change colour as the seasons come and go and its made up of an array of herbaceous perennials and ferns that are all indigenous to the UK. Architectural designer, Gareth Edwards

from DPA, said: “As a company we feel of the wall. It will take two years before the living wall is looing at its absolute best very privileged to have been asked to be but I’m glad to say it’s already attracting involved with this prestigious project. The a great deal of admiring glances.” building has been designed to BREEAM standards in terms of its environmental qualities and we have used panels of green recycled material as cladding. “With a wide selection of plants which can be used for the living wall, it allows us a lot of creative freedom in the design. The plants were chosen very carefully and the colours will change from season to season, with an orange red and lilac adding to the greenery at different times. “We opted for hardy varieties such We are pleased to be associated with the as the Iconicera nitida maigrun Village Bakery Training Centre which were chosen Services provided on this project: due to the exposed nature of the site Cedar board cladding, and the orientation

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UKC COMMENT

We don’t build ‘em like we used to

Phil Lidgerton at Building Materials looks at the refurbishment needed for Buckingham Palace I should feel sorry for the Queen this week. She’s being forced from her Buckingham Palace residence so £150m of vital renovation work can be completed. Somehow I can’t see the Royals shacking up in a static caravan at Butlins for a few months, bumping into the commoners whilst washing the dishes at the communal sink. Instead she’ll likely be carted off to the poky Windsor Castle or shoebox sized Sandringham House. I had to leave my home once too when the kitchen was being refurbished and know how the Queen must feel. The spare bedroom at my parent’s house was a real inconvenience. However, it’s not my anti-royalist views I want to discuss this month. In fact, I’m not even anti-royal. I just fail to see why the Monarchy require an annual £37.9m Sovereign Grant, rising to £40m this year and £42.8m in 2016 – Or so the Beeb tell me. Hang on, isn’t that the same British Corporation taking £3.6bn a year in television licence fees? I take that back, the Queen’s a bargain. What is the shame though is we’re starting to see cracks in some of Britain’s most loved and architecturally incredible buildings. Even worse are the views I’ve spotted dancing around the Internet

claiming projects like this are a waste of money. I’m not an Internet veteran and perhaps the victim of so-called trolling, as the youth of today would suggest. Even so, comments such as these do hit a nerve. To restore Buckingham Palace (a building marvel) to its former self is worth much more to the country than £150m. If justification is necessary, this historic palace has been at the centre of London’s tourism for over 300 years. Surviving three centuries is impressive enough and I’ve seen the pictures floating around online too. The said damage isn’t what it’s cracked up to be (excuse the pun). Honestly, I’ve seen council housing estates in Liverpool from the 60s facing worse situations. I’m a firm believer Britain should cling on to the architectural magnificence of the past and ensure our rich heritage isn’t destroyed by the country’s modernisation. Gone are the days when architectural wizardry produced iconic sites such as St Paul’s Cathedral, Canterbury Cathedral and the Houses of Parliament. Instead, Britain’s modern visionaries press ideas such as a 50ft high white horse to watch over the Garden of England. If this bizarre story passed you by, check out proposed plans for Kent’s The White Horse of Ebbsfleet. It’s no surprise the project

has been stalled for a lack of funding. Ok, perhaps my criticism of 21st Century architecture is a little harsh. After all, modern Britain is characterised by necessary high-rise London structures such as The Shard, Gherkin and Canary Wharf amongst others. These are equally impressive in their own right. But in my view a price can’t be placed on ensuring Britain’s long and prosperous history remains intact for my grandchildren’s grandchildren to look upon and gaze at in awe. The restoration of Wren’s St Paul’s Cathedral cost £40m and in my opinion it’s worth every penny, despite the doubters sounding the alarms of their hard earned taxes going to waste. We don’t build ‘em like we used to, so let’s safeguard what we have. The Houses of Parliament will cost a knee knocking £1bn to prevent the 1800s rebuild sliding into the River Thames’ mud. I’m sure British taxpayers would cough up to watch the MPs sink with it and rebuild it by hand one brick at a time to its former glory. Yes, let’s service the needs of the many by erecting the world’s tallest office block for London’s men of business. But at the same time let’s keep protecting our heritage and ensuring history is intact for the centuries to come. Phil Lidgerton

COMMENT UKC

Workforce Pension Schemes: Auto Enrolment The law on workplace pensions has changed. The Pensions Act 2008 introduced new rules for workplace pensions in the UK, these changes affect every workplace and provide every worker with the opportunity to save for their retirement. This new process is called auto enrolment; most workers within the UK are going to be automatically enrolled into a workplace pension scheme. The employee will, from the date they are automatically enrolled on, have the option to ‘opt out’. If they do nothing, they will be enrolled onto the scheme. The new rules came into force as of April 2012, and means that every employer with at least one member of staff has new duties, including making sure that employees who meet certain criteria are placed into a workplace pension scheme and contribute towards it. Depending on their age and how much they earn, many workers will be automatically enrolled, while others will be entitled to join the scheme if they so wish. Others, such as the self-employed do not qualify. Provisions have been made to allow those who don’t qualify for auto enrolment to also join pension schemes and begin to build retirement benefits. Workers who earn over a certain amount will also be entitled to make a minimum contribution into their retirement fund. It is usually made up of money taken from the worker’s earnings, the contribution from the employer and money from the government, although employers are able to pay the entire minimum contribution if they want to. Minimum contributions are calculated on ‘qualifying earnings’. Qualifying earnings are a portion of a worker’s pay and for the tax year 2015/16, this is everything over £5,824 and up to £42,385, with the qualifying earnings threshold reviewed by the government each year.

Workers who earn at least as much as the lower amount are entitled to a minimum contribution into their retirement fund. The minimum contribution rate itself only applies to an employee’s qualifying earnings, meaning that in the 2015/16 tax year, a worker’s minimum contribution will be two per cent of everything they earn above £5,824 but not of anything earned above the higher threshold of £42,385. The need for the change to workplace pension law has come as a result of most people not saving enough for retirement, meaning that they may not be able to afford living comfortably in their retirement on just the state pension, and the fact that people are living longer. The process started with larger employers first and by October 2018, all existing employers will be required to provide workplace pension schemes to eligible workers. As employers, the first step to ensuring being ready for auto enrolment is to find out your staging date. Employers have found they needed up to a year

prior to their staging date. By being aware of what should be done and by when, the potential for avoiding any unnecessary expense can be avoided. Each employer is responsible for reviewing its workforce before it reaches its staging date to identify which workers are eligible to join its workplace pension scheme. If an employer has an existing pension scheme, often referred to as a stakeholder scheme, they should check with the pension provider to see it is suitable for use with auto enrolment. If a new pension scheme is required, approaching the pension provider in good time is vital, given that thousands of employers will be in the same position. The government has set up a pension scheme called the National Employment Savings Trust (NEST) to accept all employers wishing to use the scheme for auto enrolment. Whatever scheme is chosen, it is important that it is well run and offers good value for money for both the employer and their staff.

UKC COMMENT

Promoting mental health in construction UK Construction Media exclusive Mental Health Awareness Week, which ran between 11th – 17th May, has become a huge part in raising awareness for mental health and wellbeing issues. Following its success, UK Construction Media spoke to Kate Nowlan, Chief Executive of CiC – an international employee assistance provider which delivers practical and emotional support around the clock to organisations all over the world. Kate works with leading names in the construction industry and she spoke to UK Construction Media about resilience and how it can promote good mental health within the construction world. The Department of Health estimates that 2.3 million working days were lost in 2013/2014 due to sickness on construction sites across Britain and much of this sickness absence is due to mental ill health. But through promoting emotional resilience, leading names in the construction industry are taking positive steps to tackle the issue and impact of mental health. Put simply, emotional resilience is your attitude towards the people, places and things that you’re faced with – whether that’s in your personal or work life. It is the ability you have to deal with life and when people lack resilience they often suffer from mental health issues such as stress and anxiety which, when they get too much, can cause them to be absent from work or to be present but not focused on their work which is also known as ‘presenteeism’. The factors that can erode emotional resilience are varied and include: ••Highly stressful or traumatic events ••Experiencing several stressful events at the same ••Suffering stress over a long period of time ••Lack of control, especially in the workplace ••Lack of social support When people feel under pressure there are a range of symptoms that can emerge, such as headaches, back pain, insomnia, depression, anxiety, mood swings, apathy, irritability, forgetfulness, poor concentration, boredom, paranoia, poor teamwork, loneliness, withdrawal, intolerance,

relationship problems or heavy drinking. If left unchecked, the dangers become more serious and can lead to burnout which is characterised by chronic sleeping disorders and exhaustion, deterioration of mental capabilities, memory loss, taking unnecessary risks, panic or anxiety attacks or severe depression and addiction. And considering the impact of any of these symptoms on a busy construction site – or within any organisation for that matter – emphasises the potential dangers of not supporting and promoting good mental health. Of course, it’s worth acknowledging that any given situation can feel tense and pressurised for one person whilst another might find it stimulating and exciting. And this is why emotional resilience can be a valuable and practical tool for an individual to develop in order to support their own mental health, help them identify stress triggers that are affecting them and enabling them to create strategies to cope. When it comes to creating these strategies to enhance emotional resilience and boost mental health, there are a number of ways that individuals can be encouraged to adopt, as are outlined here. Identify your vulnerabilities – there can’t be resilience without emotional awareness.

Can you pinpoint the things that are making you feel stressed and overwhelmed? Challenge negativity – pessimism can become a terrible habit but it can be overcome by trying to reframe any negative thoughts in a more positive light. Work on your acceptance – resilient people know that a situation – good or bad – has to be accepted before it can be changed. Get moving – stress of any kind is always accompanied by a build-up of stress hormones in the body that have a dramatic impact on the emotions. Working these off with regular exercise can make all the difference. Get connected – social support is vital to strong emotional resilience, whether from friends, colleagues or family. And if you feel deeply cut off and isolated from those around you, it’s probably time to get some outside help. Enhancing emotional resilience within an organisation will not reduce stress or improve mental health overnight, but as part of a focused initiative that encourages employees and managers to rethink their own wellbeing, it can have a longer term positive impact on absence, safety, performance and productivity for organisations and their people.

COMMENT UKC

Is it worth having your own website? Benjamin Dyer, CEO of Powered Now The answer to the question posed in the headline is simple. It’s yes! The key reason is that the vast majority of new prospects for construction projects will take a look at your website before they speak to you. For anyone other than very small construction companies, a web presence is essential, and even smaller ones will benefit if they wish to grow their businesses. However, although not having a site can be a problem, having a bad one can be even worse. It is true that there are now so many online business directories that your contact details are already out there whatever you do. But there are still strong reasons for having your own site as it puts you in control of what prospects will see. It is your chance to define how you look in the eyes of your customers and prospects. That’s not something you want to delegate to others. Key website ingredients All but the smallest construction firms will probably use a web designer, but you need to know a few things which should be present on all business websites. 1. The first is who you are and how to contact you, preferably by phone and email. 2. The second is a clear statement of what you do and which geographical areas you deliver these services in. 3. If you have a speciality, this is your chance to talk about it. If you have a particular approach your company takes, or a competitive advantage, that should be subtly introduced wherever you can. 4. Establishing credibility is also vital. This comes from details of clients, membership of professional associations, any particular guarantees you provide, and case studies of jobs, with pictures.

come across in the same way, make sure the look of your site reflects that. Being “on-trend” can be off trend in your market. Sin 2: You don’t update your site regularly. There’s nothing worse on a website than the feeling that the site is unloved, with copyright statements and blog entries that are two years out of date. Google also hates websites that aren’t updated regularly. Sin 3: You don’t respond quickly to incoming queries. If you have a form or email address for queries, make sure they go to someone who is going to action them immediately. Everyone expects a response in hours nowadays. Sin 4: Your site is slow. Do you enjoy sites that take an age to display? No, neither do your prospects. Sin 5: Your site doesn’t display well on smartphones and tablets. The proportion of browsing on these devices has shot up and is now overtaking conventional laptops and desktops. There’s no bigger turn off than a site which can’t be read on the move. Sin 6: Your site barely registers on Google. It’s vital that if you have put the effort into a decent website that people can find you. At the very least you should come top for a search on your company name. Search

engine optimisation (SEO) is unfortunately a bit of an art. However, a regularly updated site that is fast and displays on mobiles is a great start, as these are all big factors in influencing Google. Matthew Stevenson of Liverpool landscapes explains the importance this way “We get a lot of our business through our website but we have had to work hard at promoting it.” Presenting yourself I doubt if you would turn up to a key client meeting dressed as you might on a Hawaiian holiday. But too many companies don’t think of their website in the same way. Your website is presenting you to the world. And it does so, generally when your prospects are at their most sceptical. That’s why it’s vital to have a website, and equally vital to implement and run it with the same professional care that you do the rest of your business. The author Benjamin Dyer co-founder Powered Now of which he is CEO. Powered Now’s mobile admin app takes the pain out of paperwork and payment for field trade companies. www.powerednow.com

Benjamin Dyer

The six deadly sins of business websites There are several sins that are commonly committed when it comes to business websites. Here are the top ones which it’s good to know about before you commission or start a website: Sin 1: Your site reflects your web designer’s funky tastes, not your brand. Web designers can do a great job, but they must be controlled. If your company is selling to conservative organisations and you want to

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