UK Excellence Issue 1 2016 by BIP Solutions

ISSUE 1 2016

Bracing Yourself For Bim

UK immigration options for the construction industry

Japanese knotweed - eradication & control

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�he Green Building � Facilities Roadshow FR�� hibition � seminars

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28 NHBC Looking back at 2015 with NHBC Chief Executive Mike Quinton

46 BIM BSI verify first companies for BIM Level 2

58 BIM Dr Kassem on how research will help develop international BIM initiatives

ALL THE LATEST INDUSTRY NEWS FROM PAGES 6-23

70 UK Construction Media talk to John Hunt from Enterprise Ireland to discuss its strategy for 2016.

74 Sustainable Homes Timber Frame, the solid solution to the housing crisis

79 Bob Saynor, discusses the disparity between test cycle and real world vehicle emissions

Head of Operations Gareth Trevor-Jones

General Manager Ian Parker

Publications Editor Victoria Maggiani

Product Development Seamus Norton

Designer James Ormerod

Marketing Manager Andy Bloor

Publications Officers Robert Atherton Abigail Burr Sales Administrator Alecia Rowe Approvals Beka Patterson

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UK Construction Media, Stirling House, Ackhurst Business Park, Chorley, PR7 1NY 01257 231900 • admin@ukconstructionmedia.co.uk • www.ukconstructionmedia.co.uk © Copyright Pro-Mark. All rights reserved. No part of this publication may be copied, reproduced or transmitted in any form without the prior permission of Pro-Mark. Views expressed in this magazine are not necessarily those of the publisher.

ing a vision, v a h t u o b a ll a is ee. “Being a Leader n only you can s io is v a ’s it s e m ti le and some tting other peop e g is ip h rs e d a e The Art of L then deliver it.” d n a it in e v lie to see it - be BE f Knightsbridge C o y d ra B ss e n ro a B

TELL ME MORE For full programme details, click here.

Every Construction project needs a workforce who are skilled, enthusiastic and reliably turn up for work. Whether or not this occurs however, is down to the leadership of the managers and professionals to whom they report. The very best leaders know that there are 3 specific skillsets – Secrets - that are not often talked about but make the difference. SECRET 1 WORK/LIFE BALANCE Good Leadership is all about managing people’s Hearts and Minds: the mind is about communication and the heart is about giving people the passion, respect and desire to want to come to work. Even in the robust world of Construction, organisations that are the most successful have leaders with that ethos right now. Leaders do this best when they themselves are in all-round good shape, well trained, well supported and able to contribute. But no one has it all and sadly, the last person on the list for support and encouragement is often the leader him or herself. And it’s not only work we’re talking about! LEADERS TEND NOT TO COMPLAIN – THEY CRUISE SILENTLY TO BURNOUT! WHAT DO YOU MEAN? Pressure of the job, family sickness, Deadlines to meet, parent-teacher evenings, Contracts to negotiate, elderly parents with health issues…! Even where leaders can successfully switch between the two, over time it can take a toll and leave them out of Flow [i.e. stressed]. This is the first thing we address. SECRET 2 GOOD LEADERS HAVE VISION Every new enterprise, every new service, every

new project or team starts with somebody having the thought that it can be done. One of the key distinctions between a leader and a manager is that a good leader not only believes passionately in what they are doing and where they are going, but they hold a Vision for it and they have the ability to inspire people to want to be a part of it. This is what generates a workforce who are flooded with an energy of self-sustained loyalty, motivation and engagement, for whom stress is a thing of the past and discretionary effort is a given. Just think of the difference that would make. SECRET 3 GOOD LEADERS BUILD TRUST TRUST is a major factor in both performance delivery and attendance levels and a leader who enjoys Trust within their team will excel in these areas. Trust can be earned and it can also be lost. The most reliable way of earning and maintaining Trust is by being consistent. The degree to which people TRUST their leader consistently to do the following is key: INNOVATION: Come up with creative solutions and plans, COMMUNICATION: Share information and listen effectively, SERVICE: Look after partners and team members, MEASUREMENT: Measure and refine their own performance, RESILIENCE: Remain resilient and positive. SECRETS OF LEADERSHIP SUCCESS is a leadership coaching programme that covers all these areas and more. Our aim it to empower managers and professionals to be the leaders who inspire people to deliver only the best results. And just think of the difference that would make.

“The global cities in this year’s index are crucial engines of growth”

Construction costs in London exceed all other European cities LONDON is the most expensive city in Europe and the second most expensive city worldwide in which to build, according to the latest International Construction Costs Index published by Arcadis, the leading global Design & Consultancy firm for natural and built assets. The index, which analyses the relative costs of construction across 44 major cities, has revealed a crucial imbalance in London’s expensive construction market. Strong demand from domestic and international investors is driving growth in bidding opportunities, whilst a combination of limited bidding resource and opportunism by contractors has driven up prices of construction in London. The cost differentials are significant; the cost for international five star hotels, for example, are 20% higher in London than in Paris, and 50% higher than in Dubai. Unpredictable patterns of high inflation affecting the cost of labour and profit margins have made accurate prediction of construction prices very difficult, and are also threatening the viability of commercial and public

sector building projects such as offices and residential developments. Yet despite rapidly growing costs, Arcadis’s report highlights that the London market remains attractive to international investors, with the strength of the US dollar in particular putting US investors in a positive position. But with prime areas of the city no longer as profitable to build in, demand is rippling outwards to sub-prime areas in London, as well as other cities across the UK, where the potential for long-term development value is greater. Simon Light, Arcadis UK Client Development Director, commented: “The global cities in this year’s index are crucial engines of growth, reliant on the investment and stability that construction can bring to deliver a sustainable economic future. The macroeconomic view is encouraging, with the recovering Eurozone set to generate steady growth for the EU construction industry over the next three years. “In London, the synchronised recovery is losing momentum. With

inflated construction costs and high land values threatening the viability of commercial and residential development, workloads look to be losing steam even before the capital’s infrastructure boom really takes flight. Delayed investment decisions are reducing actual workload and we are seeing early signs of a return to reason in procurement. There is now much more focus on agreeing prices prior to starting on site, ensuring no loss of value should current construction volumes be maintained. We expect to see the rate of inflation fall to 4-5% in London for 2016 and for a real opportunity to ‘reset the dial’ on projects coming forward in 2016 and 2017.” Across the globe, financial hubs New York and Hong Kong join London as the costliest locations for construction in the world, with cost premiums in these cities ranging from 40% to 60% in comparison with other European counterparts. Middle Eastern commercial centres meanwhile, remain around the mid-point of the rankings, with the likes of Doha (12th) and Dubai (19th) continuing to benefit from low-cost labour and energy.

Connectivity key to realising vision for the north THE Government’s vision for the north as an economic powerhouse will not be fully realised without significant improvements in connectivity, according to the Institution of Civil Engineers (ICE). In its response to the National Infrastructure Commission consultation on connecting northern cities, ICE’s Northern Powerhouse Panel welcomed the drive to boost growth in the north, the progress on devolution, and the growing success of individual northern cities. But it said the north would struggle to compete internationally as single economic zone without faster, more frequent transport services between cities and within cities, and better connections to outer city areas where universities, science parks and manufacturing bases are located. The panel backed a mix of small scale investments and more transformational transport projects to address the north’s

connectivity weaknesses, but warned against progressing individual projects in isolation. It urged the government to adopt a “whole network” approach, where investment is based on a comprehensive, integrated strategy. It also suggested that the government review the appraisal methods used to determine whether a transport project delivers value for money, to capture the real economic impact on a region. Richard Threlfall, Chair of the ICE panel and Head of Infrastructure at KPMG, said: “The benefits of integrated connectivity are far reaching – it facilitates the fast and easy exchange of people, goods, knowledge, skills and services, and enables access to health services, education and leisure. It creates thriving economic hubs, or powerhouses, that can compete internationally.

“The growth opportunity for the north of England is huge, but it will simply not fully prosper as one economy without significant improvements in connectivity. There is much to be done – spend on new transport infrastructure in the north has lagged behind London and average spend across the UK regions for decades. But it’s not just about investment; we need to think differently about how and where investment is allocated, we need to adopt a more strategic approach which considers the entire network and delivers maximum benefit. “We would also like to see a host of system improvements driven forward such as an integrated ticketing system for the north, simpler fare structures and integrated timetables. Relatively quick and low cost improvements like this will enable the north to look, feel and operate as a single economic powerhouse.”

“The growth opportunity for the north of England is huge, but it will simply not fully prosper as one economy without significant improvements in connectivity. ”

“Bank is a vital interchange for passengers and it is crucial that the station is able to keep up with the increasing demand placed on it.“

Major upgrade of Bank Tube station gets the green light THE Mayor and Transport for London (TfL) have announced that work to dramatically transform and improve Bank Tube station after the plans were given the go-ahead by Government The £563M upgrade will increase the busy station’s capacity by 40%, improving accessibility and reducing interchange times when it is completed in 2021. Now approved, the station becomes the latest in a series of major upgrades taking place across the capital. Bank is the third busiest station on the Tube network and is used by over 52M passengers per year, with demand having risen by 50% over the last ten years. Improving the station is critical to keep London working and growing, and is a key step in TfL’s future plan to increase frequency on the Northern line. This vital interchange – at the heart of the city of London – will be modernised to include: • A new railway tunnel and platform for the Northern line that will reduce interchange times and create more space for passengers. • Step-free access to the Northern line and DLR platforms. • More direct routes, with two new moving walkways.

• Three new lifts and 12 new escalators. • A new station entrance in Cannon St. The station will remain open to customers throughout the work. TfL will ensure the majority of construction work takes place below ground to minimise construction impact on the historically significant site, which is bordered by 31 listed buildings. The Mayor of London, Boris Johnson MP, said: “Bank is a vital interchange for passengers and it is crucial that the station is able to keep up with the increasing demand placed on it. These exciting plans will completely transform the station, making it more accessible and much easier for everyone to use. It’s great news for the tens of thousands who use the station every day that these plans have been approved, and is another major step in our work to transform the network and support our growing capital.”

Nick Brown, Managing Director of London Underground, said: “Improving Bank station is at the heart of our multibillion pound investment programme to improve and expand the Tube. This critical and ambitious station upgrade will create a new southbound Northern line railway tunnel and platform to vastly reduce interchange times. A new station entrance on Cannon Street will also be constructed alongside a range of other major improvements to create more direct routes, improving accessibility for the millions of Tube customers who use Bank station each year.” The redevelopment will complement current work to create a new entrance to the Waterloo & City line. Just metres away from Walbrook Square, the new entrance will offer two new lifts, four new escalators and a new ticket hall when it opens in late 2017. London’s population is set to grow from 8.6M today to around ten million by 2030 - an extra Tube train full of people every three days. Redevelopment work to increase capacity at key stations and make them step-free is underway at a number of stations, including Tottenham Court Road, Victoria and Bond Street. Crossrail will deliver 10% additional capacity to London’s rail network.

Cutting Red Tape review launched to get Britain building HOUSEBUILDERS will have their say on ineffective rules and heavy-handed enforcement that stop them building the homes that Britain needs, in a new Cutting Red Tape review. Building on the work of the Housing Implementation Task Force, this review will uncover the issues that have the biggest effect on housebuilders and seek the views of smaller firms to understand the unique pressures they face. The wide-ranging review will capture the experiences of all those involved in building homes, including developers, planners and trade associations. Business Secretary Sajid Javid said: “This review will give housebuilders and smaller construction businesses a powerful voice as part of our £10Bn deregulation drive. Where rules are too complicated, ineffective or poorly enforced, I want to hear about it and the government will take action. Together we can cut red tape and get Britain building.” Previously, the Housing and Construction Red Tape Challenge delivered significant reforms and led to a review of local housing standards by the Department for Communities and Local Government. Housing Minister Brandon Lewis said: “We are determined to remove barriers faced by housebuilders to ensure we continue to keep Britain building as

quickly and safely as possible. “We want to hear the views of firms big and small so we can remove unnecessary red tape and help housebuilders do what they do best, building the homes we need.” The key starting points for the review are based on the priorities raised by the Task Force: • Roads and infrastructure rules for new housing developments. • Environmental requirements, particularly EU rules such as the Habitats Directive and wider EU environmental permit requirements. • Rules that affect utilities (such as electricity, gas and water – as well as broadband infrastructure). The government is also keen to look at the changes made to the Construction, Design and Management Regulations, as well as any examples of EU rules that are being implemented too strictly. John Allan, National Chairman of the Federation of Small Businesses, said: “The government is right to listen to the needs of smaller businesses. In the 1980s, smaller house builders delivered around two thirds of our new homes. Today, it is less than a third. If the government can encourage small firms back into house building that would be a major step towards meeting this country’s housing needs.”

The new Cutting Red Tape review will look at the way the law is enforced, as well as whether the rules themselves are proportionate and fit for purpose. The responses from house builders will lead to government taking concrete steps to remove burdens on business. Stewart Baseley, Executive Chairman of the Home Builders Federation, said; “As the industry looks to drive further increases in housing supply we welcome moves to reduce unnecessary regulation and the associated costs. Aside from the planning system there are significant other regulatory processes and charges levied on the industry that can adversely affect viability, but also, critically, delay the ability of home builders to get on site and start building. Reducing red tape will bring more sites into play more quickly and so help the industry deliver more desperately needed homes in the coming years.”

“This review will give housebuilders and smaller construction businesses a powerful voice as part of our £10Bn deregulation drive.”

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EXPERTS EXPERTS ININ BROWNFIELD BROWNFIELD CONTRACTING CONTRACTING AND AND HAZARDOUS HAZARDOUS WASTE WASTE TREATMENT TREATMENT Celtic have recently successfully completed a Thermal Conductive Heating (TCH) enhanced Dual Phase Vacuum Extraction (DPVE) contract, targeting hydrocarbons and chlorinated compounds at an active manufacturing plant in the UK. Working for a major international consultancy, who characterised the plume and designed the thermal remediation strategy, Celtic designed, constructed and operated the system, which was constructed to ATEX requirements due to potential explosive concentrations of the contaminants of concern. Logistical difficulties of operating within an active factory environment with significant space constraints were overcome through detailed in-house system design and continuous dialogue with the client throughout the design process.

DELIVERING DELIVERING COST COSTEFFECTIVE EFFECTIVEAND AND INNOVATIVE INNOVATIVESOLUTIONS SOLUTIONS FOR FORMORE MORE THAN THAN2020 YEARS YEARS Thermal conductive heating was used to mobilise contamination within the target zone and accelerate the removal of contaminants via the extraction system. Following 60 days of heating and 30 additional days of DPVE system operation, significant contaminant mass had been removed and system operation had exceeded 98% uptime, exceeding the client’s target of 95%. Continuous monitoring of temperature, pressure, vapour concentrations and mass recovery within the system, with data fed to a Programmable Logic Controller (PLC), ensured that the system could be run without supervision, with telemetry notification in the event of system shutdown. Dilution valves controlled by PLC helped to achieve the uptime target, by allowing fresh dilution air into the system, rather than shutting down, should monitoring parameters be momentarily exceeded. CALL CALL US TO US FIND TO FIND OUTOUT

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Celtic’s system design and operation enabled the client to achieve its project objectives in a timely manner, and to be able to present the project outcomes to the regulator with confidence.

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Momentum grows at The International Quarter following Legal & General investment LENDLEASE and LCR have announced the forward sale of 265,000sq ft of commercial space to Legal & General at The International Quarter - the £2.3Bn development at Stratford, which, at a total of four million square feet, is one of the largest new commercial developments in London. The Transport for London (TfL) building - which is in the early stages of construction - will sit at the gateway to Queen Elizabeth Olympic Park and will house 3,000 TfL employees from autumn 2017. In acquiring the building, Legal & General will make staged payments over the course of the development period up to a total consideration of circa £245M. Lendlease and LCR will continue to manage the delivery of the building through the Stratford City Business District Ltd joint venture. Confidence continues to grow in The International Quarter. In addition to the agreements for lease and forward sale of the TfL building, the Financial Conduct Authority (FCA) has also committed to 425,000sq ft of space to move its headquarters and 3,800 employees to Stratford in 2018. Lendlease and LCR are also in advanced discussions with a number of other major commercial tenants about moving to the development. Dan Labbad, Chief Executive Officer, International Operations at Lendlease, said: “Lendlease is creating some of the best places around the world. The International Quarter will add to this

legacy, providing some of the most agile, healthy and flexible workplaces in Europe. Today’s announcement illustrates the confidence the investment market has in this approach and the opportunity presented by The International Quarter, London’s fourth major business district. This is a fantastic example of how the Olympic legacy continues to bring lasting prosperity and employment opportunities to East London.” David Joy, Chief Executive of LCR, said: “Today’s announcement unlocks further value from The International Quarter, a major new employment hub in East London. Our partnership with Lendlease will bring 25,000 new jobs to the area by 2025, continuing the transformation of Stratford into one of London’s most vital and vibrant communities.” Gordon Aitchison, Director of Investment and Development at Legal & General Property, added: “A significant new growth area for London, it is anticipated that Stratford will benefit from the creation of more than 40,000 new jobs and 11,000 new homes in the coming years. Stratford is already one of the busiest transport hubs in the capital and the property forms the first exciting phase of Lendlease and LCR’s International Quarter development which will eventually provide 4m square feet of office accommodation.” JLL represented Lendlease and LCR, and Cushman & Wakefield represented Legal & General.

Chancellor pl for ground innovation ce LEADING British businesses, engineers and experts will come together in a new national innovation centre in Wales focused on compound semiconductors, Chancellor of the Exchequer George Osborne has announced, bringing vital investment and jobs to the area. On a visit to Cardiff University, Mr Osborne announced further plans to put science and innovation at the heart of economic growth with the creation of a new ‘Compound Semiconductor Applications Catapult’, funded by £10M per year of government investment up to 2020. The new catapult will be based in Wales, with the specific location and founding members to be confirmed in due course. Chancellor of the Exchequer, George Osborne said: “Backing cutting edge science and innovation is at the heart of our long term plan to support Welsh people at every stage of their lives. That is why I am today announcing £50M of new funding for a national semiconductor innovation centre, to bring together leading scientists and businesses to one hub in Wales.” Universities and Science Minister, Jo Johnson said: “This new Compound Semiconductor Catapult recognises Wales’ reputation as a leader in advanced electronics. Bringing together academics and businesses to develop new technologies will support areas of our daily lives from

ledges £50M d-breaking entre in Wales the next generation 5G mobile network to improving scanning at airport security. “Our investment in this technology will help UK businesses exploit a global market estimated to be worth up to £125Bn by 2020, creating jobs and cementing the UK’s position as the best place in Europe to innovate.” The news follows the Chancellor’s commitment in the spending review to increase funding for Catapults as a key part of economic growth in Britain. Catapult centres were launched in 2011, bringing together business with researchers with the aim of helping start-ups bring ideas to market that might otherwise struggle because of a lack of funding, expertise or facilities. There are nine other Catapults up and running in the UK with total public and private investment exceeding £1.6Bn over their first five years of operation.

Ministers review West Coast Mainline recovery works UK Government Rail Minister Claire Perry and Scottish Government Transport Minister Derek Mackay joined Network Rail Managing Director for Scotland, Phil Verster, at Lamington today to see the ongoing operation to repair a vital viaduct on the West Coast Mainline. Engineers are currently working around-the-clock to stabilise the structure after one of its stone piers was badly weakened by floodwater damage caused by Storm Frank. Over 1,500 tonnes of stone have been used to create a temporary dam across part of the River Clyde to allow engineers to access the base of the pier, where large sections of the original stone foundations have been washed away. Engineers will pump around 150 tonnes of quick-setting concrete into the void to recreate the pier base before beginning additional work to strengthen the structure and realign and repair the railway track above. The recovery works are currently progressing to plan and engineers are continuing to target February for the reopening of the line for passengers.

Additional capital facilities are being delivered over the next two to three years in response to strategic investment by the government. The catapult will be subject to relevant approval.

Phil Verster, Network Rail Managing Director for Scotland, said: “Our engineers are working hard in very challenging conditions to stabilise and strengthen the structure.

During the visit, the Chancellor also reaffirmed the UK government’s commitment to a City Deal for Cardiff. In his speech, he signalled his ambition to see the deal signed by the time of the budget in March.

“The West Coast Mainline is a vitally important transport link for passengers and freight and we are committed to completing these works and reopening the line for customers as quickly as we can.”

UK Government Rail Minister Claire Perry said: “The storms and extreme weather conditions in recent weeks have resulted in great challenges for the transport system across the UK. We are working closely with Network Rail and the train operators to make sure that the considerable damage to the viaduct is repaired as soon as possible so that the line can be reopened, and we thank them for their hard work. I am determined that the safety of passengers and workers must always be our priority while this work is ongoing.” Scottish Government Transport Minister Derek Mackay said: “The record amount of rainfall that we have witnessed over recent weeks has resulted in significant damage to transport infrastructure around Scotland, including the West Coast and Highland main lines. “I recognise the inconvenience that these works are causing to passengers, however, the safety of Scotland’s railways is of paramount concern and the severity of the damage to the viaduct meant that engineers were left with no option but to suspend all services that use it. I can assure the public that Network Rail are doing all they can to get the rail service operational again under difficult conditions.” At the same time, it has been confirmed that work to upgrade the East Coast Mainline between Newcastle and Darlington will go ahead with Network Rail and the Train Operating Companies working together to help passengers make cross border journeys.

Keep

Trenchless Technology

GUARANTEEING EFFICIENT AND SUCCESSFUL REPAIR OR INSTALLATION ABOUT THE COMPANY Since its formation, Keep Trenchless Technology has been providing a range of trenchless technology services to water and waste industries as well as corporate customers. Working throughout the UK, the Company specialises in UV cured pipe installation, CCTV surveys, lateral cutting, and mechanical cutting for concrete/grout/roots and other difficult obstruction removal including intruding connections. UV cured liners have been installed nationally for the sewerage industry, and the success of this is clear by looking at the list of clients that encompasses Northumbrian Water, Yorkshire Water, Thames Water, Severn Trent, Guernsey Water, Scottish Water and many more. Northumbrian Water has been a valued customer during this time, and in the last five years, has seen more than 10km of liner installed each year.

BENEFITS OF UV CURED LINERS Trenchless technology offers important benefits for companies and utilities providers and with more than 20 years of experience, the team at Keep Trenchless Technology is ideally placed to help organisations reap the rewards of such advantages. The conventional way of repairing pipes can be disruptive and time consuming, all of which holds up production. The Company’s experience is crucial because its trenchless technology can be used to counter these issues by repairing pipes at the same time as guaranteeing the minimum amount of disruption. The technology also helps to eliminate any halts in production. There is also a real commitment to provide customers with the best possible service and the team of specialists have years of experience. In addition, the fleet of vans have the capacity to monitor and record pipe repair at every step of the way.

Aligned to this are the UV cured liners that are manufactured to the most stringent standards by Berolina that can cure the lining at speeds of up to one metre each minute. Because these are manufactured by Berolina, materials made by a fibreglass that is corrosion-resistant is used; this unique wall structure is decisive for the outstanding quality and versatile application of the Berolina liner. With five layers of resin-saturated fibreglass complexes and/or polyester webs, the liners are stretchable, and can be optimally adjusted to circular or oval profiles in diameters of 150mm to 1500mm, which can also be used with cross-section or profile passages without any problems. The energy flux is optimised because of the continuous fibre orientation in the perimeter direction. The best mechanical values are produced in this Keep Trenchless Technology product because of the fibreglass reinforcement, meaning no more than slight wall thicknesses are necessary and therefore, cross-section leakage is reduced to a minimum after pipe sanitation. The advantage of the UV cured lining provided is it allows liner replacement to be expected before curing. The curing process is recorded at every stage and reports are instantly generated. Just as important is the fact that only one site visit is necessary, which again minimises disruption.

KOMATSU PIPELINE REHABILITATION As well as the work carried out for the many water organisations, the Company also has a number of commercial clients who have benefited from trenchless projects. One such development was undertaken in County Durham where work was carried out on pipeline rehabilitation for Komatsu. Keep Trenchless Technology was called upon for the project in Birtley because the sewer system there for Komatsu’s

14 Keep Trenchless Technology Ltd Unit 9a Stratford Road, Pattinson South Industrial Estate, Washington, Tyne & Wear NE38 8QP

European manufacturing plant for the production of crawler hydraulic excavators showed the pitch fibre pipe network needed to be replaced.

undergone and passed stringent tests to ensure the pipe is at its tightest level so it won’t leak, while making sure infiltration is prevented.

The Company undertook a CCTV survey on behalf of Komatsu and the results showed that the pitch fibre pipes, first installed in the 1960s, were deformed, had holes in the pipe wall and in one place, was closed with hardly any room to manoeuvre through it.

Work on the pipeline rehabilitation took just seven days, with 18 individual lining set ups having to be achieved in that time while also working around other contractors.

Finding a solution to this damage was made more difficult because of the limited access in terms of timescale and space in order to place equipment, owing to Komatsu’s production schedules. Options considered included cutting the pipeline open to carry out the repair work, but this was rejected because it would have slowed down the production schedule due to the failed pipe being located in the centre of the main production area. Excavation would have been required, which would have made the project duration longer, and with three major surrounding walls around the designated work area, any traditional method of work was fraught with danger. Therefore, it was decided the best way to rehabilitate the pipe was to undertake re-rounding work followed by insertion of a structural lining. Traditional work would have taken 18 weeks to complete, whereas trenchless technology could ensure the project was completed within a week. Accordingly, the UV cured options were investigated and the Berolina liner system was chosen. This is where the fibre fabrics overlapping are effective. They are staggered, which means the Berolina liner can be installed in one piece even where there is a crossover, and with no hindrance on elasticity, it easily adjusts to local conditions. The UV cure resin is injected into the liners at the factory so that when they arrive on site, they are ready for installation. As a proven product of Keep Trenchless Technology, the Berolina liner has undergone a significant amount of testing to ensure it is fit for purpose. This WRc-approved system has also

Telephone 0191 415 3372 Email info@keep-ltd.com

During one of these set ups, the extent of the problem Komatsu had been facing became clear because a huge section of pipe was almost completely closed up. The tight timescale on the project meant the Company’s only option was to attempt installation even though this made a successful outcome uncertain. But the expertise meant that the deformed section of pipe was reached, though a hole was then found in the host pipe. In response, Keep Trenchless Technology managed to pass a line through the defect and a pre-liner was pulled into place over the hole before it was lined with the intended reinforced liner. Lining was successful on this set-up, as well as the other 17 that had to be undertaken. Paul Collins is the Building Maintenance Manager at Komatsu and he praised the ‘groundbreaking technology’ and the advantages is has brought. He said: “We selected Keep Trenchless Technology Ltd to carry out this repair due to the location of the drain and the amazing groundbreaking technology offered. The professional approach was second to none and a full survey and repair method was fully communicated. “What could have been very disruptive to our production turned out to be a quick and simple repair with zero effect to our busy production schedule. “Since the repair, we have used the liner method many times to maintain and repair our waste framework. The advantages of using such a repair are numerous; the fact there is very little disruption to the repair vicinity and no environmental impacts compared to other repair methods are just a few.”

www.keep-ltd.com

Swansea Waterfront Innovation Quarter a step closer UNIVERSITY of Wales Trinity Saint David (UWTSD) has appointed Kier Group Plc to deliver the initial phase of its new £300M Swansea Waterfront Innovation Quarter in the city’s SA1 area. The £26M contract to oversee the Design and Build of the first phase of UWTSD’s new waterfront development should also see the creation of 25 local jobs and 250 apprenticeships as Kier has collaborated with the university in its mission to ensure the community benefits from the scheme. Kier will be responsible for managing the detailed and technical design of the university’s new buildings as well as handling the entire construction process. Phase I of the Swansea Waterfront Innovation Quarter will comprise the Faculty of Architecture, Computing and Engineering as well as a new library building, with an approximate area of 12,200sq m

together with external public spaces. Kier will work closely with the university to begin construction on Phase I in autumn 2016 to ensure the site is operational for the start of the academic year in 2018. Jason Taylor, Kier Construction Operations Director for South Wales comments: “We are delighted to be working in partnership with University of Wales Trinity Saint David. Early involvement helps us to develop a true understanding of the university’s aspirations and challenges. Using these learnings combined with our previous experience in delivering education projects, and together with our ‘partnering’ consultants, we will provide options which will maximise the opportunity and deliver a facility that staff and students are excited to attend.” Professor Medwin Hughes, DL, ViceChancellor of UWTSD, said: “Appointing

a design and construction delivery partner for the Swansea Waterfront Innovation Quarter brings us a step closer to realising our ambitious plans for both the university and the city region following the approval of our plans by the city and county of Swansea in November. “We have been impressed by Kier’s proven track record and extensive experience in the education sector and we look forward to establishing a strong working partnership with them as well as with the other partner organisations involved in this major development for the region.” As Main Contractor on the project, Kier will be responsible for setting up a collaborative working approach with all other contractors, including Stride Treglown who continue to be involved in the design process. As a result, Kier will be based in SA1 for the duration of the build.

Pre-construction services contract for £130M residential scheme awarded BALFOUR Beatty, the international infrastructure group, has been selected by Palace Revive Development Ltd to deliver the pre-construction services contract for a £130M renovation and new-build scheme on No. 1 Palace Street, in St James’ Park, London. Balfour Beatty will collaborate with the London-based development company Northacre and Palace Revive Development Ltd to deliver pre-construction services including programming and procurement, in the lead up to the full construction contract award which is expected in early 2016. The full scheme will involve refurbishment of the existing six-storey

listed building, construction behind retained facades and a complex fourstorey basement build. Once complete, the development will house 72 apartments, many of which offer unique views over the gardens of Buckingham Palace. Residents will also enjoy more than 10,000sq ft of leisure facilities, including a state-of-the-art gym, swimming pool and a wellness centre. The site will encompass five architectural styles, ranging from French renaissance to contemporary, with a Grade II listed retained facade. Construction is due to start in early 2016 following full contract award and is scheduled for completion by the end of 2017.

Dean Banks, Balfour Beatty Managing Director of the UK Construction business, said: “I am very pleased that our technical solution to the construction of this complex build has been embraced by Palace Revive Development Ltd and Northacre. Our proven ability to succeed in constrained construction environments in busy city centres means we are well suited to this prestigious project and we look forward to securing the full contract award. “Balfour Beatty is committed to delivering first-class projects with selected partners that utilise our industry leading expertise and our work on this luxury residential build is a prime example of this.”

Prime Minister announces more than £40M for flood defences PRIME Minister David Cameron announced a package of more than £40M to rebuild and improve flood defences in the aftermath of Storm Eva. And he pledged the government would support charities helping those caught up in the recent deluge by matching every pound of the first £2M raised. The cash takes investment in recovery from Storm Eva and Storm Desmond to nearly £200M. The package is now set to be extended with grants to reimburse fire and rescue authorities that have incurred excessive costs protecting flooded communities. Prime Minister David Cameron said: “I have seen at first-hand the devastation caused by flooding. And that’s why this work to repair and improve flood defences is so vital.

“We are already spending £280M over the next six years to protect thousands of houses from flooding in Yorkshire as part of our £2.3Bn investment to protect 300,000 houses across the country. “But now more than £40M will be spent to fix those defences overwhelmed by the record rainfall we’ve seen in recent weeks and to make them more resilient to further bad weather.” The Prime Minister announced £10M of the new funding package would be reserved to improve the Foss Barrier protecting York, which was overwhelmed at the height of Storm Eva. The other £30M will be spent repairing defences on the Wharfe, Calder, Aire, Ouse and Derwent. It will include repairs to pumping and barriers and clearing blockages in rivers.

Further detailed work will be conducted along all rivers affected by Storm Eva – and it is very likely the overall bill will top £40M once the full damage is identified. The announcement of matched funding for charities follows a similar pledge made to community foundations in Cumbria and Lancashire in the aftermath of Storm Desmond. Applications for areas affected by Storm Eva can be made by any registered charities that are currently running a fundraising appeal for flood relief to benefit affected areas.

“More than £40M will be spent to fix those defences overwhelmed by the record rainfall we’ve seen in recent weeks and to make them more resilient to further bad weather “

REDUCING COSTS, ENHANCING SECURITY A NEW APPROACH TO PROTECTING THE UK’S CONSTRUCTION SITES When it comes to security, there are few types of site as dynamic and varied as construction sites. From acquisition to fit-out and completion, every stage of their lifecycle will involve a new approach to security to accommodate each site’s unique requirements. Flexibility is therefore of paramount importance, for sites of any size. Naturally, this represents a wide variety of challenges for the security companies tasked with protecting the UK’s construction sites. Environmental factors need to be given serious consideration, as well as human issues such as theft of plant and vandalism. Any loss or damage is certain to hold back a project’s completion, or worse, result in death or injury for which the site owner will be liable. Consider these statistics: • The UK construction industry typically loses over £1 million per week to theft and vandalism • Individual thefts typically cost around £50,000 in materials, plant and damage

• 1 in 5 construction sites will experience some form of vandalism each week • The cost of delays to projects for materials, re-instalment, extended labour costs, and contract damages clauses regularly extends to six-figure sums Bearing these figures in mind, 24-hour security is absolutely essential for construction sites throughout every stage of their lifecycle.They must be kept secure at all times. Unfortunately, cost is often a prohibitive factor in this regard. Put simply, most project budgets will not extend to having a full-time security presence on-site at all times, especially if the site is going to be undeveloped for an extended period of time. This is one of the reasons G4S – the world’s leading provider of integrated security solutions – has formed a partnership with VPS – who are responsible for protecting, managing and monitoring Europe's property and construction sites. Our security experts are now working closely with our clients, and VPS, to provide tailored security solutions for a wide variety of

clients all over the UK and Ireland – solutions that not only provide the standard of security they expect, but also suit their available budgets. Technology has proved invaluable in this regard, especially in recent years when we have enjoyed a period of rapid growth throughout the whole security industry. New developments in security technology have dramatically enhanced the capabilities of security officers, allowing smaller teams of officers to effectively secure sites of all sizes. For example, the use of VPS’ JCB Smart Tower® CCTV systems provides an economical monitoring solution that frees security officers of the need to provide a 24/7 on-site presence, while still enabling them to monitor and respond quickly to any threat.

delivering considerable cost savings – the best of both worlds. Furthermore, modern security technology’s versatility means security can easily evolve in parallel with the site as it moves through the different stages of its lifecycle, without incurring any unexpected costs. These developments have major implications for the construction industry. If current trends persist, the need to sacrifice quality of security for the sake of budget constraints will soon be a thing of the past.

Using technology in this way is not about providing a substitute for the skills of a trained, experienced security officer. It’s about enhancing their abilities through the intelligent application of these new tools. This way, smaller teams are able to effectively monitor sites of all sizes, providing a higher standard of security while still

Tel: 0208 722 2000 www.g4s.com www.vpspecialists.co.uk

Paddington’s transport interchange will be fit for purpose for the 21st Century and the wider mixed-use development and public space will enhance the way residents, visitors, businesses and their people.

Transformative proposal for Paddington submitted GREAT Western Developments Ltd - a subsidiary of Singaporean publicly listed Hotel Properties Limited – together with its development partner, Sellar Property Group, has announced that it has formally submitted a planning application for the redevelopment of the former Royal Mail sorting office at 31 London Street, adjacent to Paddington Station. The proposed development, Paddington Place, has been designed by one of the world’s finest architects, Renzo Piano Building Workshop, and will dramatically transform this part of London. The multi-use scheme will deliver over an acre of new public realm. It will include an elegant piazza, transforming the area and creating a true sense of ‘place’. The centrepiece will be a new landmark for London, a crystal lightreflecting tower set to become a major marker for Paddington, one of London’s most important transport hubs. It will include a sky garden and restaurant,

featuring mature trees and plants in the open-air, creating a unique experience for visitors. To improve the rail passenger experience, a new and enlarged Bakerloo Line ticket hall (approximately four times larger than at present) will be created and illuminated by natural light from vaulted glass ceilings. Connectivity to the district and Bakerloo Line platforms will be enhanced, reached from a new point of access, and will ease congestion from the entrance’s present, cramped location. As part of the reconfiguration, London Street will be realigned and augmented by an elegant suspension bridge. The entire scheme has been designed to provide enhanced linkages into the St Mary’s Hospital estate. There will also be 100,000sq ft of office space, with floorplates specifically designed to accommodate small to medium sized high-growth industries. This development will be further

enhanced by 50,000sq ft of highquality retail and leisure space at Praed Street, rail concourse and tube station levels, which will breathe new life into the area. Chris Lim, Group Executive Director of Hotel Properties Limited, commented: “This is a unique opportunity involving an investment of over £1Bn to provide many public benefits and a scheme which we believe will drive further investment in the wider area.” Irvine Sellar, Chairman of Sellar Property Group, commented: “This exciting transformational development will enhance this important part of central London. Paddington’s transport interchange will be fit for purpose for the 21st Century and the wider mixeduse development and public space will enhance the way residents, visitors, businesses and their people live work and play, and will make a major contribution in revitalising this district.”

Work starts on Sheffield landmark property development AN in-house ground breaking ceremony has been in held in Sheffield to celebrate work commencing on a £65M pound landmark development in the city. A party of key investors flew in from China for the traditional Chinese style ground breaking ceremony where sand surrounding a plinth was turned over with the help of special shovels. Construction is now underway on New Era Square - a 20-storey mixed leisure, commercial and residential development which will transform an area between London Road and Bramall Lane, close to the city centre.

which is to include retail units, food and drink outlets on the ground floor, leading out to an open air square for events. The existing KH oriental supermarket established 40 years ago will be redesigned and upgraded to the new large supermarket premises and will offer new range of products from all over the world.

Development (UK) Ltd, said: “This is an exciting day for everyone at New Era and we are thrilled to see work commencing on the project. We have been working incredibly hard behind the scenes for many years to see our vision come to life, so it is fantastic to celebrate by inviting our investors from China for this special occasion.

On the first floor there will be office space for professional service businesses, an exhibition hall and a Sheffield City Region China Business Incubator chaired by Richard Caborn to enhance enterprise and trade links between China and the UK.

“New Era Square is a landmark development for Sheffield, the region and the UK. It represents substantial investment for the city and is set to create a cosmopolitan, urban destination, including the new public square, to bring people from across the whole community together.

New Era Development (UK) Ltd, the Sheffield-based Company behind the plans, is creating a cosmopolitan, international, multi-cultural focal point. The scheme has been designed by Sheffield-based architects Hadfield Cawkwell Davidson. Building works are being led by Derbyshire-based Bowmer and Kirkland.

From the third floor there will be approximately 700 student accommodation units, predominately 30sq m studio rooms, plus micro-flats and student cluster flats.

Work is now underway to prepare the foundations for the development,

Speaking at the event, Jerry Cheung, Managing Director at New Era

The project is set to create few hundreds new jobs once construction has been completed.

“We are very much looking forward to developing opportunities for businesses through our Sheffield City Region China Business Incubator, which has the potential to offer significant inward investment. This will offer a fantastic opportunity for any business looking to break into the Chinese market and vice-versa for businesses based in China seeking a UK market entry through Sheffield.”

“It represents substantial investment for the city and is set to create a cosmopolitan, urban destination, including the new public square, to bring people from across the whole community together.”

considerations when reviewing your construction management software

From scalability to the ability to integrate with existing solutions, when the time comes to change your software you’ll need to consider the options both the software and its provider can offer. Read this checklist to see if your software and provider are the right fit for your future needs… 1. Is your construction software developed using modern, scalable technology? If your business is growing, you will want to invest in a software that will grow with you and stand the test of time. Look for a provider whose software is built on robust, flexible widely-used platforms such as Sage and Microsoft, providing you with choice and longevity.

2. Will your construction software grow with your business? Every business aspires to grow, but a limitation on the number of licenses available for your construction software won’t help your business smoothly evolve. It’s important to have a truly scalable construction software platform in place that will support your company’s growth.

3. Is your construction software contract reasonable? Sometimes long term contracts with your software provider are a good thing – but what if your software is no longer being enhanced? Construction companies need to ensure that their software will be constantly developed to fit their needs and with a contract that suits.

4. Does your construction software integrate with 3rd party solutions? Collaboration is key in construction project management. Adopting construction software that is built on modern technology and enables quick and easy integration with other systems will ensure success and completion of your projects.

5. Does your software include powerful, easy to use reporting as standard? To avoid cost over runs, you need construction-specific software that provides advanced reporting on margins and cash flow, and to enable complex reports to be created and run across your business functions for full visibility of a project.

6. Does your construction software make your life easy? Construction firms are realising the importance of streamlining their processes. Finding a software that allows construction workers and managers to have access to the right tools and information to help deliver projects on time and on budget will save you time and money.

7. Are your software upgrades providing value for your money? Many businesses are paying expensive renewal fees against limited software updates. Construction firms need to ensure they’re with a provider that has a product development roadmap in place, and that their solutions are continually developed.

8. Can new users easily adopt your construction software without extensive training? Finding new or temporary staff that can get to grips with familiar and intuitive platforms, such as Microsoft or Sage based software, is easier than training new people to use complex software. With intuitive and easy-to-use construction software, you can bring new staff up to speed quickly and inexpensively.

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Considerate construction MIKE Petter, Chairman of the Considerate Constructors Scheme outlines why In today’s world, we’re continuously faced with a barrage of information, advice and guidance - much of which can often lead to confusion, rather than being helpful. The Considerate Constructors Scheme (CCS) has, reassuringly, a clear and simple objective: to improve the image of the construction industry and encourage best practice beyond statutory requirements. The not-for-profit Scheme was established by the industry back in 1997, and has become the recognised force for improvement within construction. That’s a pretty important role given construction contributed £92Bn in economic output last year (6.1% of the total)*. Furthermore, the industry is forecast to grow by over 70% within the next ten years. Great growth opportunities and playing a pivotal part in the nation’s economy are, however, met with steep and urgent challenges: construction faces a dearth of workers – over 200,000 more are needed in the next five years, women continue to be underrepresented, and there’s growing pressure on the environment in order to meet the demands of an everexpanding population. The industry recognises the Scheme’s impact on helping to tackle these challenges, so much so that it has become a tendering condition for a large number of publicly and privately funded projects. HOW DOES IT WORK? The Scheme works through the voluntary registration of construction sites, companies, sub-contractors and suppliers. These organisations agree to abide by the Code of Considerate Practice. They are monitored by industry professionals on their performance in three areas of the Code: consideration towards the general public, the workforce and the environment. Every year, the Scheme registers around 8,000 sites and makes

over 15,000 site visits. By displaying Considerate Constructors Scheme posters around the site, companies can promote their registration. The posters also provide a name and telephone number of the site manager or company contact and a Freephone number of the Scheme’s administration office should any passers-by wish to comment. Registered companies and suppliers can also display a vehicle sticker or magnet, showing their unique registration number, on every company vehicle used on the public highway. STRIVING FOR BETTER The best performing sites and companies are recognised at the Scheme’s annual National Awards programme. The awards range from the top achievement of ‘Most Considerate Site or Company’ through to Gold, Silver and Bronze Awards. Being an award-winner is a real badge of honour, and the achievement is highly revered across the industry. BUSINESS BENEFITS There are a number of compelling cases for gaining CCS membership: it can often support winning new business and help with the planning process, by demonstrating commitment to adding social value, minimising inconvenience for local communities and disruption to the environment. In many cases, registration with the Scheme is mandatory for some clients and the vast majority of major contractors register all of the sites with the Scheme. The advice and guidance provided

during site visits has been instrumental in helping construction sites to become more efficient, whether it’s in how they communicate with their workforce through to developing stronger relationships with their supply chain. SHARING BEST PRACTICE With over 18 years of monitoring construction sites, the Scheme has collected a vast library of examples of best practice which exceed the requirements of the Scheme’s Code. Examples come from a range of organisations and project sizes, covering huge billion-pound projects right through to small scale building works. Earlier this year, the Scheme introduced the Best Practice Hub to share these examples with the industry. Any organisation can use the Hub and, once registered, can update it with their best practice examples, case studies and tips. THE NEXT GENERATION The Scheme plays a vital role in making construction an exciting, challenging and rewarding place for the next generation of employees. The Scheme developed the industry mascot, Ivor Goodsite, a costumed character for construction companies to use to engage with a younger audience to encourage safety on and around construction sites and to promote all that is positive about the UK construction industry. The Scheme also works directly with secondary schools, colleges and universities to speak to young people to get the message across that the industry offers great career opportunities whether its skilled technical careers on site or across fields including surveying, architecture, planning, finance, HR, marketing and management. For further information about the Considerate Constructors Scheme visit www.ccscheme.org.uk *Construction industry: statistics and policy, House of Commons, 2015. **Construction Skills Network Forecast, CITB, 2015.

Design with metal theft in mind ACCORDING to the Office of National Statistics (ONS) the number of metal thefts has declined to 27,512 offences recorded in 2014/15, representing a decrease of 35% compared with 2013/14. However, metal theft still costs the UK hundreds of millions of pounds every year and should therefore be considered in the design of new buildings. James Kelly, Chief Executive of the British Security Industry Association – the trade body representing the UK’s private security industry – looks at how construction sites can be protected against metal theft. The potential targets of metal theft are endless, ranging from railway infrastructure, plaques on graves or memorials to lead piping or roof tiles on houses, criminals will target valuable materials such as lead or copper for their extrinsic value. Metal theft is an attractive proposition for criminals due to the relative ease of passing them on and making a quick profit. Such materials are considered to be easily recyclable lucrative commodities and the culprits often utilise these raw materials in order to generate new products. Whilst there has been a decline in the number of metal thefts in recent years, partly due to the introduction of the Scrap Metal Dealers Act in October 2013 - which requires dealers to hold a licence to trade scrap metal – the ability for raw materials to be recycled, means that it is still not impossible for stolen materials to be sold on. New buildings tend to utilise an array of different raw materials throughout the construction process. Therefore, designing a building with the risk of metal theft in mind can be extremely beneficial, potentially preventing the loss of valuable materials once the building is complete. Security measures on construction sites should be implemented from the start of any construction process,

being considered in the design stage, right through to the final phases of construction. Metals are perhaps most vulnerable during the construction process when materials can be left unattended for longer periods of times. COVERT SECURITY Many may have the impression that security measures consist of robust obstructions that are likely to compromise the aesthetics of a building; however, this is simply not the case. There are many covert solutions which can help protect the materials of a building, without affecting the building’s design. Many BSIA members have had direct experience of this sort of specification and have shown that effective security measures do not always need to be visible.

metals from theft is by having materials asset and property marked. By marking materials with a forensically coded solution, if stolen, the goods are rendered worthless by either their covert or overt markings. Security marking gives police the opportunity to catch and convict criminals, and consequently, return the stolen goods to their rightful owners. The process of property marking involves uniquely marking items using a permanent marking product, and subsequently registering that item to a secure national database. Police can then check this database to see if items that come into their possession have been registered stolen. Security marking can also act as a successful deterrent to thieves by placing signs around a building site clearly stating that property has been marked.

One BSIA member, Optex Europe, provided a solution to a rural church in Essex, in the form of wireless virtual perimeters. A series of detectors were installed along the roof, creating a perimeter without the need for obtrusive wires. If an intruder happens to cross over this perimeter, key holders are alerted and can respond accordingly.

There are a wide range of marking solutions available, and BSIA members distribute a large proportion of the products in the UK that use forensic codes. In the interests of building aesthetics, there are a number of solutions that can be used which are invisible to the naked eye.

Another BSIA member, GJD Manufacturing Limited, partnered with E-bound to develop an electronic wireless roof system comprised of passive infrared motion detectors in order to detect intruders. Over 350 of these systems have been installed on various churches and heritage sites across the UK.

Whenever it comes to procuring any security product or service, the most important thing to consider is quality. Choosing a reputable security supplier is essential and will not only ensure that your site receives the best protection, but it can also prove more cost-effective in the long run.

In both of these examples, there has been a requirement for security which doesn’t affect the overall appearance of the building. But it isn’t just heritage sites that require these sorts of systems; many new constructions also require solutions that maintain a ‘clean’ look to the building. Covert perimeter security can be installed to fit all kinds of structures.

BSIA members are subject to rigorous quality checks that ensure that they are operating at the very highest level, to find a reputable supplier for any security product or service, visit: www.bsia.co.uk

MARKING MATERIALS Another key method of protecting

The BSIA’s website also hosts a variety of industry guidance publications, including guides on construction security and metal theft which are available to download free of charge.

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Looking back at 2015 AS WE ENTER A NEW YEAR, NHBC CHIEF EXECUTIVE MIKE QUINTON LOOKS BACK AT 2015 AND HOW THE HOUSEBUILDING SECTOR CAN EXPECT TO FARE OVER THE NEXT 12 MONTHS. IT is very pleasing to be able to take stock and look back at what has been another positive year for our industry. Continuing on from the favourable growth seen over the last three years, 2015 has maintained and improved upon existing new home levels with NHBC registrations showing another encouraging year. CHALLENGES The year was not without its challenges and of course, we also experienced a very eventful General Election, with months of speculation in the run-up to May. However, much of the uncertainty for our sector, predicted by many around this period, failed to materialise with steady new home registration levels a constant feature through the whole year. I know that NHBC, and other organisations within the industry, have continued to emphasise this message, but despite the upturn for UK housebuilding, collectively we must not lose sight of the fact that the country still has a drastic shortage of quality new homes. Indeed, the issue of construction quality is paramount in all of NHBC’s work, engaging with the industry and its vast array of stakeholders to ensure build quality remains front and centre of this activity. It is now, more than ever, especially clear to see from NHBC’s registration

figures that the sector has partly recovered from the effects of the recession and to attempt to fully capitalise on this, we have been looking ahead at the new set of challenges on the horizon, with annual UK registrations almost back to their long-term average. At NHBC, 2015 saw a major recruitment campaign to bring on board more highly-skilled inspectors and new senior roles to help oversee and manage the increasing new home volumes we are witnessing across virtually all parts of the UK, and also for the growth we hope to see in the coming years. Additionally our new Major Projects Team, set to be based at our new London offices, will help support those customers building large, complex projects across the country but predominantly in the capital. These projects, overseen by a dedicated, experienced team, will often involve the use of innovative building techniques which are rarely seen in regular housing developments. LANDMARKS The year also saw the 30th anniversary of NHBC’s Building Control service, which carries out more than 400,000 inspections each year across the country and the 10th anniversary of our dedicated LQE service. The LQE team will be working on some notable sites over the coming year, including the landmark Priors Hall site in Corby,

where 5,000 new homes are expected to be built over the next 20 years. By evolving and tailoring our services, NHBC is able to offer an unparalleled range of inspection related provisions to our registered builders at this time of considerable growth in the UK new homes market. Despite the many challenges the housebuilding sector continues to face, NHBC has been an effective partner in supporting the industry, working with builders to stay abreast of changes, and retain the right skills to enable the construction of high standard and quality homes. As always, NHBC’s mission is to ensure construction quality of the very highest standard in new homes across the UK and that this emphasis on quality remains unwavering – particularly during periods of increased activity and production. For many of us, it can appear that the demands and pressures for new homes are unrelenting. But, by planning ahead as we approach the end of a buoyant three-year period for the UK housebuilding industry, we can more easily help those builders face the next set of challenges, regardless of size or sector. I sincerely hope that the next 12 months represents another productive and rewarding year for our sector and I feel that, collectively, we are well placed to ensure that this is the case.

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Cutting costs, not cutting corners BENJAMIN DYER OF POWERED NOW TALKS ABOUT MAKING SMART USE OF YOUR RESOURCES WHEN RUNNING YOUR TRADE BUSINESS. MANY tradesmen don’t make as much money as they could by failing to control major costs, focusing on costs that don’t matter, not investing where they should and not organising their affairs well enough. But can things be done differently? MATERIALS ON SITE I have a personal “one hour rule” that states that everything you need to buy when on site takes at least an hour. You have to interrupt your work flow, get into the van, drive to the right outlet, park, go inside, source the materials, queue up, pay, then get back to the van and return to site. It takes an hour at best. That’s an hour that could be billed to a client. Even worse, you may end up paying full retail price with no payment terms. This all costs real money. So being really organised and making sure you carefully think through the job and get everything on site before you start, is key to keeping costs down. GREAT PEOPLE MANAGEMENT One manager was telling me that his firm works in all weathers, then later told me he would like to be able to track where staff are, as they had an unfortunate habit of leaving early if it was raining or snowing! I don’t know if his staff love him, but that might be hard. In fact, if you can build loyalty to the company and recruit staff who take a pride in their job, you will save money. There will be less “resting” and less rework.

Obviously you need to try to recruit people who care in the first place. Then some of the ways to achieve better commitment are treating staff with respect, always praising in public and rebuking in private, seeking advice from staff and genuinely caring and showing flexibility if they have personal problems. This will increase their commitment to the company, which ultimately reduces your costs. THE TOOLS OF THE TRADE Ironically, sometimes the best way to save money is to spend it. This is particularly true when it comes to tools. Having the right quality tools can save time, produce better results while the tools will often last longer, actually costing less in the long term. David Stewart of Stone Classics puts it this way: “Buy quality tools, they pay for themselves over and over again. I used to skimp on tools but it meant that I spent much more time on the job. Good tools turn into more profit.” In this area also comes computer automation. There are now many apps that can help construction companies, including the Powered Now app from my own company. Lots of money is being invested in new solutions and you have the chance to benefit your business by saving time and improving efficiency. USE LOWER COST LABOUR WHERE IT MAKES SENSE Not every job requires the same skills, and by employing an apprentice you can save money while helping the

longer term future of the company. Matthew Stevenson of the fast growing company The Landscape Company puts it this way: “Using apprentices is a cost effective way to employ young people … the payroll saving compared with employing someone in the conventional way can be up to 50%, and the government also gives you a grant to help.” WATCHING THE PENNIES My business partner, Chris Barling, tells me a story from the old days of the Greater London Council. Some of the council officers wanted to get a £3M commitment through a council meeting. They scheduled a discussion of a £3,000 spend for 20 minutes early on, then allowed five minutes to discuss the £3M spend later on in the evening. Unbelievably, it worked and they got the go ahead for £3M of expenditure. We mustn’t behave as stupidly as this council, focusing on the trivial and ignoring the important. The place to worry about cost is the large items of expenditure. So start on the biggest bills. Negotiate hard and shop around. Let the trivial stuff do its own worrying.

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www.cmp.uk.com

Creating habits for success: Four strategies for staying on-track BY MICHELLE LABROSSE, CCPM, PMP®, PMI-ACP, CHIEF CHEETAH AND FOUNDER OF CHEETAH LEARNING What habits do you need to develop to become a more effective Project Manager? Maybe you need to get more organised with your paperwork, or change how you spend your time each day to stay on-track with your projects, or shift how you respond to stressful situations. Regardless of the kind of habit you’re trying to form, you might find that changing your day-today behaviour is more challenging that you expected. It may be the case that you’ve tried before to adopt this new habit, but somehow got derailed from your goal. For this month’s Know How Network, we’ll be discussing the best recent research on habits: what it takes to form a new habit, and what to do if you find yourself straying from your planned course of action. Keep these strategies in mind when working to develop a new habit: Don’t despair if you mess up once or twice. Especially when the habits we’re trying to adopt are challenging, it is unrealistic to think that once we’ve committed to adopting them, we’ll practice them every day without fail. Research shows that missing a day does not, in fact, have a significant impact on your ability to adopt a new habit. The crucial thing is to recover from the slip-up - fast. Missing one day is acceptable, but stretching this into five days will likely hurt your ability to make your new habit part of your

automatic daily activity. Leave slip-ups in the past, and focus instead on what you have to gain by sticking with your goal of developing a new habit. Be patient if the new habit still feels like a chore, even months later. Psychologist Jeremy Dean conducted original research on what it takes to make new habits and break old ones, and found that to do either almost always takes longer than the commonly-held perception of 21 days. Getting to the point where practicing a new habit (or losing an old one) feels automatic, he found, takes an average of 66 days. While adopting a simpler habit (like drinking water every day) may take less time, more complex or challenging habits (he gives the example of doing 50 sit-ups each morning) will likely take 80 or more days before they feel automatic. Tell others about your new habit. This is also called “accountability.” For the purpose of creating a new habit, though, it’s not necessary to have a partner or group that really holds you accountable; what matters is that other people know about the habit you’re trying to develop, and will know if you break it. Just being aware that others will know if you don’t keep up with your habit is sufficient motivation for many people to stick with their goals. Finally, celebrate small victories. Beating yourself up for missing a day or two in

the practice of your new habit is more likely to be more de-motivating than it is to be motivating. A better strategy is to keep track of how many days you’ve successfully carried out your new daily habit and reflect on what you’ve gained by adopting this habit. If the gains from adopting your new habit are less immediate (as in a diet), you can further motivate yourself to stick with your habit by setting up intermittent rewards for yourself - so long as you choose a reward that doesn’t break the habit! Over time, as your habit becomes a more automatic part of your daily activity, the rewards become less necessary. Following these tips will significantly increase the likelihood that you’ll successfully adopt your new habit to become a more effective Project Manager. And, as with all important projects, the best time to start is NOW. To learn more about Cheetah Learning’s online courses designed to help Project Managers develop more effective management habits, visit cheetahlearning.com

CompeteFor Supply Chain Access Forum 2016 20 April 2016 London Olympia

Find out how you can engage with the major projects under way and those planned for the future Hear from those charged with setting the strategic goals for infrastructure in London and the South East Connect with those Tier 1 contractors winning contracts in London and the South East

Keith Nowland, Regional Sales Director for Lombard Technology Services, reveals how Lombard is assisting companies in the construction industry with their technology requirements and discusses the Businessâ&#x20AC;&#x2122; pioneering Software License Solution. IT infrastructure and new technology is playing a greater role in the development of businesses industrywide. Has Lombard Technology Services observed an increase in the number of construction companies using asset finance as a means of acquiring new technology? Weâ&#x20AC;&#x2122;ve certainly noticed a significant increase in the level of asset finance in the construction industry, particularly over the past three to five years. Some of our biggest clients are construction companies in fact.

Asset finance is becoming a more accepted form of financing because technology is playing an ever greater role in terms of how construction companies manage their operations. That increase is also partially to do with us widening product portfolio. While our focus was once laptops and desktops, Lombard Technology Services

is now much broader than that. We look at handheld technology for instance, which is very prevalent in the construction industry, as well as servers and storage outside of the data centre. In addition, the nature of the sector means that businesses have to be mindful of how they manage their contracts. Flexibility is the key and both our finance and asset management services facilitate that. How is Lombard Technology Services able to support companies in securing innovative new technology? The construction industry is no different to any other in terms of how we would approach our initial conversations. We look at what a company does, what field they work in, how they use technology within their business, and where they are in the cycle i.e. have they decided to go to the next level or are they just refreshing what they already do? It’s about setting the scene. Once we know this, there are various things that we can do. The first possibility is to fund technology on behalf of the business. Our relationships with Tier I suppliers enable us to procure kit on their behalf. We can then fund this technology using various lending products – leasing, lease purchase and loan for example. What we’re really trying to do however, both as a business and to help the client, is invest residual value in the technology. We put a future value on the asset and, if it’s a significant sum, we look at that value to see if we are able to accept the risk. This then reduces the primary period rental which gives a cash flow benefit to the business. It also gets businesses into the discipline of refreshing their technology on a regular basis, if that’s what they want to do. We have various asset management tools like CALM – the Complete Asset

and Lease Management system – which allows companies to track their assets and attach them to construction sites. Assets move around quite frequently in the construction industry. To be able to track where those assets are, particularly if they’re standalone items like tablets or laptops, is really helpful. We can provide maintenance through a third party. If your kit breaks down we can fix it for you, whether that means actually fixing it or replacing it. We’re also able to help businesses to dispose of their technology safely, and certificate the fact that it has been collected, cleaned and disposed of correctly. That’s a short overview of Lombard Technology Services’ full circle of life, and there’s a lot within there that would appeal to companies in the construction industry. Lombard Technology Services is the first UK asset finance provider to offer a product based around intellectual property – the Software License Solution. How did you identify the need for the initiative? The Software Licence Solution (SLS) is designed to help businesses free up cash that’s locked into software so that it can be re-invested – either back into further development of the software or elsewhere. The product came about through our involvement with a customer whose money was tied up in a software solution that they had built. This management system was responsible for the entirety of their operations and wasn’t licensed out to a third party. Ultimately, the customer sought to release some of that capital. Firstly we identified the software that the customer had developed. The most important consideration was that the software generated a significant amount of revenue for the business. Software funding

is unsecured funding and so, because it is intrinsic to the business which it can only be if it’s generating a large proportion of the volume, it becomes collateral in its own right. If the worst were to happen and an administrator were to be brought in to sell the business to a third party, they would be unable to do so without the software. In purchasing the software from the company and licensing it back to them, we are given some form of security. Are companies responsive to the process? It isn’t for everyone. Selling your own software is quite an emotive subject but customers are still able to use the software in the same way they always have done. They still have the same opportunities to develop the software further and they’re still able to implement it however they see fit, but we hold title to it for the period of the loan. I should also add that, when we purchase software, we’re not purchasing it at what some might consider a market value. By its very nature, the software is most likely bespoke meaning that there probably isn’t a market for it. We call it a collateral value rather than a market value. There’s a real element of trust to the Software License Solution then – everybody has to go into the process with their eyes open, but there are significant benefits to be made for those concerned. For more information about Lombard or its technical services division please visit the Company’s website - www.lombard. co.uk - or call 0800 502 402. To find out more about how Lombard can help you finance eligible assets: Call 0800 502402 Text Relay 18001 0800 502 402 Security may be required. Products fees may apply.

Why I have the best job in the World RICHARD LANE, DIRECTOR AND LEAD CONSULTANT OF CREONOVA CONSULTING, A KNOWLEDGEPOINT BRAND. The consensus amongst several studies puts total waste within the industry between 30-35%, equivalent to around 5% of GDP. In other words, 5% of this country’s output is wasted. But it gets worse… Construction enables pretty much every other industry in this country – so you can effectively add to that 5%, the knock-on effect on all those other sectors. If construction companies are able to specify projects correctly and carry out projects with optimum levels of efficiency, that means better environments for education and for health and ultimately better business outcomes too. And it’s not just about buildings, construction is also very much about infrastructure, the transport network being a case in point. Inefficiency gets driven through the entire economy. So, if we can fix that issue, then it does truly represent a great opportunity to really improve the economic and societal impact that this country can deliver. In fact, BIM is like a Trojan horse for change. It is a catalyst for other things to occur. I’ve worked with many,

particularly public sector, clients. Historically, most say they are too busy to think about doing things better. They are so driven by their operational goals that they never take a step back and see that what they are doing is inefficient and wasteful. That’s why having BIM as an agent of transformation and the mandate to drive that change forces people to take the time to step back and reflect. They start to introduce changes that have nothing to do with BIM but that opportunity has given them the chance for wider evaluation. That means we see issues like whole life efficiency; exports; the image of the industry and skills development all being driven from a change that originates with the introduction of BIM. So, we see all of the target outcomes outlined in UK Industrial Strategy: Construction 2025 document suddenly appear a lot more achievable. When I first saw the numbers I must admit I did not fully believe them: delivering a 50% reduction in the overall time from inception to completion for new build and refurbished assets, for example, or achieving a 33% reduction in the whole life cost of built assets. Now I think these are actually a little bit soft. I think we can do even better than that by 2025!

So, to go back to my point about having the best job in the world. Dan Pink in his book ‘Drive’ looked at the research around motivation for individuals and found that it was not driven by financial reward it was driven by three factors – autonomy, mastery and purpose. I believe the transformation that’s being driven by BIM enables everybody to achieve all of these three. We get the opportunity to be autonomous. The leadership for BIM transformation in this country is not coming from the top executives, its coming from people at working level, people in different roles who are passionate about making a difference. They are not driven by financial reward. They are doing it because they are passionate about the subject, not because they are the top executives in their organisations. Government has been trying to change construction for 70 years. But with the UK BIM mandate and the movement within the industry, we have the chance to get it right this time. So please join me. If we all embrace it then we can really make this level of difference and change to our country. And if we can have that level of purpose in our work… why wouldn’t it be the best job in the world?”

A holistic view into your building’s energy efficiency THE Energy Efficiency Directive target of 20% energy efficiency must be met in 2020, meaning Irish building managers are feeling the pressure to make significant operational changes.

the Sustainable Energy Authority of Ireland’s Energy Auditing Scheme. Taking stock of a building’s energy consumption has never been more pertinent.

that only larger enterprises have adopted such solutions. However, even with significant investment, it hasn’t been possible to fully integrate it into all existing system.

Transparency is key. By having a clear vision of how a building functions, managers can get a strong idea of how much energy is being used and where essential savings can be made.

BRINGING DATA TOGETHER Many businesses monitor their building’s energy usage via a series of spreadsheets and disparate systems. This disjointed approach makes the whole process far more complex and time consuming than is necessary.

In order to address these challenges, BMS systems for medium to large sized buildings, need to combine engineering, installation and services, ensuring that all facilities are energy efficient and easily manageable.

Joe Crawford, product manager of Schneider Electric Ireland, discusses how having all the correct information in one place can make a world of difference. TAKING STOCK With such focus on improving our building’s energy usage, the tide appears to be turning in the uptake of smart technology. A recent report published by IDC Energy Insights revealed that the global smart buildings solutions market is expected to reach an impressive €9.4 billion by 2016. The prospect of installing smart or intelligent technology is still a daunting prospect for building managers. Budgets remain tight, meaning businesses are tasked with doing more, for less. In addition, a clear gap exists between the ability to extract and generate data to then translating it into actions. Ireland’s commercial building owners need to carry out an energy audit of their operations every four years starting in December 2015, under

The notion that building managers should be looking at each building application, such as HVAC and lighting, as separate from entities is one that Schneider Electric is keen to dispel. The only way to truly become more efficient is to take a holistic view of your building by gathering all systems together on one platform. This enables the end-user to have a complete overview of functionality. To do this, data simply needs to be organised into relevant, actionable reports which are tailored to each particular user. HOLISTIC MANAGEMENT Today’s building management systems are able to draw information from all parts of the building, as well as from external and third party systems. This presents a truly integrated, holistic view at the touch of a finger tip. Traditionally, this level of integration has come at a premium cost meaning

Building systems must also include an easy-to-use interface. This allows data to be managed via a PC, smartphone or tablet, giving building managers complete control, even when they are away from site. A key feature of this, is to provide the valuable information to the right people at the right time, maximising energy savings by clearly indicating areas for improvement. These changes offer end-users the potential to optimise a building’s operational performance. They help to manage maintenance proactively, reduce energy bills and improve employee comfort. By connecting systems together holistically, users are able to create a complete picture of a building on one easy-to-use platform. This connectivity is crucial, as paired technologies help to reshape and automate all operations – giving building managers a single pane of glass through which they can view all procedures.

BIM provides more opportunity and, ultimately, the traditional process may well die out. The role itself will never change however - it just becomes a new way of doing things.

Bracing for BIM WITH Building Information Modelling (BIM) currently innovating process industry-wide, some have expressed concerned at the notion that it may make hitherto essential job roles obsolete. Kim van Rooyen – Director of Turner & Townsend – speaks to UK Construction Excellence about BIM, its impact on the cost manager and quantity surveyor, and the industries adoption as a whole. Broadly speaking, how is BIM implementation impacting the role of cost management professionals and quantity surveyors?

If the cost manager (CM) or quantity surveyor (QS) embraces BIM it has the potential to make their lives a lot easier. What do I mean by that? BIM is able to deliver much more information, provided it is set up correctly and contributed to. It might actually give you the edge over your competitors, as it can be used to automate some of the more mundane tasks. While a traditional CM or QS would use measurement tools to build up bigger quantities - a very labour intensive process - BIM allows for the automation of those laborious parts and enables CMs and QSs to concentrate on the bits that add value to the role.

BIM provides more opportunity and, ultimately, the traditional process may well die out. The role itself will never change however - it just becomes a new way of doing things. I liken it to mobile phone technology. Older phones have functionality even today, but for those who have embraced mobile phone technology - for use in BIM for example – it has revolutionised their lives and made them more effective.

There’s obviously some negativity regarding BIM implementation in the cost manager and quantity surveyor fields. Where does this stem from?

There’s an unfortunate perception of BIM being an ‘architects friend’. A lot of folks haven’t got their heads around how BIM can be used to support scheduling, costs and, most significantly, the operational side of things. BIM requires careful planning from the very beginning. If it’s not carefully planned it can be extremely difficult and costly to get right. In my experience businesses don’t think about BIM soon enough - it comes as a bit of an afterthought and there ends up being a lot of negativity around it. If you have a clear BIM strategy from the very beginning however - and an understanding of your CMs and QSs roles within that strategy - you are contributing towards success. Change management is crucial to this process as well – changing the mind-set around data and information being valuable. I’ve seen some recent examples of people producing data for cost or quant purposes, discarding it and measuring up elsewhere. BIM gives people the opportunity to enter that data once, use it many times and build on it over time.

What are the positives of BIM implementation from a cost management and quantity surveying perspective?

It’s about speed and accuracy - it will certainly speed up the design process. From a cost management perspective, you will have greater accuracy around developing client requirements, a more robust cost plan, and added rigor around the change control process. As such, it’s going to make cost managers lives a lot easier.

“BIM is a methodology, it’s not a shiny object that can be bought, and so businesses must be serious about the change management aspect and build it into their way of doing things.“

I also think that it’s a positive step towards collaboration between different parts of team, the client and so on. Ultimately, if I were a cost manager I would want to strive for a level of cost certainty that’s far more accurate than anything I’ve previously been able to achieve.

How is Turner & Townsend helping its workforce to acclimatise to a world with BIM?

As with everything, it’s about education, education, education. We have three main areas when upskilling our teams. Firstly, as part of embedding digital within our process, we are helping our teams to understand the benefit of BIM and providing them with the necessary support as part of a change management process. Secondly, we have created a Centre of Excellence. Our teams are driving research and innovation, looking at bigger and better ways of delivery, and providing a resource base for knowledge and guidance. Thirdly, we’re getting out into the field and upskilling our teams through workshops. One thing that I’ve learnt is, once somebody has confidence in using BIM they never go back.

Would you have any advice for companies looking to implement BIM into their business?

A couple of things come to mind. The first concerns leadership from the top down. BIM is a methodology, it’s not a shiny object that can be bought, and so businesses must be serious about the change management aspect and build it into their way of doing things.

around assurance. It’s about building up capability to the level that clients expect. Obviously, businesses must also think about the hardware. If you’re running fully integrated CM and QS BIM then you will need to have good technology – network infrastructure, systems and tools – in place and available to the relevant teams.

With the Government’s Level 2 BIM mandate looming, how do you feel the construction industry is doing in terms of its BIM adoption?

I think the industry as a whole is getting there, though they’re a long way off the mark. There’s a lot of talk about Building Information Modelling but I think businesses are trying to run two processes in parallel because they don’t yet trust BIM, and that’s providing an overhead. It’s like any new innovation - it will eventually become the norm. I see more traction, certainly within the public sector, and yes, it helps that it has been mandated, but I’ve not seen much progress in the private sector. People don’t see the benefit because they have yet to get the minds around data and data ownership. But how do I see the market as a whole? Definitely better than it was! For more information about Turner and Townsend please visit: www.turnerandtownsend.com

Secondly, something that has proved successful for us is fostering the idea of research innovation and knowledge sharing. It’s collaborative and people need to feel that they are part of that journey. It goes without saying, but having the right support mechanism in place is important. The roles that we provide internally to support our teams are

Lean and BIM â&#x20AC;&#x201C; A Synergistic Relationship Dr Zeeshan Aziz and Dr Algan Tezel, School of Built Environment, University of Salford, Manchester, UK Two of the primary drivers of change and transformation in the UK construction industry have been Building Information Modelling (BIM) and Lean Construction. The term BIM describes tools, processes and technologies that are facilitated by digital, machineâ&#x20AC;&#x201D;readable documentation about a construction project (i.e. buildings, highways, power plants etc.), its performance, its planning, its construction and later its operation. Unlike the conventional Computer Aided Design (CAD) systems, it unifies form, behaviour and functionality in construction visualisation. Lean Construction is an innovative approach to construction management that translates the successful principles of the Toyota Production System (TPS) started to take shape in the 1940s in the car manufacturing industry to the Architecture, Engineering and Construction (AEC) industry. Recent research on BIM and Lean Construction shows that there is a considerable synergy between the two. Of the many positive interactions, reduction in process variation and cycle-times, increased visualisation of products and processes, automation of some non-value adding activities, increased collaborative working, advanced prefabrication options, and better value capturing and rapid generation of alternatives through the use of BIM come to fore. All those points also constitute some of the important mantras of Lean Construction. It should also be noted that the BIM-Lean synergy is not limited to the design phase and extends over the construction life-cycle with the rapid advent of multidimensional BIM capabilities (nD-BIM). The design phase in the construction life-cycle is possibly an area where this synergy is most apparent. The Lean Construction related design priorities and concepts of Target Value Design, Set Based Design, Choosing by Advantages, client defined value, collaborative design, rapid evaluation of design alternatives, integrated procurement and supply chain, joint reviews/clash detection, early involvement of stakeholders, simulation/analysis for better value, reduced cycle-times and waste in design activities, and mistake proofing design extensively leverage the BIM capabilities of multi-trade coordination, rapid production of design drawings with fewer errors, better visualisation of the design intent, efficient modelling for constructability evaluations/clash detections, powerful simulation options (e.g. lighting, heating, air flow, energy efficiency, earthquake resistance) providing rapid and correct quantity take-offs, value engineering support and advanced pre-constructÄąon analyses (e.g. virtual site planning and logistics, integration of BIM models with schedules and costs or 4D BIM and 5D BIM respectively). The use of BIM to support Lean Construction techniques and goals has been widening in the construction phase. The increasing integration of multidimensional BIM with existing information systems (i.e. Enterprise Recourse Planning-ERP) and emerging technologies such as Virtual Reality, rapid laser scanning and point cloud generation, Cloud Computing, extensive use of mobile and wearable devices, on-site robotics, sensor networks, image recognition, advanced photogrammetry and indoor/outdoor geolocation adds to the possibilities. Currently, BIM supports visualisation in Collaborative Planning/Last Planner meetings, design briefs and stakeholder engagement. There are also efforts to create state-of-the-art BIM based systems to visualise construction flows and to facilitate on-site visual controls (e.g. KanBIM and VisiLean). The 4D and 5D capabilities of BIM provide constructors with a better understanding of different alternatives and cost/schedule control. 4D/5D simulations for resources, time, safety, space, risk, construction layout and constructability analyses have been used with the outcomes of reduced cycle times, reduced Request for Information (RFIs), reduced wastes and increased safety in some work tasks (e.g. reinforced concrete works). Clash identification at the construction stage is prevalent. BIM models can also support Just-in-Time (JIT) based information, project drawing, material/logistics flows and advanced, model-driven prefabrication (e.g. duct work, MEP, RC panels, cladding, dry wall structures) thanks to their high compatibility with industrial Computer Numerical Control (CNC) units. The combined use of BIM models, BIM servers and emerging technologies enable the automation of some non-value adding activities such as site actual progress and production monitoring, sub-contractor progress payment

calculations, production quality control and tolerance checks, checking production against construction codes/requirements, surveying and scanning the existing site/system conditions, stock monitoring and material/plant/equipment tracking. Although initial design has an effect on every phase in the construction life-cycle, the total cost of a construction project is comprised largely of the costs of facilities and operations management (FM/OM). Thus, efficiency gains in the maintenance/operations phase will have relatively larger impacts on the overall construction life-cycle. Current BIM and Lean discussions revolve mainly around the design and construction phaseses. A more balanced research/practice approach with more emphasis on FM/OM can be expected in the near future. One interesting and challenging area is the use of BIM/Lean in current construction projects within refurbishment, retrofitting and demolition efforts. The integration of emerging technologies with BIM models presents a wide variety of possibilities in the FM/OM phase as well. Also, the fast advent of Big Data may have a fundamental impact on Lean, BIM and FM/OM practices in the near future. BIM and Lean match well in the FM/OM activities of controlling life-cycle cost and environmental data, effectively locating building components and material inventory, asset tracking, facilitating retrieval of real-time integrated building, maintenance and management data (matching those data visually with space), improving maintainability studies, streamlining space management, fostering efficient planning and feasibility studies for non-capital construction (i.e. renovation, retrofit and demolition), enabling personnel training in virtual reality (facility operations), visualised marketing, expediting search, evacuation and rescue (for emergency cases), controlling and monitoring energy (e.g. electricity consumption, CO2 emission) and facilities use. The traditional handover practices from the construction phase to the FM/OM phase should be analysed and redesigned with a Lean/BIM perspective. Presently, there are also many challenges before the Lean/BIM synergy, and their common dissemination and diffusion in the construction industry. Some of those challenges are technology related such as the diversity of BIM tools and interoperability issues, problems in the integration with other IT systems, the current fragmentation and competition among BIM software vendors and the lack of BIM libraries and established world-wide standards (still). Other issues are mostly management and industry culture related; unclear roles and responsibilities, the lack of effective collaboration between project stakeholders, the inherent problems within the prevalent project delivery systems, cultural barriers towards adopting technologies and mindsets, organisational resistance, the lack of a sufficient legal framework, the lack of educated workforce, the relatively low awareness of both of the concept in the industry (still).

enquiries@salford.ac.uk

www.salford.ac.uk/built-environment

The Chartered Institution of Building Services Engineers CIBSE IS THE PRIME SOURCE OF EXPERTISE IN THE BUILDING SERVICES INDUSTRY, GIVING ADVICE TO ITS 20,000 MEMBERS. UK Construction Media spoke to Professor Tim Dwyer, Teaching Fellow, UCL for Environmental Design and Engineering Member of CIBSE BIM Task Group, and Michelle Perry, Key Account Manager for Trox UK Ltd, Vice Chair of the PDT Group and member of CIBSE BIM Task Group. They shared their thoughts on the work CIBSE is undertaking to raise BIM awareness and the importance of Product Data Templates (PDTs) for the industry.

Continuing Professional Development (CPD).

The Chartered Institution of Building Services Engineers (CIBSE) is a membership-based organisation that has been around for many years.

This support is focused, which is an important difference from many other organisations and CIBSE is able to inform its members in a variety of ways.

In its current form, CIBSE has existed since 1976 and has more than 20,000 members comprising of not only building services engineers, but consultants, lighting firms, those involved in operations maintenance and facilities management.

Any industry developments, technological advancements can be relayed through the CIBSE Journals, conferences and exhibitions, and regarding BIM, a CIBSE spokesperson explained: “We’re trying to signpost the engineers working in our sectors about what the possibilities are and where they can go forward with BIM.

This professional body exists to ‘support the science, art and practice of building services by engineering, by providing our members and the public with first class information and education services and promoting the spirit of fellowship which guides our work’. Members belong to a global network of professional support and expertise, with a full programme of meetings and events each year offering hundreds of opportunities for members to meet and learn from colleagues and experts to explore new ideas and take part in

It is the fact that members can benefit from a wide range of information that means CIBSE is ideally placed to advise on all matters relating to BIM. BIM is something that CIBSE has been involved with for many years and all work supports BIM and the activities of members in the building industry.

“We give them the tools to really make a difference, but then also make sure we are collaborating with other bodies, the Government, other institutions and trade associations to make sure we’re in a good central position to get that information so that we can share it with our members and understand what’s going on.” The collaboration is crucial because so many different companies in different sectors need the information. Tim

explained: “Building services is very much a multi-disciplinary activity and relies on being inter-disciplinary so there’s a need for the management of information.” The value that CIBSE can add to BIM is because of its expertise across many sectors, meaning information can be disseminated and sent back out to members. The previously mentioned conference and exhibitions have a wide reach. There are also annual awards - a big event that gives CIBSE a chance to show the industry what real exemplar projects are and what is being achieved within the industry. When the 20,000 specialist interest groups are added to the membership, it is clear that CIBSE has a wide reach and through its forms of communication, can put information out to the industry. CIBSE BIM GROUP Informally, CIBSE has been involved in BIM for many years through the discipline of information, which is core to all activities. But in a formal sense, it has been four years, when the CIBSE BIM Group was established. The Group meets once a month and consists of members from consultants, commissioning to manufacturers and main contractors so the level of information is spread across a variety of sectors.

The Group has subcommittees that meet on an informal basis, with break-out groups also sitting to look at a number of issues such as current industry standards. Tim said it was important that the mix of people involved in this were varied and eclectic enough to represent the whole industry. He said: “It truly is a cross-industry group of people on the BIM Group, moving through the ideas that will help solve future problems of information management as well as meeting the needs of the Government and various standards. “The Group has acted as a great catalyst for action within CIBSE.” Actively linked with the work of the BIM Task Group, the CIBSE BIM Group has run annual surveys so that the opinion of members can be canvassed in order to give an idea of what the industry wants from BIM and where it is going. The results of the latest survey, which was conducted last year, showed BIM moving forward in the building services sector faster than others, and those who took the survey felt that information they have been given has continued to improve when compared to previous years.

have been involved in BIM projects. Distributed through CIBSE Journal and Twitter, the two groups who responded in the greatest numbers to the CIBSE BIM Survey were consultants and manufacturers, and it is the latter group who are looking to the Organisation for help. Michelle explained the reason for this is because they are ‘always at the bottom of the trail’. She said: “Clients, projects and the Government drive things from the top through main contractors and consultants, who have to gear themselves up a lot sooner. “Manufacturers are holding back because they’re not going to get paid additional money for doing this, so they wait to see which way the industry is adapting instead of

“Informally, CIBSE has been involved in BIM for many years through the discipline of information, which is core to all activities.“

These are particularly encouraging results given that of those that responded, approximately 75% were

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ACCOUNTING

ESTIMATING

PROJECT MANAGEMENT

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The scheme has been developed in order to provide contractors and their supply chain with evidence that they have the capability to deliver projects using Building Information Modelling (BIM).

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BSI verify first companies for BIM Level 2 FROM 2016, all government building and infrastructure projects in the UK will require Level 2 BIM compliance. BSI, the business standards company has launched a verification scheme for PAS 1192-2 Information management for the capital/delivery phase of construction projects. BAM Construct UK Ltd and Skanska UK are the first two companies to be independently assessed by BSI and achieve verification. The scheme has been developed in order to provide contractors and their supply chain with evidence that they have the capability to deliver projects using Building Information Modelling (BIM). BIM technology is considered invaluable to the delivery of a construction project since it provides a common single and coordinated source of structured information throughout the lifecycle of a project and can deliver significant cost savings and efficiencies both during the design/construction and handover stages. PAS 1192-2 was designed with input from influential industry experts. The consensus-based standard sets out how to share information on BIM projects and lists the requirements for BIM Level 2. It makes recommendations for the adoption of industry conventions, challenges project complacency and promotes consistency and transparency of work processes between parties. PAS 1192-2 is one of the series of standards designed to drive cost savings and efficiencies through waste reduction and improved collaboration. In order to achieve verification from BSI of their BIM capability, contractors will have to demonstrate that they

adhere to the requirements of the PAS 1192-2 standard. This will be determined through an on-site audit which will assess the documented procedures for all processes in PAS 1192-2, the competency of staff, and a documented complaints procedure. Different requirements are specified for Tier 1 contractors and their supply chains. A BSI Kitemark for BIM Design and Construction will also be developed in 2016 which will incorporate verification to PAS 1192-2. BSI worked closely with both BAM and Skanska throughout the verification process to ensure they met the requirements of the standard. Colin Pryor, UK Business Systems and Quality Manager at BAM Construct UK Ltd comments: “We’re delighted to have received verification to PAS 1192-2 by BSI. BIM is a major driver influencing the direction of the construction industry both in the UK and abroad and we’re pleased that we’ve been able to work with BSI during the development of this scheme. In addition, with the UK government requiring all centrally procured government contracts to be compliant with BIM Level 2 by 2016, this verification will provide assurance to those within our supply chain that we are capable of delivering projects using BIM.” David Throssell, BIM & Digital Engineering Operations Manager, Skanska UK said: “We’re very pleased to be one of the first companies to be verified by BSI to PAS 1192-2. This allows us to demonstrate to our customers and supply chain that we have the capability to deliver projects using BIM. We’ve worked closely with

BSI to ensure that the verification scheme adds value and addresses the key challenges that the construction industry faces around BIM.” Andy Butterfield, Global Head of Construction, Product Certification at BSI comments: “BAM and Skanska should be proud that they are the first companies to be verified by BSI to PAS 1192-2. “This verification scheme will be of huge benefit to construction companies involved in public sector projects as well as those companies within the construction supply chain including private sector building, civil, infrastructure, refurbishment and new-build projects both in the UK and abroad. The new schemes have been developed in collaboration with industry stakeholders to ensure that they add value and address the key issues which will help the construction industry with BIM implementation.” BSI’s training offering will support the scheme to ensure the requirements of PAS 1192-2 are fully understood and effectively implemented throughout the organization.

In order to achieve verification from BSI of their BIM capability, contractors will have to demonstrate that they adhere to the requirements of the PAS 1192-2 standard

“Whilst concurrency can positively impact the whole construction delivery process it is design production and management where concurrency perhaps the biggest practical benefit”.

BIM Digest HAVING recently published volume one of its BIM Digest, an eBook offering a comprehensive guide to Building Information Modelling through the views, opinions and observations of leading market professionals, Trimble company, Amtech, is pleased to promote and encourage BIM adoption across the MEP sector and beyond. With the UK government BIM level 2 mandate deadline fast approaching, the AEC sector continues to register mixed opinions as to its benefit on cost. According to Stephan Jones, Segment Manager at Trimble company, Amtech, the government BIM level 2 definition has partially contributed to these differing perceptions by not promoting the central pillar of the standards as originally developed

by the IAI (International Alliance for Interoperability) now rebranded as BuildingSmart. A firm believer that the biggest prize in the BIM sweepstakes is concurrent working, Jones explains that were concurrency as a principle taken to an extreme, it would allow users to simultaneously manipulate the same information; perhaps a CAD model object, a property of that object, an associated cost or other BIM information facet. “Likely you’ll probably be exclaiming that such a proposition is inherently chaotic and completely undesirable in the construction delivery context, but bear with me,” he says.

“If you have been exposed to systems such as Google docs or slides and have collaborated in the development of a presentation or commercial proposal then you may never wish to go back to a text editor on your isolated machine. I can attest it’s happened to me and I wouldn’t go back! “Using Google’s collaboration tools you will notice that you no longer send files to each other, you don’t sit there wondering whether or not you are looking at the latest version, or whether you need to wait to add those other changes that just entered your consciousness. “Construction delivery is riddled with the exact same experiences, only they are hugely magnified. Swap out the

“Construction delivery is riddled with the exact same experiences, only they are hugely magnified. Swap out the simple doc and replace it with a highly complex, multifaceted, detailed and interdependent BIM!”

simple doc and replace it with a highly complex, multifaceted, detailed and interdependent BIM!” he explains. “Standard data management techniques generally take a pessimistic approach to sharing, if you work on a network and share an Excel file you may have noticed that when it has already been opened by a colleague Excel warns you that you cannot edit information before you receive notice that the other user has closed the file, normally a source of frustration resulting in leaving the task you were going to do undone. Pessimism in this instance however is there to ensure that information is not and cannot ever be corrupted, a principle most of us are generally happy to endorse!” “As you might expect, the computing world does offer up a second paradigm characterised as being optimistic. This allows multiple copies of the same information to be accessed and manipulated by more than one user; when the changes are saved the system uses techniques to attempt to merge the disparate changes,” he explains. “Imagine a sentence edited by one user is wholly deleted by another, what results from the merge operation? It would be fairly chaotic if we have no semantic notion of what a ‘sentence’ is. Understanding what a sentence is, we might conclude that the sentence edits are only relevant in the context of the sentence and should therefore not be kept as a result of the merge process. “The pessimistic approach does suggest that concurrent working can only succeed when a single shared data source exists. We would need to be simultaneously connected and wait for transactions to be committed one at a time. This approach can work quite well in simple scenarios where the transaction length is small and can be quickly processed. When dealing with BIM data the transaction length quickly

becomes a serious bottleneck and untenable. “Is the optimistic approach therefore the preferred solution to provide a platform for concurrency? Unfortunately, BIM does not at level 2 equal IFC (industry foundation classes, the standard for storing construction information). Remember we are happily using our proprietary files and at this stage in our evolution the data objects inside those files do not have semantic meanings. In simple terms nothing allows us to formally distinguish a toilet from a door or a work rate from a window, this becomes a problem as illustrated earlier (semantics). Classification systems are being used to circumvent the problem but they cannot substitute the need for more complete ontologies or semantic definitions that are inherent in the IFC schema. “Whilst concurrency can positively impact the whole construction delivery process it is design production and management where concurrency perhaps the biggest practical benefit”. He adds: “Presently (within the context of PAS1192-1) designers are advised to adopt information segregation strategies, creating innumerable files to logically divide space and disciplines such that teams can function properly, of course it’s not limited to file names, depending on the system used careful control of layer names also exist. Design managers actually need to consider and manage file names using multi-part codes that are hugely obscure for all but the most frequent of project participants.

exists, these will be reflected in the designs; the greater the time delay between coordination meetings the greater the extent of design issues, indicated as ‘amplitude of change’. The greater the amplitude the greater the level of rework. “Concurrency also plays an important part in enabling change management, or ‘value engineering’ as it is commonly described. In simplistic terms the greater the cost of operating a design iteration the less benefit and therefore inclination there is to engage in the process. If the costs in undertaking design iterations can be reduced by for instance generating quantity revisions from a model rather than manually recalculating them, time is saved not just within the cycle but more widely across the supply chain and a projects’ mobilisation costs.” “The final benefit of concurrency is that information is always up to date, you can trust it, you don’t have to search for it, what you need is there, what you see is the same as everyone else. Whether you are a designer, a client, a cost estimator, or a planner your calculations and views can be kept up to date enabling you to identify issues and react to change”, he concludes. To download a free copy of Amtech’s BIM Digest click here.

“Designers across disciplines receive a common brief, often not co-located, they disperse and work in isolation for a period of time. In the future there is a need to integrate the design outputs and coordinate. If any margin for misinterpretation or misunderstanding

BIM to field: Rise of the robots

THE FUTURE OF MEP LAYOUT

With the Rugby World Cup final being played at Twickenham on 31st October, recent research may have given the teams something With the advent of BIM, construction is among to be frightened about this Halloween.

the industries most affected by technological advances and, thanks to innovative layout It may sound incredible, but according to Dr Ian Yeoman, tools such as robotic totalVictoria stations, MEP players Associate Professor of New Zealand’s University, will soon be companies replaced byin bionic cyborgs with chips to particular canequipped benefit from monitor theirthe performance and nanotechnology medicine rise of the robots. In fact, whether you’re implants to heal minor injuries. advancing your company’s adoption of BIM by using construction layout tools to extend Referees will be intelligent robots capable of knowing when the BIM workflow the field, the AI players are genuinely injured orinto simply tryingimproving it on and these officials will be flanked by mechanical who would spot Quality Control process orlinesmen increasing efficiency, offside players instantly. investing in a robotic total station (RTS) or the Trimble Rapid Positioning System, will While the prospect of permanent substitution might scare revolutionise the way you do business. sportsmen, this vision of the future could prove popular with fans.

Imagine how much fairer it would be if time wasting was eradicated and considerACCURATE the savings ifAND clubsEFFICIENT could genetically-engineer improvements in their existing squad ONE-MAN OPERATIONinstead of splashing out on new blood?

Whereas traditional layout of MEP services has MEP layout – a robot revolution

traditionally required an entire or set-out on Whether Yeoman’s forecast proves prophetic just a crew sci-fi fuelled fantasy, whataisjob certain with almost every industry site, isanthat RTS- asenables just one person to -do technology (be goal line, or RFID hasaccuracy added value to theitsame job baseline faster and with tags) higher sport in recent years.

so it’s no longer necessary for manpower to be ploughed into the field en masse, armed With the advent of BIM, construction is among the industries most only with a tape measure and string. As well layout affected by technological advances and, thanks to innovative tools such as as robotic total stations, MEP companies in particular reducing labour costs and increasing time can benefit from savings, the rise ofone-man the robots. In fact, whether you’re advancing operation can make it far your company’s adoption of BIM by using construction layout tools easier to work in tricky or tight conditions. to extend the BIM workflow into the field, improving the Quality Control process or increasing efficiency, investing in a robotic total NOthe MORE ERRORS OR OMISSIONS station (RTS) or Trimble Rapid Positioning System, will revolutionise the way you do business.

Traditional layout is fraught with errors,

Accurateomissions and efficient one-man operation and inaccuracies as multiple people

Whereas traditional layout of MEP services has traditionally required undertake repetitive manual work, largely by an entire set-out crew on a job site, an RTS enables just one person to eyefaster alone.and Every mistake can do the same job withsmall higher accuracy sohave it’s noserious longer necessary forconsequences manpower to beand ploughed into the en masse, even affect thefield profitability armed only with a tape string.or Aslayout well asposition reducing of the job. measure Missingand an angle labour costs and increasing time savings, one-man operation can can mean systems don’t fit when installed and make it far easier to work in tricky or tight conditions. When F E clashes with other elements and services can Moran (FEM) used an RTS for plotting deck insets in an as-built wasted materials, labour andfield time. environmentlead they to were able to plot 500 individual points in a day with one person, increasing productivity by a factor of 10. They also saw benefits in field Because anactivity. RTS uses the same 2D drawings Chief Engineer, Jason Smith, explained: "It would have been cumbersome to have a two-person team working in this area using a traditional tape measure and paper drawings. The Trimble MEP Layout Solution (an RTS application and software) allows one person to work more efficiently around the clutter"

No more errors or omissions

As well as being a drain on human resources, or 3D models as other trades involved in the traditional layout is fraught with errors, omissions and inaccuracies as multiple people project, collaboration and avoiding conflicts with undertake repetitive manual work, largely by eye alone. Every small other building is simpler and quicker. mistake can systems have serious consequences and even affect the Layout coordinates accessed directly profitability of thecan job. be Missing an angle or layout position can mean systems don’t fitmodel when and installed and clashes with other elements and from the building referenced by the services can lead to wasted materials, labour operator immediately via a handheld device. and time. Because an RTS uses the same 2D drawings or 3D models as other

A PAPERLESS, COST PATHWAYand TOavoiding conflicts trades involved in theEFFECTIVE project, collaboration EFFICIENCY with other building systems is simpler and quicker. Layout coordinates can be accessed directly from the building model and referenced operatorprocess immediately via a handheld device. Using an RTS by is athe paperless so there’s

no risk of losing or damaging documents. A paperless, cost effective pathway to efficiency Furthermore, byisusing Trimbleprocess connect, other no risk of losing or Using an RTS a paperless so there’s trades working on the same project can accessTrimble connect, other damaging documents. Furthermore, by using on itthe thetrades resultsworking because is same linkedproject to thecan fieldaccess and the results because it is linked to the field and the office. A further bonus is that, because the office. A further bonus is that, because the the model or design used to plot layout will be the same as was used model or design used to plot layout will be the to prefabricate materials, everything fits into place first time. same as was used to prefabricate materials, everything fits into first time. The avoidance of place clash-related remedial works alone could mean that your payback on a robot could be realised during just one Savings in time, money and labour – as well as increased BIMproject. TO FIELD BENEFITS speed and first-rate quality control – mean ROI is quick to achieve.

As BIM we move, in line benefits with the Government to field Construction Strategy, to more sophisticated BIM As we move, in line with the Government Construction Strategy, to more sophisticated processes, such as 4DBIM andprocesses, 5D, a livesuch link as to 4D theand 5D, a live link to field becomes a must. Thiscan link be canprovided, be provided, in part, by an fieldthebecomes a must. This link RTS. Although BIM is currently most used and recognised in the in part, by an RTS. Although BIM is currently planning and design stage, companies looking to develop their BIM most used and recognisedinto in the planning and strategy and technology construction & operation will need to design stage, companies looking to develop their from the model. It be able to complete tasks, including layout, direct also essential that the accuracy of the building BIMisstrategy and technology into construction &model is retained and data from it maximised when working in the operation will need to be able to complete tasks, field. including layout, direct from the model. It is also Through the use of intelligent field products like a robotic total essential the isaccuracy of the building model at maximum station,that the site always up-to-date and operating is retained and data from it maximised whenprogress. efficiency, reducing delays and speeding-up working in the field.

The future of MEP layout

In benefitting building owners, MEP companies and ultimately the Through the use of intelligent field products like building users (who reap the rewards of life-cycle management and a robotic total station,and thedesign) site is what always up- certain is that robotic smart engineering seems to-date operating total and stations will playata maximum significant efficiency, part in the future of MEP layout. reducing delays and speeding-up progress.

To find out more about how they can help your business flourish as the industry enters a new, technology-driven generation, contact Trimble- owned company, Amtech, or discover more about the Trimble Robotic Total Station at: www.amtech.co.uk.

BIM to Field: Layout as designed Using either 3D or 2D plans, one person can layout hundreds of MEP locations making sure everything is installed according to the building design.

Robotic Total Station (RTS)

Trimble Field Link Software

Trimble Field Tablet

Trimble Robotic Total Stations provide continuous measurement information for the accurate layout of your design data. Perform positioning up to 700m away.

2D & 3D job data in the field. Simple layout ability and targetting for absolute precision. View and target using the RTS camera and Trimble VISION, use this to take and log images whilst laying out.

Ruggedised high performance tablet with 5MP camera for unprecedented image documentation. View and control the RTS on the sunlight readable, 7â&#x20AC;? Gorilla glass touch screen.

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With April 2016 and the governmentâ&#x20AC;&#x2122;s Level 2 BIM requirement looming large on the horizon, there is a real and urgent need for accurate, accessible and consistent digital product information.

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New initiative to help manufacturers prepare for April 2016 BIM mandate A joint initiative between the Construction Products Association (CPA), BIM4M2, the Chartered Institution of Building Services Engineers (CIBSE) and NBS has been formed to provide consistent product data parameters and templates to enable manufacturers to prepare their product information in readiness for the government’s April 2016 BIM mandate. With April 2016 and the government’s Level 2 BIM requirement looming large on the horizon, there is a real and urgent need for accurate, accessible and consistent digital product information. The manufacturer community needs a single and unified approach to product data, using a common language. Manufacturers already have the required information, but a simple and industry-wide approach to product data parameters and templates has until now been a challenge. Through this initiative, building and infrastructure manufacturers will have free and ready access to product data parameters and templates that are relevant to their products and have been developed through a defined consensus process. By using these templates manufacturers will be able to supply product information in a form that aligns with the UK’s Level 2 BIM requirements. Each template defines the minimum information about a product that is required for UK government BIM projects. Mark Bew MBE, Chairman of the BIM Task Group, said: “When the BIM Task Group identified the client data requirements which are now provided in the BIM Toolkit, we were looking for other communities to work together to provide their own common data requirements. This initiative from the products and manufacturing sector signals an important collaboration from industry which will add significant

value and clarity.” The benefit of this initiative to the supply chain is significant. The availability of product data in a structured form equips designers with the information they need to create project information models reliably and accurately. It will lead to the provision of higher quality project data that can be checked and validated by clients, designers and contractors. The successful electronic validation of BIM data relies upon this initiative considerably. Product data template development work has been ongoing for a number of years and this initiative aligns the work of BIM4M2, NBS and CIBSE to create a unified basis for product data parameters and templates. These organisations have agreed to align their processes, approach and terminology, which will enable consistent and transparent development of full peer reviewed product data templates to expand on the breadth already freely available in the NBS BIM Toolkit, which currently stands at over 5,000. These templates currently identify the minimum product data requirements for Level 2 BIM and will be extended to include the greater depth of all aspects of a product’s lifecycle and operational performance, building on the work already completed by CIBSE, BIM4M2 and others. Extended templates already developed by CIBSE may be found via this link. Common product data parameters will also enable easier development of further templates going forward. Peter Caplehorn, Deputy Chief Executive and Policy Director at the Construction Products Association, said: “The CPA welcomes this move forward. We are at a point where clarity and ease of use of product data is vital for everyone to make progress.

We are very pleased to be part of the initiative and will be encouraging all manufacturers to take part.” Through this joint initiative all templates will be maintained and developed to support the evolving needs of a digital construction industry and to ensure product parameters align with the requirements of relevant European and international standards as well as mapping to open data exchange standards, such as COBie and IFC. The templates and common product data parameters will be made available on both the CPA and NBS BIM Toolkit websites as well as the existing CIBSE website. The current product data templates defining the minimum information for Level 2 BIM can be found via this link; further information can be obtained directly from NBS, CPA, CIBSE and BIM4M2. The initiative will engage with other industry groups, including the wider BIM4 communities and trade associations to ensure industry product data requirements continue to be supported.

“The CPA welcomes this move forward. We are at a point where clarity and ease of use of product data is vital for everyone to make progress.”

JCT releases BIM practice note THE Joint Contracts Tribunal (JCT) has released a new practice note ‘Building Information Modelling (BIM), Collaborative and Integrated Team Working’. The practice note is intended as a guide to assist practitioners in gaining a greater understanding of BIM and provides information on the integration of BIM and collaborative working within the contract process. The practice note includes an overview

of BIM – highlighting standard definitions, an explanation of the different BIM levels, and a summary of mechanisms and industry standards (in particular the concepts and acronyms associated with BIM in the PAS 1192-2 document). The note also includes an overview of BIM protocols and how a BIM protocol can support the main contract document in respect of achieving BIM Level 2. A bibliography and references

to various sources provides a comprehensive reference tool for those adopting BIM on their projects. The BIM practice note was produced by JCT’s BIM Working Group, which has been set up to inform JCT’s drafting process in respect of the incorporation of BIM in future JCT editions, and to investigate and develop resources for JCT contract users with the increasing adoption of BIM on construction projects.

Chair of JCT’s BIM Working Group, Nicholas Deeming, said: “2016 is here and in the public sector this triggers a BIM Level 2 requirement on all project appointments and contracts. Increasingly the topic is gaining traction in the Private Sector too where the use of BIM is equally beneficial. “I hope that the JCT BIM Practice Note will not only serve as an introduction to the topic but also help demystify rhetoric of BIM to those in our industry fearful of BIM.”

JCT Chair, Richard Saxon, said: “BIM has the potential to improve both client satisfaction and industry profitability. Yet it’s an effort for clients and their suppliers to pick up the new tools. The JCT BIM Practice Note should help both.” With the continued growth in sales of JCT contracts in 2015 – indicating an increase in the level of upcoming projects, and number of projects adopting BIM on the rise, the BIM practice note will be an invaluable tool for JCT contract users over the coming year.

The BIM practice note will be available as a free download from JCT’s website, at www.jctltd.co.uk/bim.aspx. JCT users will also have the opportunity to sign-up to the JCT Network – a brand new resource which aims to provide exclusive JCT content, updates, news and networking opportunities to registered users. BIM will form one of the key topic areas of the JCT Network, so it will be the most effective way for JCT contract users to keep up-to-date.

The BIM practice note will be available as a free download from JCT’s website, at jctltd.co.uk/bim.aspx.

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Building Information Modelling, or BIM, is a set of technologies and processes providing rich digital representations of facilities, their spaces and functions.

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The assessment campaign includes 20 countries so far, with input received from more than 100 selected international experts.

Research will help develop international BIM initiatives AN internationally leading research collaboration, involving a Teesside University academic, will help policy makers around the world achieve higher productivity within their construction industries. Dr Mohamad Kassem from Teesside University’s Technology Futures Institute, and Dr Bilal Succar from the Centre for Interdisciplinary Built Environment Research at the University of Newcastle, Australia, have developed a number of models to help policy makers with initiating or benchmarking their national Building Information Modelling initiatives. Building Information Modelling, or BIM, is a set of technologies and processes providing rich digital representations of facilities, their spaces and functions. After three years of research, Dr Kassem and Dr Succar, have developed the models, which are the first of their kind, and have been published in a number of peer-reviewed articles. The first five models are presented in ‘Macro-BIM adoption: Conceptual Structures’, a peer-reviewed journal paper (download: http://bit.ly/ BIMPaperA8) and are explained in short videos on YouTube. The research is particularly timely as new national BIM initiatives are

currently being launched in many different countries.

and compare the BIM maturity of whole countries.

Among the research findings is a model that identifies eight key components that must be measured and compared in order to establish the BIM maturity of each country. The eight components are:

The assessment campaign includes 20 countries so far, with input received from more than 100 selected international experts. The results of this campaign will be available by mid-2016 with preliminary results presented at the European BIM Summit in Barcelona in February.

• Objectives, stages and milestones. • Champions and drivers. • Regulatory framework. • Noteworthy publications. • Learning and education. • Measurements and benchmarks. • Standardised parts & deliverables. • Technology infrastructure.

A second model helps policy makers to identify the set of activities needed to encourage BIM adoption. The third model identifies the roles of different stakeholders, and how each must play a role in BIM diffusion. Another establishes the metrics to assess the extent of BIM diffusion within organisations and across markets. Dr Kassem and Dr Succar have already used these models to assist a number of international policy makers in developing their national BIM initiatives.

Dr Kassem said: “These models are very timely as without such metrics, there is no accurate way to assess and compare the BIM maturity of whole markets.” Dr Succar added: “These models are available for all to use and can assist policy makers in developing their national BIM adoption policies using clear, research-based methods.” In establishing the models, Dr Kassem and Dr Succar hope their research will contribute to BIM adoption across markets and in assisting policy makers to achieve higher productivity in their respective countries. If you’d like to participate in this ongoing research, please contact Dr Kassem on m.kassem@tees.ac.uk.

Also, using these models and other specialised metrics, Dr Kassem and Dr Succar have recently launched the first worldwide assessment to benchmark

HT-UK are amongst the first Training Companies to embrace Training Assessment Quality Assurance (TAQA), in advance of its anticipated adoption by Lantra. This means both â&#x20AC;&#x2DC;Learnersâ&#x20AC;&#x2122; and sponsoring organisations benefit from methods of training, assessment and Internal Quality Assurance (IQA) that are right up to date.

Highways England must analyse incident data on a continuous basis and ensure that any lessons learned from the real world use of smart motorways are implemented quickly

Britain’s road network gets ‘smart’ TECHNOLOGY is playing an evergreater role in the development of our nation’s road network. So-called ‘smart motorways’ are combining innovative active traffic management techniques, such as variable speed limits and hard shoulder running, to increase vehicle capacity and reduce congestion in a sustainable and cost-effective way. In recent months, Highways England – the Organisation responsible for the operation, maintenance and development of motorways and major A roads nationwide – has embarked upon a significant £1.5Bn smart motorways initiative. Six joint-venture companies – contractors Balfour Beatty and VINCI, Costain and Galliford Try, and Carillion and Kier, together with designers CH2M and Hyder, Amey and Arup, and Jacobs and Atkins – have been appointed to build ten smart motorways across the country. Collectively, the schemes form an integral part of a £15Bn government investment that Highways England is delivering over the course of the next five years. In total 292 additional lane miles will be added to existing motorways via the conversion of the hard shoulder into traffic lanes, while state-of-the-art signage and technology will alert motorists to changes in speed, lane blockages or closes, or approaching traffic incidents. Discussing the initiative Roads Minister, Andrew Jones, said: “As part of our long-term economic plan, we are investing more than £1.5Bn over the next five years in upgrading congested sections of motorway. This means

better journeys for millions of people across the country, easier access to jobs, and stronger links between towns and cities. This is good for the economy and good for Britain.” Highways England’s equivalent organisations, Transport Scotland and Traffic Wales, have also endorsed the concept and are now undertaking similar initiatives with a view to improving connectivity country-wide. The public is less assured however. Research conducted by the Institute of Advanced Motorists (IAM) has exposed feelings of widespread uncertainty as to how safe smart motorways really are. Of the 1,582 motorists polled, 71% believed that they would feel less safe driving without the hard shoulder. Many respondents expressed concern at the idea of increasing the distance between safety refuges, while 40% felt sceptical that the newly-introduced monitoring systems, such as traffic detectors and CCTV, could protect them in the event of a traffic incident in a running lane. Crucially, 67% said that they had seen little or no publicity regarding the benefits of smart motorways. While smart motorways are proven to reduce congestion and improve journey times in a meaningful way, many motorists remain unaware of the concept. Sarah Sillars, IAM Chief Executive Officer, said: “There are many different motorway users out there and some are still confused and nervous about using smart motorways – if they are aware of them at all.

“Highways England must analyse incident data on a continuous basis and ensure that any lessons learned from the real world use of smart motorways are implemented quickly. Ultimately, the smartest way to build awareness would be to allow learner drivers to use motorways under expert supervision.” For Graham Dalton, Chief Executive of Highways England, smart motorways have long proven derisive. The benefits are clear however: “The concept of smart motorways – using technology to manage traffic flows, including hard shoulder running, whether at peak times or permanent – met with fierce opposition when it was first proposed. It is now the central plank in Highways England’s programme of modernising motorways. “It is cheaper than conventional widening, has lower environmental impact, and can be delivered more quickly. Even more importantly, the concept is still being developed – this is not something that was designed and then cast in stone. The concept is being improved to make it easier for drivers to use and cheaper to build.” Ultimately, education is key and, as Highways England continues to rollout smart motorways nationwide, motorists must be made aware of the benefits smart motorways bring. For more information about smart motorways please visit: www.gov. uk/government/collections/smartmotorways

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Essential Living’s Infinity Towers development at Canary Wharf, London.

SOFTWARE is currently revolutionising not only the way in which buildings are conceived and constructed but also how they are operated and maintained. The lofty concept of Building Information Modelling, first endorsed by central government in May 2011, has brought about renewed interest in 3D modelling software and the possibilities it affords collaborative thinking. BIM is but one avenue however, and companies throughout the supply chain are now beginning to consider how the right software might benefit their business. Just Housing Group (JHG), an east London-based housing and support services business, is one such organisation. Working in partnership with the Derbyshire-based social landlord Futures Housing Group, JHG has implemented an extensive procurement system that will allow the social housing provider to make substantial efficiency savings, curtail unnecessary spend and avoid potential problems in the Group’s contract management programme. The software management system integrates full contracts register with supplier performance management and contract compliance monitoring effectively managing multiple contract delivery across a housing portfolio some 8,000 properties strong, while simultaneously creating significant opportunities for increased efficiency. The results are undeniable. Futures Housing Group has since been hailed as a beacon for contract management delivery, having secured ‘Contract Management Initiative of the Year’ at the Government Opportunities (GO) Excellence in Public Procurement Awards and the ACA Annual Award for Innovation in Partnering. John Thornhill, Procurement and Contracts Manager for Futures Housing Group, said: “We needed an uncomplicated system that would appeal to service users yet provide a robust platform of recording and monitoring contracts that leaves service users able to get on with their day jobs. “In the background the JHG system keeps an eye on progress providing timely contractor surveys and assessments. It drives our procurement programme allowing my team to provide budget holders ample time to help us prepare for re-tender.”

Ian Hippach, Partner at Just Housing Group and Head of the Group’s Systems and Technology Division added: “We are delighted to have implemented a system that has transformed the way in which Futures Housing Group works with its contractors and as such has led the housing association to now be seen as an innovative and progressive leader in the supply chain.” Elsewhere, Essential Living - a developer and operator of private rental homes in the UK - has employed similar methods to better manage its own portfolio, which includes a pipeline of 5,000 homes across London and the south east. Sophisticated new procurement software is enabling Essential Living to track project spend against budget for greater control over costs and expenditure. The entire purchase to pay workflow cycle has been streamlined with a web portal for invoice approval by authorised personnel, while a range of comprehensive reports give an instant view of all business operations. Historically, the construction industry has been slow to embrace innovation. Yet these examples underscore the discrete impact of software on business performance and process. When implemented correctly, the right software can revolutionise the way in which companies do business and, in a highly competitive landscape, this can prove to be a key decider. Conversely, if the software chosen is a poor fit for the business or implemented incorrectly, the results can be disastrous. Considerable investment is crucial - both financially and in terms of time, training and manpower - yet such costs can so easily spiral out of control. Companies are therefore urged to exercise caution when implementing new systems. One thing is certain however – the construction industry can no longer afford to ignore the many benefits of construction software.

“We needed an uncomplicated system that would appeal to service users yet provide a robust platform of recording and monitoring contracts” 65

London’s Burning: Why a great fire is anything but BY HANNAH MANSELL, BWF-CERTIFIRE MANAGER, BWF-CERTIFIRE SCHEME THE Great Fire of 1666 turned out to be a seminal moment in fire safety management, which ultimately led to today’s comprehensive building regulations requirements and more recently, the Regulatory Reform (Fire Safety) Order 2005. Despite this, the latest research findings from the Fire Door Inspection Scheme (FDIS) show a widespread complacency towards fire safety which highlights how responsibilities in this area are simply not being taken seriously enough. When the Great Fire occurred, it swept through London, gutting at least a third of the medieval city, destroying parish churches, wiping out landmarks such as St Paul’s Cathedral and making an estimated 100,000 people homeless. Thanks to Britain’s stringent fire safety regulations, we are now living in very different times. Those who fail to act responsibly may face major penalties in the form of a prison sentence, a hefty fine, or often both. So it’s somewhat shocking to learn that in 2015, over £1M of fines were issued for faulty fire doors. This figure is based on every news report that FDIS could find on prosecutions under the Fire Safety Order since the start of 2015, including references made to faulty or missing fire doors. In total, 53 published prosecutions across the country and including various building types were accounted for. More than £1M in fines and costs were imposed by the courts in these cases. These were handed to private landlords, business owners and care home managers after they failed to install or maintain adequate fire doors. On top of the large number of fines given, many defendants also received suspended prison sentences of typically three to eight months, or longer. In some of the worst cases, prison was seen as the only suitable punishment for deterring other, future would-be offenders.

The majority of prosecutions seen by FDIS (57%) were issued to landlords of houses in multiple occupancy (HMOs), such as bedsits, flat-lets and shared houses. Letting agents were often included in these fines as well. A number of cases in the hospitality and leisure sectors were also found, with just over 22% of cases reviewed involving pubs, hotels, bed and breakfast accommodation, restaurants, nightclubs and takeaways. This was followed closely by 19% of prosecutions involving nurseries or care homes - buildings that tend to house the most vulnerable. In most of these cases, either special measures were put in place or buildings were closed down altogether. However, a million pound problem is likely to be an underestimate. What we’re looking at here are the cases that have been publicised in the press – cases representing only the very tip of the iceberg. As the figures show, continued and widespread ignorance surrounding fire door safety is a massive issue. And, it’s placing our lives, the lives of fire service personnel and the buildings in which we inhabit in great danger.

to ensure they are fit for purpose. The city of London is preparing to commemorate the 350th anniversary of the Great Fire this year – at a time when we’ve benefitted from Fire Safety Order legislation for just over a decade. As we reflect on what was possibly one of the biggest disasters to have ever hit the capital, we should also remember that the characteristics of fire remain the same today as they did then. In this day and age there really is no excuse for seeing prosecutions relating to faulty fire doors on such a high scale. So what’s it going to take for attitudes to change? Developed by industry experts within the BWF-CERTIFIRE Scheme and the Guild of Architectural Ironmongers, FDIS is Europe’s first qualification and inspection scheme for fire door safety. BWF-CERTIFIRE is the UK’s largest fire door certification scheme. Through it, around two million fire doors are tested and certified in the UK each year, which equates to approximately 70% of the market. Together, our organisations campaign for improved fire safety in all the buildings we design, construct, manage, own and use. You can join us at www.bwfcertifire.org.uk.

The level of fines may be significantly high but the real cost of fire is even greater when you take into account the knock-on effects. Take the consequential loss to business for example, this could also result in job or contract losses or even closure. Fire can also cause huge disruption in the local community, especially when healthcare or educational facilities are badly damaged or the short supply of housing is impacted further because of it. Fire doors need to be correctly specified, fitted and maintained in order to help prevent the spread of fire. Every building owner or landlord should be regularly inspecting their fire doors, or using a qualified professional

The Royal Academy of Engineering acknowledged that the UK will need over one million new engineers and technicians over the next five years and the UK Government recognises that there is a skills gap in the resident labour market.

UK immigration options for the construction industry JENNIFER STEVENS, SENIOR ASSOCIATE SOLICITOR AND PRACTICE MANAGER, AND MERCEDES MOYA, PARALEGAL, BOTH OF LAURA DEVINE ATTORNEYS LLC. WITH 2014 being a boom year for housing and commercial development, and with continued growth in 2015, the construction industry is creating a demand for specialist and skilled workers. The Royal Academy of Engineering acknowledged that the UK will need over one million new engineers and technicians over the next five years and the UK Government recognises that there is a skills gap in the resident labour market. This suggests that the UK is not able to keep up with this demand, requiring employers to hire workers from outside the UK. TIER 2 (GENERAL) For construction companies looking to hire migrant workers to fill skilled positions within the UK that cannot be filled by resident workers, the

most appropriate category is likely to be Tier 2 of the UK’s Points Based System. Employers must first obtain a licence from UK Visas & Immigration (UKVI) before they can sponsor migrant workers in the UK. In addition, unless the position is an intra company transfer, is on the shortage occupation list or the annual salary is at least £155,300, the position must be advertised to the resident labour market for a 28 day period in two mediums and provided no suitable resident worker applies for the role, the employer can then request a restricted Tier 2 (General) Certificate of Sponsorship (COS) from UKVI. There are only 20,700 of these restricted COS available per year, divided into 12 monthly allocations. Restricted COS are allocated on a points basis, with roles on the shortage occupation list,

PhD level positions and those with high salaries obtaining the highest points. The Migration Advisory Committee (MAC) is an independent nondepartmental public body which was set up to advise the UK government, for example on where there are shortages of skilled labour in the UK. Based on this advice, the UK Government created and updates a shortage occupation list. The good news for the construction industry is that several relevant specialist roles are on this list including certain technicians, quality control and planning engineers in specific industries and environmental professionals in the construction related ground engineering industry. If a position is on the shortage occupation list it means that advertising is not required and that it

is likely to be granted a restricted COS. In addition, positions under Tier 2 are also usually required to be at NQF Level 6, but this does not apply to those positions on the shortage occupation list. A migrant may work in the UK under the Tier 2 (General) category for an initial period of up to five years, with a maximum period of stay of six years. However, this category can lead to indefinite leave to remain in the UK (ILR). TIER 2 (INTRA-COMPANY TRANSFER (ICT)) A further option for multi-national construction companies is to transfer current employees who have gained the specialist skills and experience required by the company, to their UK based branch under Tier 2. For transfers of 12 months or more (up to a maximum period of five years or nine years if earning at least ÂŁ155,300 a year) the employee must have been working for the organisation outside the UK for at least 12 months directly prior to the transfer and must be filling a skilled job in the UK which cannot be filled by a settled worker. The employer is not however required to advertise the position. Current employees can also be transferred to a UK branch of the same organisation for a maximum six month period to acquire the skills and knowledge needed to perform their role overseas, or to impart their specialist skills to the UK workforce, provided the role in the UK is supernumerary. The employee just needs to be employed by the overseas company at the point

of applying. Alternatively, if a UK company has a structured graduate training programme, clearly defining progression towards a managerial or specialist role, they could use the Graduate Trainee sub category of Tier 2 (ICT). Migrants must be recent graduate recruits of multi-national companies who are being transferred to the UK branch of the same organisation as part of the graduate training programme. The Tier 2 (ICT) category does not lead to ILR however therefore an employer should consider applying under Tier 2 (General) if they require a long term or permanent transfer of an employee. Tier 2 also covers migrants who are working in the UK on a contract basis and are being supplied to one organisation by another. The sponsor in these circumstances must be whoever has full responsibilities for the migrants duties, functions and outcomes or outputs of the job. Employers sponsoring migrants under Tier 2 must also ensure that they are paid the minimum required salary, which is dependent on the category and the applicable Standard Occupational Classification code They must also be aware that if the sponsoring migrant leaves the UK at the conclusion of their sponsorship they will be unable to re-enter the UK under the Tier 2 category for a period of 12 months (unless an exemption applies, for example they were previously in the UK in the Short Term staff, Skills Transfer or Graduate Trainee sub categories of Tier 2 and they are

returning under the Long Term staff route). Employers must therefore take this exclusion period into consideration when transferring staff. TIER 1 (EXCEPTIONAL TALENT) This is an alternative immigration option that does not require a sponsor and enables successful applicants to take any employment in the UK. This category is relevant for migrants who are world leaders, or emerging world leaders, in their field and covers the field of engineering. However the bar for this category is set very high and there are only 1000 places available each year, with 150 places allocated to the engineering industry. The application process initially involves the applicant obtaining an endorsement from a relevant designated body, such as the Royal Academy of Engineering. TIER 1 (ENTREPRENEUR) The Tier 1 (Entrepreneur) category is open to those who wish to join, take over or establish a business in the UK. In order to be successful, applicants have to demonstrate that they have access to ÂŁ200,000 for investment in the UK. This category could also therefore be applicable to those wanting to invest in a construction company within the UK. There are therefore several options available to enable companies within the construction industry to hire and transfer skilled workers to fill the skills gap which currently exists within the UK, at least until any education or training programmes prove successful in upskilling the UK resident labour market.

Employers sponsoring migrants under Tier 2 must also ensure that they are paid the minimum required salary, which is dependent on the category and the applicable Standard Occupational Classification code.

The key areas of skill shortages exist at both ends of the spectrum in terms of the practical trades and a big area of concern is also the digital skill set.

Enterprise Ireland: 2016 Developing strategy UK CONSTRUCTION MEDIA TALK TO JOHN HUNT FROM ENTERPRISE IRELAND TO DISCUSS ITS STRATEGY FOR 2016, ITS AMBITIONS TO TURN IRELAND INTO AN ECONOMIC POWERHOUSE AND HIS THOUGHTS ON THE FUTURE OF BIM.

Enterprise Ireland’s Strategy to 2016 talks of Irish enterprise becoming a powerhouse of economic growth and creating jobs. Can you tell us about the successes of the previous strategy and how this new strategy will build upon them?

Exporting and export led recovery has been a key policy of the existing government as a way of improving the standard of living in Ireland. I suppose as an island off an island, historically it hasn’t always been easy to trade with Europe for logistical reasons as much as anything else so we’ve always had a strong policy for export development, creating employment at home and ultimately improving the quality of life within Ireland. So that’s the core of what we’re about. In 2015 we are forecast to increase exports by €2Bn and that has led to an increase in employment of around 21,000 jobs in Enterprise Ireland client companies, which gives you some idea of the success we have achieved. We are a trade agency but we are also an investment agency. In terms of what we do, we are getting better at identifying the projects and the organisations that will make best use of our capital and our time. We’re also getting better at targeting those areas within organisations that will have the biggest impact.

So that’s the strategy going into 2016: working ever smarter and ever harder onto the areas that give us the best return from our investments in people in organisations, in research and in capability building. That’s something we are looking to continue into 2016 and a key element of our current strategy.

The aim to make Ireland the best small country in the world to start a business in is an ambitious one. Could you talk about how Enterprise Ireland will seek to deliver this?

We have a number of initiatives for international entrepreneurs to come to Ireland and for Irish people to set up organisations and businesses. A significant majority of the 21,000 jobs created last year were in small start up enterprises. What we as an organisation and what Ireland is promoting is access to capital, strong links to Third Level research and commercialisation. It’s about offering mentoring with key individuals with key skills and access to one of Europe’s best educated workforces. So there are a number of incentives to encourage individuals, entrepreneurs both from Ireland and internationally to build their brands and businesses in Ireland and that, again, is a key policy. Enterprise Ireland are keen for women to fulfil their business

potential could you tell us a bit about this? This is an initiative that really began in 2014. Enterprise Ireland looked at the profile of entrepreneurs that were receiving investment from Enterprise Ireland and remarkably, very few women were coming through that channel. We looked to address that and last year alone there were 67 female led companies who received investment from Enterprise Ireland.

The skills shortage is prevalent across the construction industry. What role is Enterprise Ireland playing in helping to overcome this?

The key areas of skill shortages exist at both ends of the spectrum in terms of the practical trades and a big area of concern is also the digital skill set. That is certainly an area that Enterprise Ireland have been supporting in terms of research and funding in our own programmes and also through an innovation voucher scheme for Third Level Institutions. There are nine higher education institutes within Ireland who have developed a digital or BIM element to their higher education awards. Anecdotally, as the BIM designers in engineering, surveying and architecture are coming through these programmes; the employers are there

ready to fight over the skill set. It’s a real success story in many respects of how the Third Level institutes are responding to the needs of industry and how the industry is competing for the skills of these graduates coming through the programmes being delivered throughout Ireland.

Do you think there’s an appetite with Ireland to follow the UK government’s lead in mandating BIM Level 2?

If you look at the industry response in Enterprise Ireland’s BIM survey last year, the view was split with some seeing positives and some negatives, but what I think is accepted is that given the scale of the transition ahead of us, the change will need to be client led whether that be government or private sector. I think one of the interesting things that maybe isn’t always known about Ireland is the significant commercial influence of the United States. A study was commissioned by the American Chamber of Commerce in Ireland last year and it showed that Ireland was the number one destination in the world for US foreign investment with $277Bn invested since 1990. With the US companies and their requirements for advanced facilities, the likes of Amazon, Apple, Google, Facebook, Ebay and the pharmaceutical companies such as Pfizer and Merck have each recognised the necessity for increased precision and the importance of better data. In terms of digital design, I suppose that’s when BIM first came to Ireland, around 2010 and as a US client requirement. A lot of the upskilling and investment has come as a direct client requirement and that’s manifesting itself in lots of people who once they’ve worked digitally are reluctant to go back to traditional methods. They can see the discrepancies and the potential for not working as accurately and that has encouraged an ‘industry up’ approach to informing clients about the best way forward in terms of traditional or digital process for design and delivery. So absolutely it’s got to be client led for digital to become mainstream and go beyond tipping point. Are we any closer to the Irish government mandating BIM? From Enterprise Ireland’s standpoint, we see the skillsets that have been developed through projects in Ireland as extremely marketable internationally. We have offices in 32 countries; we are working in industrial engineering, design and delivery and see BIM as

being enormously attractive to these markets and a real differentiator in markets that have been traditionally difficult to differentiate in. We are interested in Irish companies developing that capability and taking it internationally and developing their international footprints further through these skillsets and processes. Enterprise Ireland is keen to support this development and we are doing that in a number of ways. We have developed our own capability programmes but in terms of getting some further public sector buy-in, Enterprise Ireland are one of a small number of lead organisations that are really helping with promotion of public sector adoption. That began with our appointment of CITA, the Construction IT Alliance, as our research partners in 2015 who will be reporting to and delivering research and information to a new stakeholder group in Ireland. This is a national BIM steering committee and delivery group that will be looking at the most appropriate route for a wider implementation of BIM within Ireland. That will involve the continuing discussion around a mandate but also the intelligent and appropriate area of the application of a mandate. So rather than effecting a mandate across the public sector, it will debate whether a mandate across different departments may have the biggest impact, where the benefits can be best felt and where the negative impacts of a mandate could be managed more successfully. So there will be the formation of the National BIM Steering Committee in 2016, Enterprise Ireland and CITA will be on that group, and will be recruiting key members and a Chair to deliver a strategy that can be implemented from 2017.

Historically, there always seems to initially be resistance to new methods and technology before they become accepted as the norm. Is reaching that point of no return key for BIM?

the transition to the majority of projects is going to be the real challenge for the industry over the next few years. We’ve got enough evidence to show it works but can we then take it to the next level where it becomes the default way in which we set up a project and how we design and deliver it? I’ve no doubt we will all be doing BIM on the majority of projects by 2025 but what that adoption curve looks like between now and then will be crucial. If it’s incremental, then we’re probably not doing it right but there is a real opportunity to get this to tipping point in the next two or three years.

With the BIM Level 2 mandate approaching in April, what can Enterprise Ireland offer companies in the UK?

Enterprise Ireland’s success is very dependent on our ability to identify the right companies with the right skillsets, management team, and the right planning to succeed in international markets. We see digital design, construction, operation and the processes and technologies associated with that as an enormous area of opportunity. We are working with organisations specifically in the design and delivery of engineering services – industrial engineering, data centres, power centres, powers stations, pharmaceutical plants, hi-tech manufacturing sites – where the only way to work it is to front load your designs and take your problems away from site. An approach that leverages the power of BIM. There are some Irish companies doing great projects across the world and as we come into 2016 with the UK looking for partners and supply chains to deliver to BIM Level 2, Enterprise Ireland’s London office can offer a single point of contact if you’re looking to identify skills and capability in a particular area. Enterprise Ireland have a strong portfolio of organisations that would be delighted to talk and to assist the UK on its journey to BIM Level 2 adoption and beyond.

I think that’s absolutely crucial in our current thinking – the tipping point, the point of no return. A lot of the companies I talk to are doing a bit of BIM on a few projects but the majority is traditional construction. They say: “We are doing BIM, we like it and it’s good but we still have to work quite hard at it to make it work”. We’re not quite at the point yet where we couldn’t just fall back to doing traditional. It’s still in the main a small proportion of workload and of employee roles within companies and

A LEADING AUTHORITY AND INDUSTRY COMMENTATOR, STEVE CONLEY WAS THE UK’S MOST SENIOR PENSIONS PROFESSIONAL IN RETAIL BANKING FOR OVER A DECADE WORKING AS HEAD OF INVESTMENTS FOR HIGH STREET BANKS INCLUDING HSBC, RBS, NATWEST AND SANTANDER.

ALL construction companies will have to provide workers with a workplace pension scheme by law over the next couple of years. The biggest contractors have already done so, and there remains over 100,000 construction companies to do so in 2016, and a further 200,000 in 2017. This is called automatic enrolment. When your business must have done this by (called a ‘staging date’) depends on your PAYE reference number and date of incorporation. You will receive a letter from the Pensions Regulator 12 months before your staging date, confirming your staging date, requesting a nominated contact person and outlining your duties and responsibilities. Prepare for the changes early. You will need to ensure that your nominated contact is fully aware and capable of fulfilling all their duties. There is no one set way to comply with automatic enrolment responsibilities, so it will ultimately be a case of finding the right approach that fits your business. Unique challenges exist for the construction industry that you will need to factor into your design decisions; including classification of workers (versus sub-contractors), keeping your cost base down to keep your contract prices competitive (whilst attracting talent), handling high levels of new recruits to deliver your pipeline of infrastructure work, high

There is no one set way to comply with automatic enrolment responsibilities, so it will ultimately be a case of finding the right approach that fits your business.

staff turnover in transient workforces, and low-to-moderate earning groups of workers with different rates and pay cycles within one company. You need to make sure you make the right decisions when it comes to payroll compliance. For example: • Relief at source arrangements will ensure lowest paid workers (less than £10,600) receive tax relief • Postponement from worker start date for up to three months for assessment and enrolment – keeps short-term contract costs down • Differentiate terms for multiple groupings/ categories of workers – avoiding multiple Employer Pension Charges. If you don’t already offer workers a ‘qualifying’ (can be used for automatic enrolment) workplace pension scheme, you must make the necessary arrangements well before your business’s staging date. The scheme you currently offer will need to be checked to ensure it is qualifying, if not it will need to be altered. WHO DO WE AUTOMATICALLY ENROL? You will need to know your workers from your sub-contractors. You must assess (subject to postponement) and enrol into the scheme all workers who: • Are aged between 22 and the State Pension Age • Earn at least £10,000 a year/ £833 a month/ £192 a week • Work in the UK You must make an employer’s contribution to the pension scheme for those workers. WHAT ABOUT MY OTHER WORKERS? Any worker who falls outside the eligible age band (aged 16 to 21, for example,

or state pension age to 75) or earns less than the threshold, may opt in to the workplace pension with a minimum contribution payable from you. However, you don’t have to contribute to the pension scheme if the worker earns less than £5,824 a year (£486 a month, £448 per 4 weeks, £112 a week). When workers are enroled into your pension scheme, you must: • Pay at least the minimum contributions to the pension scheme on time • Allow workers to leave the pension scheme (called ‘opting out’) if they ask - and refund money they have paid in if they opt out within month one • Allow opt-outs to rejoin the scheme at least once a year • Re-enrol opt-outs back into the scheme once every three years if they are still eligible for automatic enrolment. You can’t pressure workers to opt out of the scheme, or discriminate against workers or potential recruits who wish to join a scheme. HOW MUCH WILL YOU HAVE TO CONTRIBUTE? There will be a minimum contribution of eight per cent of qualifying earnings (between £5,824 and £42,385 per annum), of which the employer must pay a minimum of three per cent. Minimum contribution levels will be phased in between staging date and April 2019. The minimum rate of employer contributions increase from 1 per cent to 2 per cent of banded earnings from April 2018, and to 3 per cent from April 2019. WHAT DO I TELL MY WORKERS? When you automatically enrol workers into a workplace pension scheme, you

must write to them. In the letter, you must tell them: • The date they’ve been added to the scheme • The type of scheme and who runs it • How much you will contribute and how much they will have to pay • How they can leave the scheme. GUIDANCE FOR NOMINATED CONTACTS Automatic enrolment regulations introduced wide ranging changes that put new duties on employers. Ensure your nominated contact has access to the skills, knowledge and experience to carry out these duties. As with many projects coming off the drawing board, there remains an important role for expert advice and now is the time to identify the skills that will be needed and to source your supplier. Many compliance issues may not be understood or considered by generalists. This is an area where it would be logical for automatic enrolment specialists to provide thirdparty, expert knowledge and resources to ensure compliance and meet your commercial objectives. Independent review, reporting and support can be sourced from an automatic enrolment specialist for a few hundred pounds that should provide you assurance that robust compliance is in place. Specialist automatic enrolment firm Workplace Pensions Direct will help you to navigate the new legislation at prices you can afford; making it work for you and keeping your teams focused on delivering successful construction projects. To help you understand your new pension duties, and get your business and staff ready for the changes, contact Workplace Pensions Direct.

IN January, Prime Minister, David Cameron, announced that the Government will directly commission small to medium sized housebuilders to build 30,000 affordable homes on underused brownfield sites. Here, Andrew Carpenter, Chief Executive of the Structural Timber Association (STA), discusses this Government initiative and argues that timber frame housing can provide a timely, cost effective and sustainable solution to help solve the housing crisis. The Government’s move to commission the construction of 30,000 new homes marks a positive start to 2016 for the housebuilding industry. By actively promoting the use of SME contractors, the Government has shown a clear will to reach its 2020 target of building one million new homes whilst diversifying the housebuilding sector. Currently, the eight largest housebuilders in the UK provide 50% of new homes. As this policy is aimed at smaller housebuilders and developers, it will inevitably stimulate competition, opening up opportunities within the sector. Previously, the cost and difficulty in obtaining planning permission provided the main barrier to entry for these smaller contractors. In fact, the legislative and bureaucratic logjam created by delays in planning permission applications is a huge frustration within the housing industry and has severely stymied the rate of growth of new builds. The Government has bypassed this impediment by identifying sites that already hold planning permission. Cutting through this red tape will buoy smaller housebuilders as potentially more entrants will be attracted to the SME housebuilder market. Consequently, their position and accumulative autonomy within the housing sector will be bolstered and ultimately there will be an increased capacity to build homes at a faster rate. Although this news is positive, the housing sector must capitalise on the momentum created by this announcement by positioning itself to build quality homes in a cost effective and time efficient manner. As such, timber frame is the ideal choice of material for UK SME housebuilders today. Timber frame’s inherent strength,

Currently, the eight largest housebuilders in the UK provide 50% of new homes.

durability, sustainability, availability and relatively low cost give it a competitive advantage over other methods of construction. Structural timber, manufactured offsite, is monitored at every stage of its production and is not reliant on a multitude of other trades and determinants. Frames are constructed in a controlled and precise manner using the latest industry innovations and technology such as breathable membranes with thermal, acoustic, and fire protection inbuilt into the timber’s design. Furthermore, a factory-based environment ensures safer working conditions for employees. Offsite timber construction doesn’t carry the same height risks as construction carried out onsite and is not weather reliant. This is a huge benefit given our changeable climate. Using offsite construction methods, strong winds, heavy rain and below freezing conditions has no effect on workers which leads to safer, better quality, more efficient and quicker production. Moreover, an increase in offsite construction, as offered by timber frame, will improve the construction industry’s image among young people, helping to alleviate the chronic skills shortage within the sector. The government report, Construction 2025, outlined how the construction industry’s poor image was having a “detrimental effect on companies’ abilities to recruit and retain the best talent”. A more professional setting, away form the elements, will help convince prospective apprentices and graduates that their skills are best served within the construction industry.

of skilled bricklayers within the UK construction sector, with a recent Royal Institute of Chartered Surveyors (RICS) survey revealing 60% of respondents have difficulty in finding bricklayers for projects. These skill and supply shortages not only increase the financial burden on housing projects but at this moment when speed of construction is of the essence, they create unwelcome and unnecessary delays. Timber not only enables specifiers to choose a material that is precision engineered and cost effective but also sustainable. Structural timber’s low heat conductivity, low embodied carbon, high structural strength, airtight construction and traceable supply chain make it an ideal choice for housebuilders with sustainability in mind. With consideration to all these benefits associated with timber frame homes, it is the STA’s belief that an increase in the use of timber frame within the house-building sector would provide a solution to the perennial housing shortage crisis. David Cameron’s announcement to directly commission the construction of thousands of homes is welcome news for SME housebuilders and the construction industry in general. However, whilst the priority is on the cost and speed of delivery, the issue of quality must not be overlooked. The construction industry and the Government must make a commitment to building more affordable homes, better, as to leave a social legacy beyond its 2020 mandate and accordingly, the choice of timber frame housing is the first step to achieving this.

Additionally, there are various cost benefits associated with building timber frame housing. Timber is a readily available material that can easily meet industry demands. Supplies of brick and block have recently suffered shortages and when a material is in short supply, a premium is placed on its price. There is also an alarming shortfall in the numbers

JAPANESE knotweed continues to be a problem for the construction industry, but it is one that is being taken more seriously than ever. Discovered in Korea, Japan and China in the 18th century, the plant was brought to Europe and imported into the UK by the middle of the 19th century. Japanese knotweed has hollow, bamboo-like stems reaching heights of six to nine feet. It spreads by horizontal stems that can grow 50 feet long. The leaves are large and oval shaped with pointed tips. The plants produce branched clusters of white flowers in late August and September but produces minimal seed. It is spread when small pieces of the plant or rhizomes – which are the underground root-like stems – are broken off. Just one piece of rhizome or plant can produce a new plant. These can be transported to a new location if soil is moved that contains them, by water if the parent plant is close to a river or stream, or by fly-tipping cut or pulled stems. Currently, several hundred invasive plants are prevalent in the UK and Japanese knotweed is chief amongst these, with the capacity to cause untold damage. If left untreated, it will invade sensitive wetlands and drive out native wildlife, taking over further as time goes by. Other problems can arise from Japanese knotweed, such as blocking footpaths, damaging concrete, tarmac, flood defences and the stability of river banks. Consequences are wide and varied, with economic loss primarily associated with control costs in the construction sector. Having Japanese knotweed can cause damage to hard surfaces, built structures and will discourage financial institutions from providing building insurance. In addition, if a property has Japanese knotweed, it will impede the sale of such a building.

METHODS OF CONTROL: CHEMICAL TREATMENT Although herbicides are one of the most effective options for the control of Japanese Knotweed, there are issues that must be taken into consideration. The main issue is whether or not they stand by near water. There must be consent from the Environment Agency if herbicides are to be sprayed near water, and there are only two types of herbicides that are approved. Health and safety must be taken into consideration, with the person who is administering the spray properly trained and a holder of a Certificate of Competence. If the spray is not administered following the advice on the label, with the correct certificates, it will be considered an offence. The treatment must be carried out in dry weather, with the recommendation of waiting at least six hours after rain before applying the spray to avoid the herbicide spreading. With Japanese Knotweed known for growing very tall, the best time to apply treatment would be in the Spring when they are around 1 metre tall, or after cutting once they are around this height. Various methods of application include tractor-mounted spraying for large areas; knapsack spraying for small areas; lance sprayer for tall stands or for stands in inaccessible places (such as steep slopes and river banks); controlled droplet application; injection method for small stands and weed wiper or herbicide gloves for direct application onto leaves of specific plants. PULLING Regular pulling after a number of years will eventually kill the plant by exhausting the rhizome. This method is only effective on small or newly established plants, where only a few stems have established. It is good technique to use in areas where

there are native or sensitive species growing, and where herbicides are not appropriate (wildlife sites or riverbanks). The plant should be pulled near the base to include the rhizome. Cutting and mowing can be used to prevent spread, however it is important that all cut and pulled stems of Japanese Knotweed are kept on site or disposed of in a licensed landfill site that can carry out deep burial. CUTTING Cutting can be carried out with tools that have a metal circular blade or strimmer’s with a metal blade, with the cut material collected up, dried out and burnt on site or removed and taken to a landfill site. Individuals should use protective clothing and a face visor, cleaning any equipment before leaving the site to prevent the spreading of any fragments of knotweed around the site. The plant should then be monitored to make sure it is not spreading sideways as there is evidence that cutting can cause the rhizome to spread laterally. MOWING It is recommended that mowing is a good way of controlling the growth of Japanese Knotweed, however if the mowing is stopped, the plant can reappear. It is recommended that a mower with a collecting box is used, where all mowing’s can be contained. GRAZING In the UK, a variety of animals graze on Japanese Knotweed. They prefer the younger plants, where the steams are less tough. Grazing can help reduce shoot densities and height, but it will not eradicate it. Although it can help reduce the spread into uninfested areas, it is not a method of control. Dead stems should be cut back in winter as these can deter grazing in the spring. Continued grazing will ensure the supply of new shoots throughout the growing season.

Several hundred invasive plants are prevalent in the UK and Japanese knotweed is chief amongst these, with the capacity to cause untold damage. If left untreated, it will invade sensitive wetlands and drive out native wildlife, taking over further as time goes by.

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It’s abundantly clear that regardless of what a vehicle achieves on paper, its real world emissions depend a great deal on the driver.

Are you an Eco-driver? BOB SAYNOR, DRIVER TRAINING CONSULTANT FOR THE ENERGY SAVING TRUST, DISCUSSES THE DISPARITY BETWEEN TEST CYCLE AND REAL WORLD VEHICLE EMISSIONS AND THE MANY BENEFITS OF ECODRIVING. THE yawning gap between test cycle and real world emissions is front page news these days thanks to some very poor judgement from someone – no doubt just a junior technician! – at VW. At the Energy Saving Trust it’s nearly ten years since we spotted that driver training was the piece of the jigsaw that we were missing. Up until then our work promoting cleaner transport had focused on cleaner vehicles and mileage management. But it’s abundantly clear that regardless of what a vehicle achieves on paper, its real world emissions depend a great deal on the driver. In terms of ‘air quality’ emissions (i.e. emissions that directly affect human health), the big emerging story over the last couple of years has been that

in real world driving even new diesels still frequently emit far more particulate matter (PM) and oxides of nitrogen (NOx) than they’re supposed to. Five or six times the official figure is common across the board, not just with VW who have acknowledged fitting the now notorious ‘defeat devices’ to some of their diesel engines. For fuel consumption and CO2 (the two go hand-in-hand) the story is similar: in the mid-2000s we at the Energy Saving Trust had robust data from a fuel card supplier showing that fleet vehicles’ fuel consumption and CO2 was approximately 15% higher than the manufacturers’ official claims. The International Council on Clean Transportation (ICCT) reports that if you look back a bit further to 2001 the gap between test cycle and real

world emissions was a more modest 8%. But according to the ICCT, whose findings are based on reported actual fuel consumption from more than half a million vehicles, by 2013 the average gap between official and real world fuel consumption and CO2 had grown to a massive 38%. So what’s to be done? Clearly there’s a need for a more representative test cycle and the good news is that this is on its way, with the coming of the Worldwide Harmonized Light Vehicles Test Procedures (WLTP). This is being developed by the EU, Japan, India and the UNECE and is expected to be in use from around 2017. It also seems clear that however good this test cycle may be, it needs to be backed up by }

some form of significant real world emission testing programme. But in the short term, encouraging more efficient driving techniques is the best way to narrow or close that gap between vehicles’ stated and actual fuel consumption. The Energy Saving Trust’s early involvement with ecodriving focused on information and advice but after evaluating various approaches we concluded that if you want to influence a driver’s behaviour, there’s no substitute for on-the-road training. The other conclusion we reached early on is that if training just focuses on efficiency, a driver can make good progress in a short time. So between 2009 and 2014 we trained nearly 40,000 fleet drivers, each with just over an hour’s ecodriving training. Drivers saw an average of approximately 14% reduction in fuel consumption on the day of training and long term studies show between three and 6.2% savings in the 12 months following training. The key to effective short duration ecodriving training is focusing on the few main points that make a big difference to most drivers. In practical terms this means better anticipation to avoid unnecessary acceleration and braking; early gear changes when accelerating; stepping off the accelerator as early as possible but remaining in gear when decelerating; and slowing down at higher speeds. It’s certainly not rocket science but our experience is that you can talk about these techniques in a room full of drivers all apparently understanding and agreeing, but then get those same drivers out on the road with a good fleet trainer and you’ll still find there’s

Ecodriving also brings safety benefits: There’s good evidence from the UK and from Germany of around 30% reduction in ‘at fault’ accidents and 18% reduction in total accidents in the year following fleet ecodriving training.

plenty of room for improvement! Crucially, that improvement comes very quickly with a bit of coaching. Ecodriving also brings safety benefits: There’s good evidence from the UK and from Germany of around 30% reduction in ‘at fault’ accidents and 18% reduction in total accidents in the year following fleet ecodriving training even though in both cases the training was entirely focused on efficiency, not safety. The explanation for this is simple, since better anticipation is the key to both safety and efficiency. In fact there’s a lot of crossover between ecodriving and advanced driver training and if you want to try to maximise the long term savings following training I’d suggest trying to convey the idea that ecodriving is about being a better driver, rather than about doing the right or the worthy thing. At the Energy Saving Trust we now run a subsidised fleet ecodriving scheme in England funded by the Department for Transport (www.est.org.uk/businesses/ ecodriving). We no longer train drivers ourselves, but most of the country’s main fleet training companies are involved in the scheme and they claim a subsidy from us for each driver trained. The scheme has been going for 18 months and is working well. Its key strength is the diversity of training available, from stand-alone short-duration ecodriving training, to longer training usually focusing on safety but also including our requirements on efficiency. Returning to the figures mentioned earlier, there’s quite a gap between the 14% reduction in fuel consumption on the day of training and the 3 to 6.2% savings in the following year. Good

fleet management can go a long way to ensuring a fleet is near the top of that range or perhaps exceeds it. At its core this means the fleet manager being on top of his or her vehicle data so that efficient drivers can be rewarded, perhaps financially, and poor drivers can be spotted and offered extra support or training. There are also some great technological solutions including telematics systems that give feedback to the driver, the fleet manager or both. Most telematics systems access the vehicle CANbus for data such as engine speed, throttle position, fuel consumption etc and combine this with location data provided by GPS. Some even add mapping data as an input, for example to advise the driver to lift off the accelerator if he’s approaching a junction at speed. Training and technology are entirely complementary approaches to efficiency, since each addresses the other’s weakness: Technology doesn’t yet help a driver to read and anticipate other road users’ actions, nor can it understand, challenge and influence a driver’s assumptions and beliefs as effectively as a good trainer. But training suffers from fade, so if the technology is there consistently reminding the driver about efficient driving techniques that he’s been introduced to on a good training course, then this can be a powerful combination. And with the potential benefits of fewer accidents, reduced emissions and lower fuel bills there’s surely a strong case for investing in the two. For more information please visit the Energy Saving Trust website, email or call 020 722 0101.

26-27 April 2016. Olympia, London. Efficient Productivity Without Compromising Quality Hospital Innovations offers visitors and delegates the chance to hear from, and interact with leading trusts, supporting organisations and sponsors, who focus on improving Governance, Efficiency & Productivity without compromising patient safety and quality of service. With Procurement, Finance, Technology and Facilities at the heart of the event, the programme provides a unique look at the NHS and how it could look in 10 to 15 yearsâ&#x20AC;&#x2122; time.

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With 200 complimentary* places each day for NHS and Private health professionals, we expect lively discussion, interesting viewpoints and direct actions. Make sure you are part of Hospital Innovations 2016. To register visit www.hospital-innovations.com or call 01892 518877 *First 200 pre-registered visitors, each day

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