UKCE January

JAN 2017

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HAIL TO THE CHIEF What does a Trump administration mean for the UK construction industry?

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FLEET IN FOCUS The changing face of fleet management under the microscope.

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THE BIM PROPOSITION David Philp and John Hunt talk BIM uptake.

BEFORE

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WELCOME to the latest edition of UK Construction Excellence – celebrating the very best in British building.

2016 was, for many, an unprecedented year. Decisions were made, the full implications of which have yet to be felt. With Article 50 on the horizon, 2017 promises to be a tumultuous time for the construction sector, and we’ll be with you every step of the way.

January’s edition opens with a full and frank appraisal of the newly

minted Trump administration.

What impact might the Presidentelect have on the UK construction industry and what is his opinion of the country in general?

This month, Fleet in Focus investigates the changing face of fleet management. Is the sector more receptive to sustainable methods of transport or are we still stuck in the doldrums?

Our BIM coverage also continues with a trio of industry exclusives.

46 Enter Stage Left Caddick Construction plays pivotal role in Kynren production.

BIM mandarin David Philp and IDA Ireland executive John Hunt are onhand to discuss uptake in Scotland and Ireland, while John Adams – Head of BIM Services for BIM Strategy Ltd – delves deeper into the Digital Built Britain strategy.

All this and more can be found inside, along with contributions from guest commentators and breaking news from Great Britain and beyond.

Robert Atherton Publications Editor

72 Smart Cities Scotland New technology set to transform Scotland’s cities.

76 2017 CEW Awards Constructing Excellence in Wales issue a call to arms.

Publications Editor Robert Atherton

General Manager Ian Parker

Designer James Ormerod

Production Manager Gareth Trevor-Jones

Publications Officer Abigail Burr Sales Administrator Sarah Livesley Sarah Heaton

Creative Digital Seamus Norton

ISSN 1461-1279

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Templars Square a step closer following planning submission TEMPLARS Square owner NewRiver REIT plc has submitted a highly anticipated planning application to transform the popular Oxford shopping centre and its immediate surroundings.

The £60M mixed-use proposal will preserve the much loved Templars Square, while bringing forward a range of significant improvements to create a more vibrant and thriving community in Cowley. Plans include the addition of a hotel; new restaurant units for leading national operators; a dramatically improved streetscape and pedestrian routes; upgraded, modernised car parking and stylish new feature entrances.

Crucially, the proposed development will have over 200 one, two and three bedroom apartments, including affordable provision - a significant contribution from a former brownfield site. Around 57 new jobs could also be created alongside 300 construction roles.

Allan Lockhart, Property Director of NewRiver, commented: “We are delighted to have submitted the planning application following extensive work by our team and advisors, and collaboration with the Council. This milestone marks a real step-change for Cowley and is long-overdue. The case for regeneration is absolutely clear and this is an excellent opportunity to reinvigorate the heart of the town centre with high quality and modern, yet sensitively designed, development that will be a source of real pride locally – not just for our large number of loyal shoppers but for the wider local community.”

NewRiver worked closely with Oxford City Council and the Oxford Design Review Panel (ODRP) to improve the scheme before submission of the planning application proper.

The ODRP said: “This is an important scheme in terms of providing new user experiences in the centre of Cowley

and the quality of the public realm plays a central role in achieving this.

The landscape design performs as the main binding element throughout the scheme and the improvements of the public space are commendable.”

Owen Acland, Centre Manager for Templars Square, added: “The vision for Templars Square is hugely exciting because it preserves what people like most – the mix of shops, the community feel, the welcoming atmosphere – while introducing the modernisation and stepchange in quality that only substantial new investment can bring. The retailers and shoppers I’ve spoken to are completely behind us and understand the benefits it can deliver.”

NewRiver will present the details of the planning application at a public information drop-in session towards the end of January. This can be found in Templars Square itself and will be widely publicised in advance.

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Heathrow Airport assemble Integrated Design Team SEVEN companies have been contracted by Heathrow to draft a proposal for the Airport’s sustainable expansion. Together, they will help deliver plans for one of the most ambitious airport developments in the world today.

The group, which consists of Amec Foster Wheeler, Arup, Atkins, Grimshaw, Mott MacDonald, Jacobs and Quod, will now be known as the Integrated Design Team (IDT).

Leeds transport system to get £270M overhaul LEEDS is to get a new airport parkway station as part of transformational £270M transport proposals revealed for the city.

The new parkway station will be built on the existing Leeds to Harrogate line, connecting with Leeds Bradford Airport and the wider network.

The proposals also include plans for two other new stations to be created in the city and additional rail network improvements. The stations would be located at White Rose Shopping Centre, Office Park and Thorpe Park.

It is envisaged that the improved transport links will provide a catalyst to job creation and housing growth along the East Leeds Extension.

The new stations would be partfunded by a £173.5M Department of Transport investment, secured following the decision not to proceed with the New Generation Transport (NGT) trolleybus in May. Further financial support from West Yorkshire Combined Authority and private sector stakeholders has seen funding increase to in excess of £270M

for Leeds.

Judith Blake, Leader of Leeds City Council Councillor, said: “Through the transport conversation we have been given a clear message that people want improvements to be made to benefit all areas of the city as soon as possible, not in another 10 or 15 years’ time but now.

I am very pleased to say that everything we are putting forward in this plan is deliverable in the short to medium term.

“Providing a connection by rail to the airport has long been an ambition for the city and this plan will deliver it in a cost-effective way, along with two other new stations at the White Rose Shopping Centre and Thorpe Park to help drive forward job creation, productivity and economic growth.

“These plans all fit with the Department of Transport request that we invest the £173.5M in public transport improvements before the end of 2021, and I am delighted that together with additional funding proposed by stakeholders and private partners we can now do even more to improve transport in our city and make a real difference.”

All seven were chosen for their experience on schemes of a similar size and scope as Heathrow’s expansion. Their collective appointment followed a competitive selection process and a thorough commercial review. The teams have each been awarded four year term contracts, which commenced in November 2016.

Barry Weekes, Head of Design at Heathrow, said: “With their institutional knowledge of Heathrow, and proven record in building complex infrastructure projects, the members of the Integrated Design Team will allow us to hit the ground running to deliver Heathrow expansion.

“Their appointment is a significant milestone in what will be a fast paced design and engineering schedule. We are now well on our way to delivering Britain’s new runway, providing the additional capacity our country needs to maintain its place in the world as a prosperous, outward looking trading nation.”

Appointment of the IDT follows the unveiling of the Programme Client Team in March of last year.

Arup, CH2M, MACE and Turner & Townsend will each work alongside Heathrow Airport to deliver the expansion to the highest industry standards possible in planning, innovation and quality.

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Considerate Constructors Scheme gains 51st Client Partner QUINTAIN, the developer behind an £800M transformation of Wembley Park in North West London, has become the 51st Client Partner of the Considerate Constructors Scheme - a national initiative established by the construction industry to improve its image.

As Client Partner, Quintain has made a commitment to recommending scheme registration on all construction sites under its control. Client Partners are also expected to encourage compliance with all aspects of the Scheme’s Code of Considerate Practice.

Since first acquiring Wembley Park in 2002, Quintain has invested more than

£800M into the development of new homes, shops, hotels, public realm and community infrastructure. It now plans to invest a further £1Bn over the next five years to accelerate delivery of the project.

So far, over 1,000 residential properties have been delivered with a further 6,000 proposed for 2020 - half of which will be under construction during 2017.

A significant proportion of affordable apartments will also be included.

Considerate Constructors Scheme Chief Executive Edward Hardy said: “We are thrilled to welcome Quintain as the 51st Client Partner of the Scheme. Clients perform an essential

role in helping to improve the image of the construction industry. They are in the prime position of working in collaboration with contractors and the entire supply chain to present a positive image of the industry, not just for themselves but for the industry as a whole.

“Client Partnership was pioneered by the Scheme in 2007 and there are now 25 Client Partners which have been working with the Scheme for over five years. Client Partner registered sites consistently perform to a higher standard than other Scheme-registered sites, further underlining the positive impact this partnership has on improving the image of the industry.”

Government sets out infrastructure strategy THE Government has published a new National Infrastructure and Construction Pipeline, laying out its strategy for over £500Bn worth of investment in private and public sector projects.

The report published by the Government’s Infrastructure and Projects Authority (IPA) sets out projects over the course of the next parliament and beyond.

It follows the Autumn Statement, which announced the new £23Bn National Productivity Investment Fund (NPIF).

The NPIF includes investments worth over £2.6Bn to enhance transport networks, a multi-million pound package to accelerate the future of broadband, and £7.2Bn to support the

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construction of new homes.

The Government has placed infrastructure spending at the centre of its plans to close the productivity gap highlighted by Chancellor Philip Hammond in the Autumn Statement as it looks to a post-Brexit future.

Chief Secretary to the Treasury, David Gauke, commented: “This record infrastructure pipeline is set to make a real difference to people’s lives from quicker and easier journeys, to better broadband access, and building more homes for people who need them in high demand areas.

“It is clear proof that we are absolutely committed to ensure our infrastructure is fit for the future, which is at the heart

of our ambitious plans to close the UK’s productivity gap and build a fair economy for everyone.”

The Government has also published a new funding and finance supplement in a bid to entice further private sector investment into some of the UK’s most important infrastructure projects.

Nick Baveystock, Director General of the Institution of Civil Engineers (ICE) welcomed the Government’s ambitions. He said: “Infrastructure services enable balanced economic growth and thriving communities.

“This updated National Infrastructure and Construction Pipeline sets out the value of infrastructure to the economy and provides long term visibility to industry.”

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Aerospace skills and training academy opens in Lancashire A brand new £15.6M training facility has officially opened in Samlesbury’s Aerospace Enterprise Zone, alongside BAE Systems’ military aircraft advanced manufacturing centre in Lancashire.

Funding for the Academy for Skills and Knowledge (ASK) marks the single biggest investment in UK aerospace skills.

The 7,400sq m facility will provide training for apprentices and graduates, as well as further education and development for long-term employees.

It will house 26 light and airy classroom facilities, and some of the latest technology including VR, robotics and 3D printing technology. The ASK has been designed and built from scratch over three years.

Chris Boardman, Managing Director of BAE Systems Military Air and Information, said: “The Academy for Skills and Knowledge is the single biggest investment in skills in the

aerospace industry and offers an unrivalled modern engineering and manufacturing environment in which BAE Systems can deliver the highest quality training.”

A £150,000 Kuka robot cell, which BAE Systems used to manufacture parts of the Typhoon and F-35 Lightning II jets, will be present at the Academy.

There will also be a virtual reality “cave”, which will provide a training environment that can simulate a range of scenarios, from wiring aircraft to the design of major infrastructure.

A £50k investment in 3D printers will help build skills in rapid prototyping, and a carbon fibre cleanroom will give trainees hands-on experience with some of the materials used to build military aircraft. Early 2017 will also see a Hawk jet trainer delivered to the Academy, giving apprentices a chance to see the engineering complexity of a full aircraft up close.

Northern Powerhouse Minister Andrew Percy said: “Our Enterprise Zones across the North have already attracted nearly 9,000 skilled workers and today BAE Systems has become the latest world-class company to get on board with our plans to build a Northern Powerhouse. Northern businesses have established themselves in the top flight of the aerospace industry and the new flagship Academy for Skills and Knowledge will offer excellent opportunities to our young people from the area.”

Chris Boardman, Managing Director of BAE Systems Military Air & Information, added: “We are committed to playing our part in developing skills for the future, for our business, those in our supply chain and in education. In our experience, well trained people are both socially mobile and very productive which in turn generates economic wealth for the UK.”

ConQuest Estimating software tried and tested by thousands of users 8

Homes and Communities Agency will help build more houses that the Agency should continue in its current form as a public body with a renewed and revitalised purpose of supporting housebuilding and increasing the supply of available land.

THE Government has found that the Homes and Communities Agency (HCA) is well positioned to help achieve national housebuilding ambitions and play a vital role in moulding the housing market in a way that suits everyone.

In their ‘Tailored Review of the HCA’, carried out between February and April last year, the Government concluded

“And as a new standalone body the regulator will ensure the social housing sector continues to benefit from strong, independent governance.”

To help achieve this purpose it also recommended that the Agency’s social housing regulation function should become a separate public body. This is an administrative change that will not affect the regulator’s powers or operations.

The Chairman of the HCA, Sir Edward Lister, said: “The Homes and Communities Agency has a strong track record of delivering the Government’s housing targets but we know we need to do even more in future to ensure more people have the opportunity to own their own home.

Housing and Planning Minister, Gavin Barwell MP, said: “We are determined to create a housing market that works for everyone and the Homes and Communities Agency and regulator will play an important role in delivering the homes this country needs.

“We therefore fully welcome the recommendations of the Government’s review. We are already implementing a number of changes to our operating model to help speed up delivery and promote new approaches to housebuilding.

“The Agency will be vital for boosting housebuilding and speeding up the delivery of new homes so all can benefit from having somewhere safe and secure to live.

“We will set out how we intend to play a more active role in the delivery of the Government’s increased housing ambitions in the coming months.”

Leading businesses in “show of force for the North” MORE than 40 leading companies, universities and business networks have pledged support for the Northern Powerhouse, at a “partnership” conference held in Liverpool last month.

Among those pledging support are Barclays and Vodafone, with Northern Powerhouse Minister Andrew Percy welcoming the commitment of the global bands to help create jobs and attract investment in the region.

A new website has officially been launched to share the latest news, views and potential opportunities for established investors and businesses.

It comes with figures showing investment from abroad shot up by a quarter last year, a rate twice the national average.

Northern Powerhouse Minister Andrew Percy said: “We are determined to back business growth across the Northern Powerhouse to create an economy that works for everyone. We have some

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of the best businesses and talent in the world.

“So I’m delighted that 40 leading businesses, from Barclays to the Manchester Airports Group and Vodafone, are signed up and raring to go to make the most of all the region has to offer in a real show of force for the North.

“Our new dedicated Northern Powerhouse website allows potential investors to see what fantastic opportunities there are in the North and showcase all it has to offer.”

Tony Walsh, Head of North for Barclays said: “Barclays has a strong legacy in the North of England; we employ over

12,000 people across the region and we are committed to supporting the Northern Powerhouse.

“We at Barclays will keep on lending to businesses, connecting universities and business groups, and maintaining investment in digital, technology and workplace skills to boost competitiveness and opportunity for all.”

The Northern Powerhouse Partnership Programme encourages businesses to focus on the key strengths and acknowledge areas that need development to bring improvements.

Some areas include transport, skills, science, culture and devolution.

Government to unveil new railway privatisation plans TRANSPORT Secretary Chris Grayling is to reveal plans to overhaul England’s railway network that will see track and trains operated by the same company.

He will pledge to “put the passenger at the heart of delivery” in plans that will see each rail franchise operated by one joint team but leave Network Rail and franchise owners as separate entities.

Siemens wind turbine blade factory opens in Hull BUSINESS and Energy Secretary Greg Clark has visited Hull for the official opening of a new Siemens wind turbine blade manufacturing facility which, over the next few years, will supply 75 metre long turbine blades.

The blades will be suitable for a range of new offshore wind farms across the UK, including Dong Energy’s Hornsea One wind farm off the coast of Yorkshire, and Scottish and Southern Energy’s (SSE) Beatrice wind farm located in the Moray Firth.

Business and Energy Secretary Greg Clark said: “This is exactly the relationship we want to see between our large infrastructure projects in the UK and our supply chain companies as part of our industrial strategy.

“Hull has established itself as an important manufacturing and engineering centre for this innovative and exciting new industry. In the coming years, the new offshore wind projects that this factory will supply could

generate enough clean electricity to power over three million homes and businesses – all with wind turbine blades produced by the dedicated and highly skilled Siemens workforce right here in Hull.

“Since 2010, there has been over £52Bn of investment in renewables in the UK – creating thousands of highly skilled jobs and opportunities here in the UK to support our lowcarbon economy.”

The Siemens facility has created almost 800 new jobs, and the vast majority of these positions have now been filled by people living in the Hull area.

The Hull facility is Siemens’ premier site for the manufacture of the larger 75 metre (B75) blades for the 7+MW turbines, set up to currently run three moulds simultaneously and future options for a fourth mould.

There are other blade production facilities for the B75 in Denmark, but Hull will become the main site for offshore blade production and is future proofed for the next generation of blades.

Mr Grayling claimed that the current division between owners and Network Rail was confusing for passengers who wanted somebody to be responsible and for the service to work well.

It is hoped that the changes will allow management decisions to be taken more quickly meaning passengers won’t suffer unnecessary delays when it comes to repairs and services.

Mr Grayling will give a speech at the Policy Exchange think-tank in London where he is expected to say: “I believe it will mean they run better on a day-to-day basis. Our railway is much better run by one joined-up team of people. They don’t have to work for the same company. They do have to work in the same team.”

The changes are set to come into force as franchises come up for renewal.

The first joint management teams will be seen in 2018 on the new South Eastern and Midlands routes.

Network Rail Chief Executive, Mark Carne, backed the move. He commented: “We strongly welcome these plans to bring more joined-up working within the industry.

“We have already devolved Network Rail into route-based businesses closer to customers, and the proposals announced today will build on the alliances we have created between these route businesses and train-operators.”

The Unions have been less effusive about the plans. Mick Whelan, General Secretary of the train drivers’ union ASLEF, said: “The failures and tragedies of the Railtrack era remind us that infrastructure should never be run for profit.”

ConQuest Estimating software tried and tested by thousands of users 11

SNAP Account was created in 2010 to improve fleet operators’ efficiency at no extra cost to themselves. After the main services of parking and washing took off, SNAP branched out into other services which have been as popular, again reducing the admin and hassle that comes in conjunction with running a fleet of vehicles. SNAP is now the market leader in non-fuel cashless payment, with over 50,000 drivers from all over Europe using their system.

With SNAP, you can combine parking, washing, Dartford Crossing, Daily Checks, recovery and repair in a tailor-made package for each fleet or vehicle into one convenient, weekly itemised invoice. Business procedures are streamlined and simplified, with drivers never having to carry cash or worry about PCNs ever again when using our partner sites and services. SNAP also offers pre-bookable Depot Parking, on sites exclusive to SNAP customers, ensuring a secure and safe night with a guaranteed space.

There are no monthly fees and you will no longer have to worry about reimbursing drivers’ expenses, you can also group vehicles by contract, depot or anything you choose. Transaction data can easily be saved to Excel for your analysis or recharging. All it takes to sign up is the registration number(s) for the vehicle(s) you wish to add to your account.

From some of Europe’s largest haulage firms to construction companies to independent drivers, SNAP offers a fantastic opportunity to streamline and simplify business. With a fully customisable variety of services, you can tailor your account to match your unique needs.

While other companies offer similar services, SNAP’s unrivalled convenience combines a variety of important haulage transactions into the easiest and most straight forward cashless payment system there is. What makes it even better is there are no added fees. You just pay for what you use.

Moving forward into 2017, SNAP will be expanding into the European market, providing their convenient, cashless payment system at sites across the continent. They are always adding new sites for parking and washing, including their network of secure, exclusive Depot Parking sites, offering fleet operators a greater choice of safe and secure parking, combined with convenient payment procedures.

Rebuilding the Construction Industry: Why R&D tax relief can no longer be an afterthought CONSTRUCTION projects are as difficult to predict as the English weather.

One second it’s smooth sailing in the sunshine. The next it’s flash flood rain and panic stations.

An unexploded World War II bomb, an ancient mass burial site or a medieval mansion could all be unveiled by the most seemingly straightforward of construction projects – and in a moment the whole approach to a project has to be reconsidered.

Luckily, construction firms have something of an umbrella to shield them from potential downpours: R&D tax incentives.

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These incentives are of vital importance now that the forecast for the industry looks uncertain, and perhaps somewhat stormy. Despite the fact that growth in the construction sector hit a seven-month high in October, slowing order books and soaring costs, associated with a weak pound, are expected to hit the sector hard. Costs need to be kept in check and cash flow managed, and effective use of R&D tax credits is a tool to achieve this.

But for this to become a reality, the construction industry’s approach to R&D has to change.

There is a long-standing perception that research and development is restricted to people in white lab coats. This simply

is not the case. In fact, HMRC actively encourages the construction industry to pursue these incentives. The last year has seen an increase in their adoption, but whilst construction accounts for 7% of UK GDP, it still only constitutes 0.9% of total R&D tax credit claims.

Even less well understood though, is the important point about how best to use the initiatives. The current approach tends to be retrospective – claims are submitted after a project is complete. Whilst a lump sum pay-out is welcome at any time, this cannot be used strategically unless it is factored in as part of the tender process and then accounted for in real-time during a project.

In this way, the cash-back from these activities can be included in cash flow modelling and the budget of an individual project from the outset.

Construction firms can then make their pricing more competitive, or even consider a project that might not have otherwise appeared profitable. Given that the contribution could be anything from eight to thirty three pence back from every eligible pound spent, this could give them a significant edge over the competition.

methods or designs to overcome site challenges, such as restricted access; • Introduction of environmentally friendly processes, such as significant reduction of waste.

For many, factoring in R&D at the tender process is a completely new way of thinking. In a large part, it’s simply a case of educating staff to think differently and approach the tender process from a new perspective. Management teams need to understand the rules and understand what constitutes R&D including, for example

Beyond that it’s a case of identifying the areas that are likely to qualify for R&D tax relief up front, and making the appropriate calculations; then, adoption of real-time tracking and recording of qualifying R&D activities and expenditure. A seemingly straightforward project could be hiding a host of challenges forcing plans to change and on-the-job improvisations.

These innovations should be tracked and recorded as they happen – in fact, HMRC encourage real-time tracking to ensure that businesses are claiming every penny they can. Of course, this approach carries a small risk because you’re making calculations against claims that have not yet been approved, but if the process is well-understood, that risk is mitigated.

• Advances in engineering to develop new or unique materials; • Design and Build of specialist machinery, or modification of existing equipment; • Adaptation of existing construction

Properly used, HMRC’s R&D tax incentives can be a powerful and strategic tool enabling more competitive pricing and bolder business decisions. But the impact of rethinking R&D incentives does

But how should companies review their approach to R&D?

not stop at a company level. The construction industry as a whole faces a turbulent post-Brexit environment as the prospect of an Article 50-induced recession looms large. Tight margins and challenging projects will become the norm in this climate. But, by factoring in R&D tax incentives at tender stage across the board, businesses can take on more complex projects rather than having to water them down, keeping the industry moving forward.

Ultimately, construction forms a crucial part of the backbone of the UK economy and a strong construction sector is central to a strong and prosperous Britain. Construction output in the UK is more than £110Bn per year and contributes 7% of GDP. With HS2, the Heathrow runway expansion and a potential residential housebuilding boom, the industry has an opportunity to lead by example during this potentially challenging period for UK business. The future will undoubtedly present a perfect storm of challenges but if the industry utilises the tools at its disposal, including R&D tax credits, it should be able to not just weather the storm but come out dry on the other side.

By Barnaby Redwood, Ayming

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It’s getting near that time of the year when everyone wants to round off with thoughts on what’s gone right and wrong in our world and what might be done to change it for the better next year.

(SHU), a function of capsaicin concentration.

But, in construction, nothing burns like an onerous contract.

I spend quite a lot of my time

reviewing proposed contracts for clients, trying to find the sneaky clauses inserted by the armies of lawyers employed nowadays to draft contracts for developers and employers,

Health and safety regulations require risk assessments to be carried out for all activities, and rightly so. Gone are the days when you could put a ladder up against a wall, climb up and paint the gutters. The risk assessment might be dismissed, by some, as an exercise in ticking boxes but it does focus the mind on the risks in the task at hand. That a carelessly operated welding torch can burn you is probably obvious to most but more complicated procedures are worthy of a method statement.

Speaking of burning, I like to make a curry now and again and I grow my own chillies. Now chillies are ranked for pungency (spicy heat) in Scoville heat units

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Regent House, Folds Point, Folds Road, Bolton BL1 2RZ t. 01204 362888 f. 01204362808 tvp@vinden.co.uk www.vinden.co.uk

with a view to passing on all risks to the contractor. Or contractor to sub-contractor.

I try to find the most worrisome provisions and suggest alternative wording to arrive at a fairer solution.

But for many contractors, and particularly the smaller sub-contractors, there is no such risk assessment involved and the contract is signed in order to get the work. The lawyer will say that’s the sub-contractor’s fault for not reading the document and the courts will uphold the principle that the two business entities were deemed fully capable of entering into an appropriate bargain.

But are they? In my experience, the average roofer knows a lot about roofing and the average bricklayer knows lots about bricks but neither of them will have a clue about contract law. In fact, how many reading this would know an effective pay-less notice if it knocked on their door?

The health of their employees depends on the success of

these contracts yet, apart from the few who employ someone like me to review them, they are free to harm themselves, their sub-subcontractors and suppliers and the families of all of them.

I can’t see any likelihood of a change to public policy involving new legislation to curtail the worst abuses in contract drafting but what about grading them on a standard scale? A standard JCT contract, for example, could attract a benchmark of (say) one chilli. As the onerous provisions mount up then so too would the contract march up the scale. Just like chillies.

Some of these contracts would be marked at such a scale that they would truly declare themselves to be capable of burning. No longer would a sub-contractor need to read the contract; when he needed any assistance, a high Scoville rating would send banks and suppliers running for the hills. The scale of the red chilli stamped on every page of the contract would serve as

a strong disincentive to sign without further investigation.

The fires started by these chillies would then be forced out.

So, if anyone has been sent a contract to sign recently and they want to know if they are looking at a sweet pepper or a bhut jolokia, send it over here and we’ll check it out!

Bob Lockhart is an experienced Quantity Surveyor and Non-Practising Barrister who specialises in preparing and defending contractual claims. He works as a Managing Consultant at The Vinden Partnership and can be contacted by email at blockhart@vinden.co.uk.

For similar articles please visit www.vinden.co.uk

Regent House, Folds Point, Folds Road, Bolton BL1 2RZ t. 01204 362888 f. 01204362808 tvp@vinden.co.uk www.vinden.co.uk

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Constructing a safe environment for lone workers THE UK has over six million people working in isolation or without direct supervision across a wide range of industry sectors. One sector with a large number of lone workers is the construction industry, which according to a survey of safety representatives by the TUC in 2008 was one of six main sectors where working alone presents a major hazard. People employed in the construction industry will often find themselves working alone in potentially hazardous environments and often whilst using dangerous equipment.

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Construction workers face a number of potential risks from working alone, often at unfamiliar locations during different times of the day or night.

These risks can be varied, from the risk of facing violence or aggression from intruders, to occupational hazards such as trips, falls and injuries.

For employers in the construction sector, it is vitally important to ensure the safety of their lone workers, especially in the light of guidelines relating to health and safety, food and corporate manslaughter issued by the Sentencing Council last year.

Under these guidelines, employers who breach their duty of care towards employees and non-employees face significantly larger fines if sentenced on or after the 1st February 2016, regardless of when the offence was committed. Fines for serious breaches used to run to several hundred thousand pounds typically, but under the guidelines issued in 2015, these can start at a fine of several million pounds

for a large organisation found to be highly culpable in a harm Category 1 incident.

There is a legal obligation for companies operating in the construction industry to keep their lone workers safe.

Employers should: • Understand legal responsibilities as an employer.

• Ensure a risk assessment is carried out and strategies implemented to provide a safe working environment for lone workers.

• Ensure that the lone worker has the relevant resources, training and information to work on their own safely.

• Have procedures to deal with a lone worker having an accident or signalling an emergency.

A particularly effective way of mitigating the risks faced by a lone worker is through the use of a lone worker device or application. An effective lone worker device provides the employee with both the means

to summon aid in the event of an emergency and collect information that can be used as evidence should an incident occur.

Devices are connected to an Alarm Receiving Centre (ARC), which receives and manages the alarm call and can quickly request emergency services or other responses if required. Workers can also send a pre-activation message to the ARC, which will notify them that the user is about to enter an area with a potential risk. Activation of the device automatically triggers a voice call to the ARC, allowing operators to monitor the audio channel in real time, assess the situation and alert the police if the user needs help or protection.

When selecting a lone worker device, it is important for employers to be aware of the essential British Standard BS8484 which is a Code of Practice for the provision of Lone Worker Services that is employed and adhered to by all credible suppliers in the industry. It also forms the basis on which police respond to lone worker systems, so it is essential that the chosen device is provided by a supplier who is audited and certified to BS8484.

BSIA members have been offering high quality lone worker services to a wide range of sectors, including the construction industry. One BSIA member company, Skyguard, provide their BS8484 accredited MySOS Mandown devices to Circle Housing Property Services.

Circle Housing Property Services (CHPS) are an in-house property maintenance team providing services to Circle Housing’s regional providers.

Employing around 115 lone working tradesmen across a large geographical area presented a high risk of workplace injury or assault. To mitigate the risk to its lone workers, CHPS chose to adopt Skyguard’s MySOS Mandown devices - a small, discreet and easy to use personal safety alarm certified to BS8484. When the user raises the alarm, an alert is instantly sent to Skyguard’s dedicated Incident Management Centre, along with the GPS location of the device. A professionally trained controller will first listen in and assess the situation before talking to the user and taking the appropriate action.

SOURCING A SUPPLIER Ultimately, the most important factor in choosing any security product or service is that you are choosing from a reputable supplier that meets with the relevant British and European standards. BSIA members are inspected to the highest standards and offer a reputable service. To find a BSIA member near you, please visit: www.bsia.co.uk

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Five ways to cut your stress

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EVERYONE gets stressed out from time to time. It’s completely normal to fret about that difficult client, the planning application you’re waiting on or even the weather for an important groundwork project.

In fact, of all the trades the building sector is wildly regarded as one of the most stressful. It’s a problem and the result can lead to unsafe working practices, higher staff turnover, lower morale and poor performance.

Stress can and will affect us all, so those of us that work in the construction industry are not immune.

In this article I look at five ways to combat that stress and how you can even use it to your advantage.

TIP 1. START THE DAY WELL One thing you can say for certain in the construction industry: you’ll be getting up early. Twin this with a job that can be physically tiring, along with the dark winter mornings, and there is a problem for some people. Many of us walk out of the house stressed before the day has even begun. Starting your day on a bad foot is never a good idea.

That’s why it’s important to work on techniques so that you never start your day this way.

There are lots of tips how you can help prevent morning fatigue but the ultimate fix is the simplest, go to bed and wake up earlier! Waking up earlier is a good idea as it gives you options.

Why not use that time to walk the dog and prepare your mind for the day ahead?

TIP 2. IDENTIFY THE TRIGGERS Stress is normally the result of a trigger, often an emotional feeling or particular thought. So ask yourself next time you experience it, what was that trigger?

What went though your head? Often it’s a work issue – “what if I lose that contract?”, “how am I going to pay my Travis Perkins bill?”.

Once you have the issue identified, spend some time thinking about it and question the probability. If your biggest fear does happen are the consequences really that serious?

Taking ownership of the trigger and putting it into perspective is an important step in stress management and the more often you do it the better you will become.

TIP 3. PLAN AHEAD The construction trade loves to plan.

Construction projects both big and small are like 3D jigsaws and arranging the pieces in the best way is often the difference between success or failure, or in small business if you make money or not.

Sometimes however the plan itself can be the source of the stress – “I’ve got to get X done before Y otherwise Z”. I’m sure we’ve all experienced this.

The secret is to realise that a plan is a living and breathing thing. You can’t set it and forget it, changes and complications happen. Schedule time to revisit your plans as often as you need. Some of the most successful builders I’ve met even take time out once a week just for this.

Another good method is to set up systems and processes that can help you. Don’t try to do everything yourself. Is there someone or maybe even something that can help? It’s remarkable to hear stories from construction workers that have eliminated paperwork problems by simply using an app.

TIP 4. DON’T TAKE ON TOO MUCH Hands up, I’m massively guilty of this.

Saying ‘yes’ to people is gratifying and wearing our underpants on the outside of our trousers, aka Superman syndrome, is a great feeling. However, be careful. Those extra tasks can soon mount up and it’s easy to feel overwhelmed. In my opinion this is the number one source of stress for most people, but the good news it’s the easiest to fix. Learn to say no.

Saying ‘no’ doesn’t mean your letting people down. In fact, it usually means you won’t let them down. Say things like “I’d love to help but I have a backlog building up”. Refer back to Tip 3 and your plan. This then puts the

onus onto the requester to understand and manage relative priorities. Saying no is also responsible. It’s a message that you take your work and previous commitments seriously.

TIP 5. FIND A WAY OF RELAXING THAT WORKS FOR YOU Different people find different ways of relaxing. For some, it involves physical exercise. For others, it’s binging on a Netflix series or playing a computer game. I know one person who runs a successful tree business that always has a session in their Jacuzzi at the end of every day.

Having a hobby outside of your work that you do regularly is a great tool for managing stress. My wife plays tennis - she loves it and is actually getting irritatingly good. When I asked her why she loves it so much her answer was fascinating: “It’s because you only think about that next shot, everything else is out of your mind.”

If your way of relaxing involves sport then you have a double benefit.

Regular exercise helps release endorphins and promote wellbeing.

Ironically, hobbies can also create stress. I should know, I play terrible golf.

However, I find it helps put everything into perspective!

THE BOTTOM LINE Stress impacts us all differently but it’s important to realise it is completely normal. Everyone gets stressed out from time to time. Dealing with it is a choice you can make however. I hope these tips can be useful.

By Benjamin Dyer, CEO and co-founder of Powered Now

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• Produce estimates faster • Send enquiries faster • Compare quotes faster • Take off from drawings faster

+44 (0) 1204 669 689 sales@conquest.ltd.uk www.conquest.ltd.uk

ConQuest Ltd Paragon Business Park Horwich BL6 6HG

Getting smart in the home

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THE rise of the Internet of Things promises a brave new world of connected devices, smart cities and homes - and ultimately better living.

According to technology research firm TechNavio, the number of connected devices is expected to pass 17 billion in the next five years.

For the consumer market, smart thermostats like Nest and Hive have already made waves in this regard and hit the headlines. These products enable users to control temperature and boiler activity in their homes remotely, and promote better energy management and efficiency.

The ability of devices to connect to each other and feed important information back to us should lay the path for a smarter, more holistic way of managing and interacting with our environments, where continual improvements and efficiencies can be gained.

They are among the first products to demonstrate true potential value of connected buildings and remote access to home infrastructure, giving us the knowledge and power to optimise our home environment to best suit our individual preferences,

reduce energy bills, and even alter our behaviour towards energy saving and sustainability of the planet as a society.

Intelligent building systems are not just available for offices and commercial buildings; decrease in the price of technology has made home automation a reality for consumers.

This is also coupled with a dramatic change in customers’ expectations.

People expect to be in control of their energy use, by managing the lighting, heating and all other electrical devices in their home from a single hand held device. This marks the new era of smart, connected homes.

ENDLESS POSSIBILITIES An automated home brings together many control aspects including security, lighting, temperature, audio and video entertainment systems, blinds and curtains, sprinklers etc.

You can enter your home and find the temperature perfectly set for your arrival, or have the lights go up as the sun goes down, or even unlock your front door with a smartphone; the possibilities are endless.

There are different types of systems in the market capable of automating a single product like cameras or heating etc., but a fully integrated system can incorporate all of these disparate systems and combine them into one single point of control or an application. All of these connected elements work together to make the home more energy efficient, more convenient and safer for the homeowner.

However, these devices ultimately should be able to talk the same language for the connected home to run as smoothly as possible. In a similar way to commercial building management systems, smart devices can run on a variety of different protocols. Zigbee is a wireless communication system built by the Institute of Electrical and Electronics Engineers (IEEE).

It consumes a small amount of power and is built on a mesh network, to offer excellent range and communication interoperability between devices, with no need for a complicated web of wires. It saves both energy and raw materials, while dramatically cutting installation and maintenance costs.

In mesh networks, each wireless node communicates with the one

adjacent to it. Should one node fail, information is automatically rerouted to allow devices to carry on their respective functions. This dynamic node link redundancy contributes to Zigbee’s low maintenance needs and high reliability. Thanks to this rerouting capability, nodes on a ZigBee can “walk through” walls and even communicate with each other through a building’s floors. Furthermore, even when they are not in line of sight, nodes are still able to form networks.

Mesh networks like Zigbee and its nearest competitor, Z-Wave do not experience signal loss — partly because of their very low-bandwidth.

This low-bandwidth makes these standards great for simple devices like window and door motion sensors, or smart lightbulbs that only need data connections to turn on, off or set a dimming level.

In a home, different systems like lighting, heating and cooling can be automated to improve conservation, convenience and safety. Households can benefit more if these home automation systems are capable of providing the users with information on their usage trends. Consumers can then optimise their consumption of natural resources whilst being aware of the cost and scale of their use.

Home automation systems such as Schneider Electric’s C-Bus Wiser Home Control System gives homeowners an insight on their energy usage thus allowing them to reduce or shift energy use during peak times, saving money in return and ultimately helping electricity providers reduce load on the grid and improve network reliability.

CONNECTIVITY We are looking to drive the change in what homes can do for their owners.

Together with architects, engineers, electricians and other partners, we are bringing connectivity to homes through solutions like the C-Bus and KNX home control systems. These technologies connect a wide variety of devices, allowing home owners to control everything from lighting and temperature to entertainment systems — to create a perfect environment for every moment.

By integrating energy management with other home control functions, the KNX and C-Bus home control systems go beyond automation.

They turn homes into smarter living spaces. They let us monitor and manage our homes to maximise energy efficiency and lower energy bills, either locally or remotely. This also ensures the integration of any future comfort, security, and energy saving functions. Along with wireless KNX capabilities, the central control unit can communicate with other devices via a wired KNX connection.

This combination of mobile devices and remotely operated technology has given us this freedom and it’s transforming how we live.

From an energy saving perspective, home automation has some key benefits, especially with programmable thermostats. Turning down a thermostat by just one degree can reduce heating bills by up to ten per cent, and most Ireland smart/ programmable thermostats promise a reduction in heating bills of up to 20 per cent.

C-Bus Wiser lets you program, monitor and operate your home’s heating and air conditioning, lighting, appliances, electronics and security systems while home or away and adjust them according to what you want to pay each month. Without sacrificing convenience or comfort, you can make smart decisions and choices that can achieve savings of up to 30 per cent on your home’s annual energy costs.

There’s both a growing need and desire for people to be more energy efficient than ever before. Stories regarding global warming and rising energy costs are always in the headlines, and homeowners are increasingly worried about keeping their utility bills in check. However, people looking at installing a smart home system also want an element of style and flexibility, so a connected system that can be updated and added to over time is very much in line with people’s habits and needs.

Energy efficiency is all about controlling your habits more readily and looking for ways to lower your carbon footprint, but there doesn’t have to be a compromise with style and aesthetics. There’s a very clear drive towards this when so much of our lives are already integrated with technology – and people are looking for this to be extended into their homes.

By Joe Crawford, Offer Manager at Schneider Electric

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What does a Trump administration mean for the UK construction industry?

AS the world comes to terms with Donald Trump’s shock election win, which will see him become the 45th President of the United States of America, it would appear that his triumph is the most divisive since Richard Nixon secured his second term in 1972.

After a long and bitter campaign, during which much of Mr Trump’s rhetoric seemed to alienate as many voters as it appealed to, people are now trying to anticipate what the reality of a Trump administration will be.

Domestically, spending on infrastructure will play a significant role in boosting the US economy. Trump has made a big play on this policy, commenting: “We’re going to rebuild our infrastructure, which will become second to none. We will put millions of our people to work as we rebuild it.”

There is of course nothing revolutionary about this. China is financing over $720Bn on 303 transport infrastructure projects over the next three years.

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As we know, Britain too is investing heavily in infrastructure with projects such as the Heathrow expansion, Hinkley Point and HS2.

In his victory speech, the Presidentelect said: “We have a great economic plan; we will double our growth and have the strongest economy anywhere in the world.”

SO WHAT WILL THIS PLEDGE MEAN FOR THE UK CONSTRUCTION INDUSTRY? Following the Brexit vote, outgoing President Barak Obama suggested that Britain would be “at the back of the queue” on any trade deals. Mrs Clinton said she would have taken a similar stance to that of President Obama.

Mr Trump, however, has been far more receptive to the idea of striking a trade deal with the UK once it leaves the European Union.

Back in May, he said: “Britain’s been a great ally. They’ve been such a great ally they’ve gone into things they

shouldn’t have gone into - for example, going into Iraq. With me, they’ll always be treated fantastically.

“I’m not going to say front of the queue but it wouldn’t make any difference to me whether they were in the EU or not. You would certainly not be back of the queue, that I can tell you.”

The UK currently exports more than £30Bn worth of goods and services to the United States and represents one of Britain’s most significant markets.

There is growing talk of the possibility that Britain could join USA, Canada and Mexico in a new free trade area as an associate member of the North American Free Trade Area (NAFTA).

The President-elect was vocal in his criticisms of NAFTA during his campaign making it inevitable that the deal will be significantly reformed.

The man tipped to be the Secretary of State in the new Trump administration, Newt Gingrich, first put forward the idea of the UK joining such an

agreement in 1998.

to curb immigration.

The idea was backed by Conservative MP, Jacob Rees-Mogg, who said: “What could be bad about it? As long as it does not stop us doing free trade deals with other people too.

Another advantage the UK is likely to have is that the American public would appear to be far more receptive to striking a trade deal with Britain, making the job of getting such a deal through Congress that much easier.

Trump’s seemingly close relationship to Nigel Farage, who for now remains acting leader of the UK Independence Party, might indicate a willingness to strike a favourable trade deal with UK once it eventually leaves the European Union.

“This is one of the great virtues of Brexit - we can look at all these things and if we think they are good we can tag along.”

Whether, the picture would be this rosy for Britain remains unclear.

Undoubtedly, Trump policy is to put America first and he has been very critical of free trade.

Any deal with the UK would certainly depend on whether there would be any adverse effect on American employment. However, Trump will not see Britain in the same way he views Mexico - a low wage threat to American employment.

This is clearly something that troubles the President-elect, given his pledge to build a wall on the border with Mexico

There have been calls for Mr Farage to act an informal ambassador to the President-elect given his access to Trump’s inner circle.

Graham Brady, Chairman of the influential backbench Tory 1922 committee, felt that the idea had merit and Mr Farage’s closeness to Mr Trump shouldn’t viewed as a negative thing.

Speaking to the University College London Conservative Society, Mr Brady commented: “Do I think it’s a

bad thing if Nigel Farage is spending time in Washington encouraging them to be pro-British? No I don’t. I am quite relaxed about it.”

Mr Brady did, however, rule out the interim UKIP leader being given an official role.

He also suggested that Trump’s win was perhaps more in Britain’s favour than if Hilary Clinton had succeeded in becoming the first female president as his victory made easier trade negotiations more likely.

For some the idea of dealing with Donald Trump is distasteful but one thing is for certain - Britain must engage fully with the Trump administration if it is to secure and hopefully enhance its relationship with its biggest market.

The construction industry will be hoping that the handwringing can be put to one side so that the Government can get on with the task of securing the best deal possible.

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Pick-ups come of age GO back in time two or three decades and the humble 4x4 pick-up was regarded as a basic utility vehicle in the UK, with very few refinements.

It would more than likely have a normally aspirated diesel under the bonnet and there would be manual locking front hubs; it might have had a radio if you were lucky. How things have changed in the intervening years.

The modern pick-up is a very different proposition. It bristles with the latest tech, including a state-of-the-art electronic four-wheel drive system, and has become a fashionable lifestyle statement, especially in five-seater, double cab configuration which account for almost 95% of sales. Kudos must go to Mitsubishi’s UK importer, the Colt Car Company, for kick-starting this transition; it began marketing special edition versions of its L200,

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alongside a wide range of accessories to enable individual customisation, long before other manufacturers. It proved to be a successful move.

Pick-ups haven’t gone all soft, however; far from it. They are still capable of hauling in excess of a tonne, are built to take a vast amount of punishment without complaining and in some cases can tow up to 3.5 tonnes. A ladder chassis frame is de rigueur and the majority have a leaf-sprung rear live axle. They can be worked hard during the week and then used for playtime at the weekend.

One reason double cab pick-ups have become popular as company cars with business users in the UK is the tax benefit. Registered as light goods vehicles, just like a van, road tax (or Vehicle Excise Duty as it’s known

officially) is currently fixed at £230, 100% of VAT can be reclaimed and the benefit-in-kind rate is £3,170 for the 2016/17 tax year. That equates to £634 for a base rate taxpayer. Include free fuel and it rises to £753; not bad, eh?

Buyers in the market for a new 4x4 pick-up couldn’t have timed it better.

Brand new versions of just about all the major players have just been, or are about to be launched in the UK. On top of that there are two manufacturers entering the pick-up market for the first time by the end of 2016. Fiat and Renault are about to join the fray respectively with the Fullback (a rebadged Mitsubishi L200) and Alaskan (rebadged Nissan NP300 Navara). Mercedes-Benz is even joining the fun in late 2017 with a re-bodied, Navara-based offering, called X-Class.

the Fullback, is available as a threestrong double cab model line-up in the UK, starting with the entry level 150hp/380Nm SX fitted with a sixspeed manual transmission.

Based on the latest generation Mitsubishi L200, all Fullbacks are powered by a 2.4-litre diesel and feature electronically selectable fourwheel drive. The lower powered SX provides three drive settings, but move up to the more powerful and better specced 180hp/430Nm LX and there are four, including a locking centre differential. LX is available with either a manual or auto transmission.

Only unveiled as a ‘concept’ so far, X-Class will be aimed fairly and squarely at the premium end of the pick-up spectrum with a powerful 3.0-litre V6 diesel under the bonnet and using Merc’s 4MATIC permanent four-wheel drive system that has two locking differentials and a low-range transfer ’box. An alternative 4x4 system switchable between four- and rearwheel drive will also be available and we would expect to see it mated to the 2.3-litre Nissan/Renault four-cylinder diesel in the more entry level versions.

The PSA Group has also announced recently that as part of its new fiveyear development plan it intends to introduce Citroën and Peugeot badged one tonne pick-ups by the end of the decade.

With the recent demise of the iconic, but agricultural, Land Rover Defender there are currently nine manufacturers offering one tonne pick-up ranges.

They are the Fiat Fullback, Ford Ranger, Great Wall Steed, Isuzu D-Max, Mitsubishi L200, Nissan Navara, SsangYong Musso, Toyota Hilux and Volkswagen Amarok.

There’s the option of a six-speed auto box - with steering wheel-mounted flippers for manual shifting - and the dual range four-wheel drive system is controlled electronically via a turn wheel.

As with the previous generation, higher spec models get Mitsubishi’s excellent Super Select system. Not only does this mean that it can be driven in 4x4 mode on all surfaces, including dry tarmac, without any transmission wind-up, it also provides a low range setting which locks the centre diff.

Slightly bigger than its predecessors the new L200 is an impressive bit of kit. It remains an exceptionally competent off-roader, even outgunning the Shogun when the going gets really tough. The big difference, however, is the on-road manners. Refinement levels have increased dramatically and the ride quality is a vast improvement.

From basic workhorses to fully loaded bling machines Mitsubishi has the marketplace covered and the icing on the cake is a dealer network that really understands pick-up customers, whatever their ilk.

MITSUBISHI L200

FIAT FULLBACK

Mitsubishi was the first of the pickup manufacturers to bring its next generation models to the UK when it launched the all-new L200 range in autumn 2015. Featuring a redesigned exterior - including rear hinged half doors for the extended club cab for the first time - with an all-new front-end and a brand new cab interior the big news lies under the bonnet.

Fiat Professional’s new 4x4 pick-up,

SX specification comes as standard with a stop/start system, 16in alloy wheels, cruise control and variable speed limiter, remote central locking, electric windows and mirrors, Bluetooth connectivity, DAB radio, leather-trimmed steering wheel and gear knob, steering wheel-mounted remote audio controls, air conditioning (including rear vents), front fog lamps and LED DRLs, a tubular side step and a host of safety features including seven airbags. Safety is augmented by the fitment of a full ESP system which includes Trailer Stability Assist and Hill Start Assist.

Standard equipment on the LX brings with it a keyless dash-mounted start button, leather upholstery, electrically adjusted and heated front seats, dual-zone climate control, bi-xenon headlamps with washers, enhanced body styling, 17in alloy wheels, privacy glass and a 6.1in touchscreen infotainment system with DAB, Bluetooth connectivity and sat nav.

Fullback gives Fiat a strong foothold in the pick-up sector, albeit it at the high specification end of the spectrum; and there’s no extended or single cab variants. As a result of being based on the L200 it performs well both on- and off-road and benefits from the tightest turning circle in the sector.

It gets a re-worked 178hp, 430Nm 2.4-litre version of the diesel found in the ASX and Outlander mated to a manual six-speed transmission. The five-speed box fitted to the outgoing models was one of the main criticisms in the latter years of their lifespan.

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FORD RANGER Available as a single, super (extended) and double cab, Ford’s butch-looking Ranger has just undergone a midlife makeover. There have been detail changes to the front end and dashboard, refinement levels have improved and there’s good news for the current diesel engines. They offer up to 17% better fuel consumption than the ones in the previous models. Fuel economy figures on the combined cycle range from 31.7mpg to 43.5mpg.

Ford offers two diesel engine choices; a 2.2-litre four-cylinder unit pumping out maximum power of 160hp and peak torque of 385Nm, and a 3.2-litre five-pot unit capable of 200hp and 470Nm. Both are Euro 5 compliant at present, but as every light commercial vehicle built after 1 September 2016 has to be fitted with a Euro 6-compliant engine, Ford will be upgrading these power plants as the year progresses.

Four specification levels are up for grabs (XL, XLT, Limited and Wildtrak) and electronically selectable dualrange four-wheel drive is standard on all double cabs. A six-speed manual gearbox is fitted as standard, with an auto six-speeder available as an option on Limited and Wildtrak variants.

Ranger is wider than the traditional Japanese one tonne pick-up and is only matched in this department by the VW Amarok. It feels big to drive, but is a real powerhouse off-road. It has a best in class wading depth of 800mm and comes with both Hill

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Descent Control and Hill Hold Control as standard.

On-road ride and handling have improved in leaps and bounds for pick-ups in recent years and Ranger is no exception. While not quite reaching the standards set by the current crop of large off-roaders, it’s not far behind; especially if there’s some weight in the back to help settle the rear axle.

GREAT WALL STEED Great Wall may not be a well-known brand in this country, but it’s a hugely successful manufacturer in its homeland; China. International Motors is the UK importer – it’s also responsible for Isuzu and Subaru – and the first model to reach these shores is the Steed pick-up.

Available solely as a double cab with electronically selectable, dual-range four-wheel drive, Steed is powered by a 2.0-litre diesel, complete with variable geometry turbo. Capable of producing maximum power of 143hp it develops 305Nm of peak torque

between 1,800rpm and 2,800rpm. A six-speed manual gearbox comes as standard; currently there is no auto option.

While not exactly bristling with cutting edge technology, Steed offers extremely good value for money.

Where the Steed really scores highly is the specification. Even the base ‘S’ comes with remote central locking, twin front airbags, daytime running lights, air conditioning, heated leather seats, alloy wheels, twin airbags, electric windows front and back and an Alpine radio/CD player with remote steering wheel controls, USB input and Bluetooth connectivity.

Steed feels well put together, there’s no problem with the driving position and the gear change has a surprisingly short-throw. Refinement levels are acceptable, as is the on-road ride quality and it performs well off-road, despite the lack of a lockable rear diff.

It’s not going to turn any heads, so is unlikely to appeal to the lifestyle market, but on price alone the Steed is hard to beat as a civilised workhorse.

ISUZU D-MAX When Isuzu replaced the ageing Rodeo in 2012 it made quite a splash when it made its debut at the Commercial Vehicle Show. Here was a stylish newcomer from a manufacturer with a reputation for building ’em tough; and it didn’t disappoint.

There’s a full complement of body style choice and power comes from a 2.5-litre 163hp twin-turbo diesel.

Maximum power bites at 3,600rpm while peak torque of 400Nm makes its presence felt across a 1,400rpmto-2,000rpm plateau. In general use of diesel is little short of exceptional, with a seemingly endless supply of smoothly delivered torque. The electronically selectable dual-range drive system comes with a six-speed manual gearbox as standard, but a five-speed auto option can be specified on higher spec models.

Speaking of specification, even entry-level models come with airconditioning, electric windows and front, side and curtain airbags as standard. Isuzu has also taken a leaf out of the Mitsubishi playbook by coming up with a slew of high-value limited edition models over the years, the latest being the Centurion, released

to mark 100 years since the company set up operations in Tokyo, Japan.

Off-road, D-Max is a surprisingly effective performer, romping up and down muddy farm tracks and across sodden paddocks with ease. Show it some really rough terrain and it doesn’t disappoint, with the ESP system taking care of business effortlessly. On-road it has fallen a little behind the next generation newcomers in terms of refinement, but it’s due a round of revisions by the end of the year.

These will include an all-new 150hp (350Nm) 1.9-litre Euro 6 diesel which is claimed to be much smoother and up to 19% more economical than the current unit.

NISSAN NP300 NAVARA Mitsubishi is not the only manufacturer with a brand new pick-up range; Nissan introduced the NP300 Navara at the beginning of this year and it’s a bit of a game-changer. The reason is the rear suspension set-up. It’s the first in its class to offer an independent five-link rear coil/damper suspension system on double cab versions. All the mainstream contenders use more traditional leaf spring systems.

There are also big changes under the bonnet. Out go the old 144/190hp 2.5-litre Euro 5 diesels – and the awesome 3.0-litre V6 for that matter – replaced by 160hp and 190hp 2.3-litre Euro 6 dCi power plants capable of developing peak torque of 400Nm and 450Nm respectively. The more powerful of the two features twin turbochargers and Nissan is claiming an up to 24% improvement in fuel consumption over the old diesels.

Transmission choice is a standard six-speed manual or a seven-speed automatic gearbox.

New Navara can more than hold its own in the off-road stakes, fitted out as it is with the latest generation electronic control systems, but its on-road that the independent rear suspension really makes a difference.

It’s the most un-pick-up like pick-up when it comes to ride and handling.

No more bouncing at the rear end and for all intents and purposes it feels like a big car from behind the wheel. Quite an achievement and Nissan should be congratulated.

Extended king cab models – there are no plans for a single cab – retain a reworked version of the leaf spring arrangement found on the predecessors; the difference is that the leafs now sit above the rear axle (over slung), rather than being underneath (under slung).

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VOLKSWAGEN AMAROK VW’s Amarok is the most car-like of all the pick-ups to drive. Like the Ford Ranger, it’s a big beast and feels like it from the driver’s seat. Introduced to the UK market in 2011 it marked VW’s return to the one tonne pick-up sector after an absence of 15 years; it used to sell a rebadged Hilux as the Taro. Later this year will see the introduction of revised models as part of a mid-life facelift and a shift to Euro 6 engines.

Amarok is available solely as a 4MOTION double cab, with a choice of three specification levels; Startline, Trendline and Highline. Electronically selectable four-wheel drive, complete with a set of low range ratios, can be had in combination with all three trim levels. A permanent 4x4 option, minus low range, can be had as a Highline model only, along with a ‘softer’ onroad rear suspension set-up.

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Currently, power comes from a choice of two 2.0-litre Euro 5 turbodiesels, derived from the units found in the previous generation T5 Transporter van. The single turbo TDI produces 122hp/340Nm and comes solely in Startline trim. A 180hp/420Nm twin turbo BiTDI is available in all three specs. A six-speed manual gearbox features across the range.

On-road ride is impressive for a rear leaf-sprung pick-up and there’s bags of torque available under the right foot. It’s no slouch off-road either and thanks to all the ESP system components, even amateur mudplugging drivers can make good progress.

It’s all about to change before the end of the year, however, with the arrival of a revised line-up. And the big news is that the updated Amarok will be powered solely by 3.0-litre V6 Euro 6

diesels, derived from the power plant in the Touareg SUV. Choice of power outputs is 163hp, 204hp or a rangetopping 224hp. Peak torque figures are equally impressive at 450Nm, 500Nm and 550 Nm respectively. At the same time VW has taken the opportunity to rework the interior and raise the infotainment stakes.

The choice of 4x4 pick-ups has never been so good, and it’s only going to get better. The latest generation models are available with all the latest safety-related tech from the passenger car market, not to mention the home comforts we have all become accustomed to in our vehicles. The real beauty of the 4x4 pick-up, however, is its schizophrenic nature. On the one hand it’s capable of tackling a hard day’s work while on the other it’s a very civilised means of transport for adventure-loving families; the best of both worlds.

SSANGYONG MUSSO

TOYOTA HILUX

Bit of an oddity in the marketplace, this one. Nissan wasn’t the first to bring independent rear suspension to the pick-up market; South Korean manufacturer SsangYong was with the Korando Sports, recently re-badged as the Musso. Sold solely as a five-seater double cab it has a much smaller load bed than the competition. Although it boasts a one tonne payload, it falls a bit short in the towing stakes with a maximum 2.7 tonne capability.

Considered by many as the daddy of them all, Toyota’s Hilux has recently undergone a complete transformation.

Eighth generation models have been on sale in the Far East and Australasia since last year and it recently made its UK debut at the 2016 Commercial Vehicle Show and customer deliveries began recently.

Musso has a commendable on-road ride quality and is no slouch in the muddy stuff thanks to a dual-range 4x4 system, but it can be a bit limited by ground clearance compared with the opposition. There are two specification levels – SX and EX – and power comes from a 155hp 2.0-litre Euro 6 diesel with a peak torque figure of 360Nm. A six-speed manual transmission is standard, but an auto six-speeder is an option on the higher spec EX.

As with the current generation, new Hilux is available as a single, extended and double cab with a choice of rear- and electronic four-wheel drive.

Suspension remains leaf springs and dampers at the back, but the former are longer than on the outgoing models in an effort to raise comfort levels, particularly on-road.

Under the bonnet of the new generation Hilux there’s a new Euro 6 diesel power plant; a 160hp 2.4-litre

which develops 400Nm of peak torque. It looks unlikely that the 178hp Cummins 2.8-litre unit – the same one that's in the revised Land Cruiser – developing 450Nm will be offered in the UK, unfortunately. There’s a choice of six-speed manual or auto gearboxes and for the first time in a pick-up the former features what Toyota refers to as Intelligent Manual Transmission (i-MT) which blips the throttle on downshifts for smoother changes.

New Hilux is a completely different beast to its predecessor. It’s grown slightly in size, the cab is much more car-like and refinement levels are much improved. The on road ride quality is much smoother and controlled, especially on the motorway, but Hilux has lost none of its legendary off-road credentials. All in all a massive step forwards.

By Neil McIntee, Editor, VansA2Z

This is a value for money package, a bit like the Great Wall Steed. Go for the entry-level SX and it comes with 16in alloy wheels, manual air conditioning, leather covered steering wheel, remote central locking, Kenwood MP3/CD player with USB and 3.5mm sockets and Bluetooth connectivity.

Move up to the EX and it includes leather upholstery with heated front seats, powered driver’s seat, heated, electrically adjustable and power folding door mirrors, and rear parking sensors.

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Isuzu D-Max Blade: A pick-up with the edge on the competition THE top-of-the-range Isuzu D-Max Blade pick-up boasts a long list of unique style enhancements and technology upgrades to help it stand out from the crowd.

Exclusive to the UK market, the 4x4 Isuzu D-Max Blade Double cab is available from £26,499 (CVOTR) for the six-speed manual and £27,499 (CVOTR) for the five-speed automatic.

The Blade is available in Cosmic Black as standard with the option of a Pearlescent White paint finish.

Enhancements include a Shadow grey front grille and matching garnish, and a distinctive Cosmic Black finish to door mirror caps, door handles and tailgate handles. For added practicality, a soft-close tail-gate damper is fitted as standard.

Other standard features unique to the Isuzu D-Max Blade include 18-inch,

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six-spoke Shadow alloy wheels with 255/60 R18 Pirelli Scorpion Zero tyres, and customers can also choose either an Aeroklas leisure canopy or a Black Mountain Top roller cover with rear sports bar, both at no extra cost.

The interior boasts premium, heated leather seats and a Shadow grey headlining; bespoke side-sill scuff plates and unique carpet mats featuring ‘Blade’ graphics combined with Piano Black interior highlights to give occupants a premium welcome when they step into this top-spec Isuzu D-Max. Once seated inside, occupants will be greeted with a superior eight speaker audio and state-of-the-art Pioneer 6.1-inch touchscreen navigation system – complete with integrated rear safety camera technology – to provide premium infotainment, as well as greater driver convenience.

Under the bonnet, the Isuzu D-Max Blade sports the same highly-efficient 2.5-litre twin-turbo diesel engine that powers every Isuzu D-Max in the range. Producing 163 PS and 400 Nm of torque, this unit enables the D-Max Blade to combine a classleading towing capability of 3.5-tonnes (braked), while also returning an official fuel economy of 38.7 mpg (combined NEDC).

Like all new Isuzu D-Max models sold in the UK, the Isuzu D-Max Blade comes with the company’s class leading five-year / 125,000-mile warranty.

Full details of the Isuzu D-Max Blade and Isuzu dealers can be found at isuzu.co.uk

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Google creates new self-driving car company Waymo GOOGLE has announced the creation of new company, Waymo, which will showcase its self-driving cars and launch its own ride-sharing service.

The new business, Waymo, will be owned by Google’s parent company, Alphabet.

The announcement signals a push to commercialise the technology, which Google has been developing for ten years.

Google showcased the autonomous vehicle technology at a media event, where they presented the story of a blind man who was able to make a full journey using the prototype self-driving car. The footage was from 2015, but the Company spoke about it for the first time during the event.

John Krafcik, CEO of Waymo, said: “Steve Mahan rode alone in one of our prototype vehicles, cruising through Austin’s suburbs.

“Steve is legally blind, so our sensors and software were his chauffeur. We believe that this technology can begin to reshape some of the ten trillion miles that motor vehicles travel around the world every year, with safer, more efficient and more accessible forms of transport.”

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While Tesla has been introducing electric vehicles to the real roads, Google has been taking a far more cautious approach. However, Waymo has now said it will try and apply the technology behind self-driving vehicles to other purposes, suggesting urgency in finding commercial uses for the technology which they have been keeping behind closed doors.

The Waymo announcement could suggest that Google will deviate from its original goal of only offering 100%

self-driving vehicles, with Krafcik emphasizing that the new company is focused on technology, not necessarily making cars.

“We are a self-driving technology company,” he said pointedly. “We’ve been really clear that we’re not a car company although there’s been some confusion on that point. We’re not in the business of making better cars.

We’re in the business of making better drivers.”

® © 2015 TomTom Telematics B.V. TomTom ® and the logo are among the trademarks or registered trademarks owned by TomTom N.V. and its affiliates. Our limited warranty applies to this product. You can review it at www.business.tomtom.com/legal

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Sustainable bus fleet cuts carbon emissions by 55,000 tonnes THE next generation of clean buses is saving 55,000 tonnes of greenhouse gas emissions per year and delivering £8M in health and environmental benefits, according to a new report courtesy of the Low Carbon Vehicle Partnership.

Today, there are 3,760 certified Low Carbon Emission Buses operating in towns and cities across England, Scotland and Wales – including 40% of new buses sold in 2015.

If this proportion were to reach 100%, annual savings could increase to 432,000 tonnes of methane, carbon dioxide and nitrous oxide emissions – equivalent to taking 92,000 cars off the road for a year – and £248.5M in wider social benefits.

The figures have been published in ‘A Green Bus for Every Journey’ – a new report undertaken by the Low Carbon Vehicle Partnership (LowCVP) on behalf of Greener Journeys, the sustainable travel group – which reveals how the latest buses are using a wide range of emerging technologies to help reduce emissions and air pollution.

There has been a dramatic improvement in conventional diesel engine performance, with the latest Euro VI models, which account for more than half of all new models bought in 2015, delivering a 95% reduction in emissions of nitrogen oxides compared with the previous Euro V models.

Greener transport is seen as key to helping towns and cities meet stringent European clean air targets. Currently, these are being breached in 38 out of 43 UK regions, and many cities are now introducing clean air zones to help tackle the problem.

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The report also highlights how the many alternatives – including hybrid, plug-in hybrid, electric, electrified ancillary, hydrogen fuel cell and biomethane models – are allowing operators across the country to find the most tailored solution for their network, including: • A combined fleet of 175 electric buses which are helping to tackle roadside air pollution, including the first wirelessly charged models operated by Arriva in Milton Keynes; • Ten hydrogen fuel cell buses operated by First Group and Stagecoach in Aberdeen – the largest such fleet in Europe – which are saving around 145,000 litres of diesel annually; • Go-Ahead Group’s 600 hybrid buses in London have helped lower emissions by 16%, with a further 10% improvement possible by 2018; while Lothian buses has saved £1.4M in fuel costs since 2011 thanks to a fleet of 85 hybrid buses; • Reading Buses, which has operated 34 biomethane buses since 2013, has achieved a 30% saving in fuel costs, while Arriva’s fleet of ten gas powered buses in Runcorn is 24% more cost-effective; • Stagecoach, which operates 4,581 biodiesel buses, says the technology has cut the carbon dioxide emissions of its overall fleet by a quarter; • National Express’s fleet of 18 hybrid buses in Birmingham is so popular that passengers sometimes complain when conventional models arrive at their bus stop; and, • The drivers of FirstGroup’s 12 electric buses in York say they offer quicker acceleration than conventional models, and passengers prefer them because they offer a smoother ride and are

quieter than diesel buses.

This follows a prior publication by the LowCVP and Greener Journeys, ‘The Journey of the Green Bus’, which revealed how manufacturers and policy makers have led a revolution in clean bus technology in the UK over the past two decades.

Claire Haigh, Chief Executive of Greener Journeys, commented: “Tackling transport emissions is one of the most pressing issues facing councils and operators today, and this report clearly shows that investing in clean buses is an integral part of the solution.

“Encouraging more people to switch their car for the bus is crucial to tackling the UK’s emissions problem, and thanks to the new range of clean bus technologies available, this type of behaviour change is now more effective than ever.”

Andy Eastlake, Managing Director of the LowCVP added: “The UK’s bus sector has made great progress in introducing low emission, efficient technologies over the last decade.

This has been in large part due to the support of government and the commitment of industry and other stakeholders to work together and drive change.

“This support and commitment needs to continue if the sector is to make a necessary contribution to cutting CO2 emissions, as well as to the increasingly urgent task of reducing pollution in our most badly affected towns and cities at least sufficient to meet 2020 air quality targets.”

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Everything you need to know about AdBlue

Call: 01472 803725

Email: air1uk@yara.com

Web: www.air1.info

AdBlue, SCR Technology and Legislation What is AdBlue?

Air1 is a non-toxic aqueous urea solution used to chemically reduce NOx emissions from diesel powered vehicles. These need to be SCR (Selective Catalytic Reduction) equipped.

AdBlue is a 32.5% solution of high-purity urea in demineralized water. Developed as an exhaust treatment chemical used to reduce emissions of NOx, AdBlue is a high purity solution of urea that is a clear colourless liquid with a faint ammonia smell and is perfectly safe to handle.

AdBlue is classified under the minimum risk category of transportable fluids. It is not a fuel, nor a fuel additive and needs to be used in a dedicated tank on the vehicle. It is replenished in a similar way to refuelling diesel.

AdBlue can be produced in several ways •

By producers of urea from hot melt urea. This is how Yara produces Air1.

•

By dissolvers, who buy urea prills from a producer and then dilute them with demineralised water in a 32.5% solution.

The VDA* will only grant manufacturers of the urea solution a licence to sell a product as AdBlue if they meet the strict manufacturing, quality and logistical standards set out in ISO 22241 and DIN 70070. The regulations that make AdBlue such a high purity product are very tight, and products that do not meet these standards cannot be called AdBlue or make any reference to the name. In essence, products that are not approved by the VDA should be called ‘urea solution’ or something similar. Such substandard products have the potential to cause significant damage to a vehicle’s SCR system, and in the event of a non-AdBlue product being used it will invalidate a manufacturer’s warranty, leaving the vehicle operator with a large bill for repair should damage occur.

Yara’s expertise in urea production is backed by over a century of experience. With this knowledge, Yara contributed towards setting the high standard specification required for AdBlue, a high purity urea solution. The AdBlue produced comes from a hot melt prime urea solution and product traceability ensures that there is no risk of contamination.

Strict health and safety procedures guarantee that the Air1 product maintains its integrity as all ISO guidelines are adhered to throughout the production and shipping process.

Each batch is verified so customers can rest assured that any vehicle’s catalyst will not be damaged by inconsistent product quality.

SCR Technology SCR requires the use of a reagent called AdBlue to reduce NOx. Competitive technologies offer a less beneficial fuel efficiency and higher CO2 emissions, so SCR is the most cost effective solution to meet NOx emission standards. The main components of the SCR system are the SCR catalyst, the AdBlue injection unit, the AdBlue tank and the AdBlue dosing control unit. AdBlue is injected into the exhaust pipe, in front of the SCR catalyst, downstream of the engine.

Heated in the exhaust it decomposes into ammonia and CO2. When the NOx reacts inside the catalyst with the ammonia, the harmful NOx molecules in the exhaust are converted to harmless nitrogen and water. For the correct functioning of your SCR system, make sure you use only high quality AdBlue. Poor quality reagent that is contaminated with foreign matters risks damaging your catalyst.

Legislation Nitrogen oxide emissions in large-goods vehicles are being reduced further by the introduction of the new emission standards. In Europe the first of these Standards, Euro 0, came into effect in 1990 with NOx limits of 14.4 and PM limits of 1.1, both measured in g/kwh. The 2001 Euro III standard reduced these limits to 5 and 0.1 respectively. The use of AdBlue came with the introduction of Euro IV, V and VI standards. NOx, particulate matter (PM), hydrocarbons (HC) and carbon monoxide (CO) are the components regulated. Euro IV was implemented from Oct. 2005 to Oct. 2006 and Euro V implementation dates were from Oct. 2008 to Oct. 2009. The Emissions limit for NOx is 3.5 g/ kWh in Euro IV and 2.0 g/kWh in Euro V. On 1st January 2014, Euro VI continued the drive to reduce harmful exhaust emissions, with NOx levels decreasing down 0.4g/kwh.

Since the introduction of the legislation in 1990, levels have reduced the limit for NOx by 95% and for particulates by 97% to the Euro VI levels.

For further information please contact our customer service team, 01472 803725, air1uk@yara.com

Air1® is a registered trademark of Yara International ASA. AdBlue® is a registered trademark of the Verband der Automobilindustrie e.V (VDA)

ACFO award winners underscore fleet sector’s changing perceptions THE changing face of fleet management was plain to see at the prestigious 2016 ACFO Awards, with three of the seven categories emphasising plug-in vehicles.

Among them, Tesla - the US-based electric vehicle manufacturer - which was recognised as a leading supplier of company cars and picked up ACFO Awards for the very first time.

The Multinational won the Environmental Initiative of the Year Award, and shared Green Vehicle of the Year honours for its executive Model S with the plug-in BMW i3.

This emergence of ‘green power’ was underscored by BMW, which received the ‘highly commended’ accolade in the Environmental Initiative of the Year category, while the Mercedes-Benz C Class Plug-in Hybrid Electric Vehicle was praised as part of the Fleet Car of the Year category.

Some things did not change, of course.

The Jaguar XE, which first graced UK showrooms some 17 months previous, retained last year’s Fleet Car of the Year award. The BMW 3 Series - a perennial fleet favourite - was also ‘highly

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commended’ in the category.

A capacity crowd of 250 ACFO members and their guests attended the annual Awards with the winners revealed during a gala dinner held at St John’s Hotel in Solihull.

Remarkably, the Awards are in their 33rd year. ACFO hope to further the agenda of fleet operators nationwide as they continue to liaise with motoring manufacturers and service providers, in addition to the Government and its agencies - thus shaping the transport operations of tomorrow.

John Pryor, Chairman of ACFO, said: “The fleet industry continues to evolve and 2016 could be viewed as a watershed year as managers through their votes recognised that electric vehicles have a role to play in their company car operations.

“Significantly more than half of all new cars are bought by the corporate sector. Therefore, with the Government continually seeking to drive up demand for ultra-low and zero emission cars it is critical that models such as those from our 2016 award winners Tesla and

BMW find favour with fleet managers and company car drivers.”

The Awards, which are voted for online and exclusively by the ACFO’s membership, follow nominations from all over the industry. Nominations are highly prized because, unlike its contemporaries, the Awards reflect the day-to-day operational experience of both the sector and its many decision-makers.

Mr Pryor added: “ACFO’s annual awards provide a further opportunity for fleet decision-makers to get their views over to vehicle manufacturers and service companies.

“Fleet decision-makers are reliant on motor manufacturers to deliver vehicles that are cost effective to operate, safe, reliable and environmentally friendly and suppliers and other organisations to provide a first-class service.

“Operating successfully in partnership, it means that through the availability of top quality vehicles and first rate suppliers, vehicle downtime can be kept to an absolute minimum and fleet managers can focus on the efficient and effective operation of their vehicles to support their businesses.”

Our business is Your business Whether your vehicles are large or small, bulk standard or highly specialist, you need a partner who understands the direct link between the reliability of your fleet and your company’s profitability.

At Enterprise Flex-E-Rent, we believe this means more than simply having the scale and resources to deliver the vehicles you need, when and where you need them. After all, that’s no more than you’d expect and is really nothing out of the ordinary (or at least it shouldn’t be).

Making a real difference to your business is all about taking the time to understand how you operate, what’s important to you right now, and how this might change in the future.

Then by combining our specialist knowledge with a clear understanding of your business needs, we can deliver a service that’s based on flexibility, expertise and a total commitment to customer service at every level.

To find out more about the difference we can make to your business, call 0800 328 9001 or visit flexerent.co.uk

Unique outdoor leisure venue presents unusual construction challenges ON 2nd July 2016, Kynren, the UK’s only live action night show, opened in Bishop Auckland to critical acclaim.

The performance, crammed with special effects, surround sound and thrilling visual impact, tells the story of the last two millennia of North East history on a 7.5 acre stage with more than 1,000 actors against the magnificent back drop of Auckland Castle.

But the first performance was more than an artistic triumph – it was also the culmination of nine months of excavation, construction and specialist civil engineering, all overseen by lead contractor Caddick Construction.

The site required facilities to accommodate 8,000 nightly

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visitors as well as more than 1,000 volunteers and a team of permanently stabled performance horses. It required infrastructure for a live show of astonishing scale, boasting pyrotechnics, surround sound of a movie-level quality, a train, a reconstructed Viking boat and folding stage sets. Plus, the crux of this particular project was that it needed to have minimal impact on the landscape and local ecology, given that the venue lies in a rural area in the shadow of a Grade I listed castle.

On top of the environmental considerations was a healthy amount of deadline pressure – no matter what, the first performance would go ahead in July.

With 37 years of experience in design, construction, civil engineering and development, Caddick rose to the challenge. The Company drew on its significant portfolio of leisure Design and Build projects such as the redevelopment of Leeds United’s East Stand, the development of Headingley Stadium’s Carnegie Stand and the Welbeck Gallery in Worksop, as well as their varied civil engineering project experience which includes the extensive infrastructure external works associated with their major construction schemes such as Monks Cross, Vangarde Retail Park and the World’s largest Fresh Milk Production Facility for Arla at Aylesbury.

At the peak of the project, more than 225 operatives from Caddick and their 12

sub-contractors were on site delivering on the very specific requirements for an outdoor performance space of this type and scale.

In order to reduce the impact on the landscape, a significant amount of technical, electrical and hydraulic equipment, along with the control room for the live show, was concealed in subterranean reinforced concrete bunkers. Mechanical and electrical infrastructure was supplied by G&H Building Services, co-ordinating a number of complex systems across the site with no margin for error given that the live show relies heavily on special effects.

Resilience was built into the system to avoid failures and a ‘temporary permanent’ approach was taken, giving the site management team the ability to work at low power when the show is not being performed.

low level lighting for public areas, as well as the planting of native species bearing fruit and flowers to support foraging badger and attract food for bats in the medium and long term.

A large portion of the site was left as lightly managed parkland, which will eventually provide increased foraging land for the badgers on site.

Meanwhile, work began on the construction of the stage. A specialist piling rig was used to drive preaugered 13.5m piles into the ground, forming a cofferdam that allowed the team to commence works from beneath. The stage supports a 3,462sq m man-made lake concealing a full size Viking boat imported from France, as well as other elements of the performance including trains, horses, fountains, projectors and pyrotechnic effects. Huge folding stage sets also rise from and retreat into the lake.

Kynren, presented by Eleven Arches, is the vision of philanthropist and investment manager, Jonathan Ruffer.

Eleven Arches is one of two charities he has established in Bishop Auckland, the other being Auckland Castle Trust.

Together, the aim of the charities is to establish Bishop Auckland as an international tourist destination, attracting visitors and investment which will contribute to the betterment of the area and empower the community.

The show is inspired by and partnered with the French historical theme park Puy de Fou, which won the Thea award for the world’s best theme park in 2012 and is credited with transforming the fortunes of the Vendee region. Kynren’s first season saw more than 100,000 ticketholders visit the venue at Bishop Auckland in County Durham to experience 2,000 years of British history, myth and legend.

The structures that weren’t hidden – the 8,000 seat tribune and 14 ancillary buildings including the train shed, stables, actors’ village and visitor centre – were all clad in timber to help them blend in with their surroundings. Subcontractor S&A Fabrications used a 30 strong team to lay more than 200,000 specially treated fire retardant shingles using almost half a million staples in what they believe is the UK’s largest single timber shingle application.

The local wildlife also had to be considered, with bat and badger populations both recorded in the vicinity. A number of measures were taken to reduce the impact on these groups, including the installation of

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The BIM Proposition:

An exclusive interview with David Philp

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CAN YOU TELL US ABOUT THE SCOTTISH BIM PROGRAMME?

following recommendation which was endorsed by Scottish Ministers:

A key recommendation within Scottish Government’s Construction Procurement review was the implementation of Building Information Modelling (BIM) to Level 2 by April 2017. The review set out the

‘The use of Building Information Modelling (BIM) should be introduced in central government with a view to encouraging its adoption across the entire public sector. The objective should be that, where appropriate,

construction projects across the public sector in Scotland adopt a BIM Level 2 approach by April 2017.’

The Scottish Future Trust (SFT) are supporting the delivery of these requirements and have created a BIM Implementation Plan, Scottish BIM Delivery Group to support procuring

authorities within Scotland to implement BIM Level 2 from April 2017.

This roadmap sets out a combination of focused actions including:

• Pathfinder Projects, • Guidance, • Training, • Research

DOES THE UK’S BIM MANDATE MAKE IT EASIER IN A SENSE TO GET SCOTTISH FIRMS ON THE BIM JOURNEY? Undoubtedly the HM Government mandate and the creation of the BSI suite of BIM standards has helped create a firm foundation for industry.

The BIM requirements of the Scottish Government will further advance this journey in Scotland and create appropriate digital journeys for the Scottish Public Sector procurer.

CAN YOU TELL US A LITTLE ABOUT HOW SCOTTISH BIM IMPLEMENTATION WILL PRACTICALLY BE APPLIED? We have developed a three stage approach to implementation in Scotland. Firstly the public sector client will, early in the procurement process, utilise the SFT BIM Grading tool to determine the appropriate Level of BIM maturity for their project, either Level 1 or 2. Secondly they use the Return on Investment (ROI) calculator to help inform the business before finally the “How?” which is informed by our departmental specific BIM navigator portal.

WHAT ADVICE WOULD YOU GIVE TO SCOTTISH FIRMS LOOKING TO TAKE THEIR FIRST STEP ON THE BIM JOURNEY BUT AREN’T SURE

WHERE TO BEGIN? Get to know the British Standards in relation to BIM, they are free to download and are available via http:// bim-level2.org/en/. Make sure that you target Level 1 BIM maturity as your first milestone, it is imperative that this foundation is in place before proceeding towards Level 2.

Benchmark where you already are in your journey. The SFT are promoting the BIM Compass http://bim. knowledgesmart.net/sft/ as a useful and agnostic way of doing this. Have a strategy based upon where BIM will give you and your customer’s added value.

IS IT THE CASE THAT BIM IS AS MUCH ABOUT CHANGING PEOPLE’S MIND-SETS AS IT IS ABOUT THE TECHNOLOGY? Yes, it is important that BIM implementation is seen as much about improving behaviours and ensuring better ways of delivery than it is about the technology. Creating more collaborative ways of managing and delivering information is at the heart of BIM. BIM in its various guises is becoming a metaphor for industry change. The client “pull” is helping drive innovation and set a compelling vision of what a digitised sector would look like using computer readable data.

ARE THERE ANY NEW TECHNOLOGIES THAT YOU HAVE SEEN RECENTLY THAT HAVE GOT YOU EXCITED? I have seen a lot of improvement in AR/VR offerings which is great.

However, I have witnessed some incredible examples of machine learning and cognitive workflows especially around generative design that got me real excited.

WHAT ARE YOUR THOUGHTS ON DIGITAL CONSTRUCTION WEEK (DCW) AND WHAT INVOLVEMENT DID YOU HAVE? I was doing a talk on the improved functionality that Level 3 might offer and the benefits that it could enable especially in the operational delivery and how real time data and analytics can support. It was noticeable at this year’s DCW that as well as the BIM discussions there was more of a wider zoom out and embracing of a general digitisation of construction, which was refreshing.

That said, the technology is the vital enabler and should be given equal consideration. It should however always be appropriate to the outcomes that an organisation wishes to achieve – don’t by authoring tools when all you need is a free viewer. Understand what plays you need, create a functional requirement and work from there.

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Building Information Modelling (BIM) is about much more than software and hardware. It is a revolution that’s shaping the way the AEC industry works.

More than just a 3D model, BIM is founded on consultation and shared information. Essentially, BIM is a philosophy that defines different ways of thinking and working at all stages in a building’s lifecycle.

As BIM adoption becomes increasingly widespread globally, it’s ever more important to understand how collaborative working transforms the way buildings are designed and managed. BIM is beginning to change the way buildings look, the way they function and the way in which different stakeholders engage in how they are designed, built and operated. It is also determining how the MEP sector wins contracts, completes projects and quality checks its work.

For businesses still struggling to get to grips with BIM terminology or worried about having to make

a substantial investment in technology and staff training, BIM adoption can feel like a leap into the unknown. MEP companies often find themselves asking how they can differentiate between hard, fast, factual and relevant information and more convoluted, academic discussion that doesn’t always translate directly, or obviously, into the building process. As well as concerns about cost, there’s also a widelyheld belief that – if clients haven’t specifically requested BIM – than there’s no requirement, or benefit, to use it on projects.

Following on from the UK Government’s April 2016 BIM mandate, whereby all publically procured projects must now conform to BIM Level 2 standards, there’s a snowballing awareness within the sector of the eventual inevitability for MEP stakeholders to take up the reigns in the BIM race. However, there remains a distinct reluctance to moving away from long-held ideology and time-tested practice and towards committing fully to BIM processes.

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Digital Built Britain WITH reports that arch-disrupter and BIM tour de force Mark Bew is planning to engage with the industry early in 2017 about Level 3 BIM, it’s well worth dusting off the document that ensures Level 2 is seen as a wayfinding point instead of a destination; Digital Build Britain (DBB). Published way back in February 2015, DBB is an aspirational document which maps out the UK construction industry’s strategic importance in the emerging digital economy, as well as moving the BIM diagram typology from wedges to pyramids. If you still believe BIM isn’t fundamentally changing our industry, then there are wake up calls aplenty waiting for you in DBB. Reading the full ‘Strategic Plan’ and all of the further reading it links to is quite an undertaking, but it is an enlightening and entertaining way to spend a day or so. However, if you can’t chalk off a chunk of your calendar, here’s a breakdown.

In a nutshell, DBB is the UK plan to take advantage of converging technologies

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and agendas. It will cement a position as the world leader in construction and management of built assets across the globe by capturing and exploiting rich data in ways not yet possible. This might sound bold; that’s because it is.

The easiest way to understand most documents is through the diagrams.

The diagrams here are initially impenetrable, and out of context, they remain that way. However, consuming the report and the referenced texts brings the shift to pyramidal diagrams into focus. The issues addressed by the Level 2 documents were very much about the construction industry alone; a complex yet flat world with a mainly hierarchical supply chain... wedges sufficed and even became quite iconic. But DBB tries to add structure to a collision of worlds. BIM as a construction industry initiative meets with the Smart Cities Agenda and the IoT or ‘Internet of Things’ concept, with the data and analytics being combined to create a ‘Big Data’ set for the built environment. Trying to draw this multifaceted diagram before we’ve

built any smart cities and whilst the IoT is still its infancy was never going to be easy or especially successful. Truth be told, the next phase of digitising the construction sector cannot be distilled into a single diagram yet, and probably never will be.

DBB describes a transparent construction industry, with paperless contracts based on open-data information exchanges. This seems a long way from our current industry in which Level 1 is a long way from being broadly adopted and the claim in this document that ‘BIM processes are now mainstream’ will be dismissed by many. Again, out of context this seems incorrect, most of the industry are not delivering Level 2 projects.

David Philp recently told the ‘Digital Construction Week’ audience that no Level 2 projects have been delivered yet. But in the context of DBB, the process for Level 2 is very much in the mainstream, with many people outside of the document authors now well versed in what it means. Level 2 is firmly in its delivery phase and is no

longer aspirational as a concept. In the eyes of the bleeding edge, Level 2 has fledged and they must move on in their quest for world leadership as the rate of acceleration is far too quick to stop and wait for the bulk of the industry to catch up.

“The big data trend will affect all industry sectors over time. The Digital Built Britain strategy takes the momentum created by Level 2 work to accelerate benefits realisation in the construction and asset management sector.”

You could be forgiven so far for thinking that DBB is an academic fancy without any actual call to action, but the more you read the more it becomes clear that it lives up to its billing as a strategic plan. Boxes full of actions under the headings of Delivery, Commercial, Technical, Research, Growth, and Leadership, displayed in order of how to achieve Level 3A first before moving through 3B & 3C and eventually the ‘Become World Leader’ section of Level 3D. Somebody has to

be the world leader, and only those who try are even in the race.

There are a lot of actions, too many to list here; but now you know where they are you can follow the link at the end of this article and have a look for yourself. What is more important than the list of actions is that the delivery mechanisms are clearly identified, if not named, and an iterative approach using the best of the ‘successful formula developed for Level 2’ is also called out. The delivery of the DBB programme will be managed by a Project Management Office with a focus on three themes, Departmental, Processes and Standards, and Market engagement. The further you read through DBB the more it become clear that this is the start of a genuinely intriguing and innovative plan that is trying to change our world because the vast opportunities of taking the lead are outweighed by the risk of not changing fast enough.

2015 until now for the Level 3 conversation to get going? The Level 2 mandate, the announcement of the validation ‘stretch target’, and the Scottish BIM programme have all taken plenty of effort and resources, but despite these factors, there has been quiet progress. The IPA released the Government Construction Strategy 2016-20 which highlights that the government have been reorganising to be ready to deliver on the DBB actions. The work is far from finished but the signs are looking positive that we’ve reached a point where we can really start building on the success of Level 2 and work towards defining and delivering a digital construction industry which take on the world.

By John Adams, Head of BIM Services, BIM Strategy Ltd

With the urgency stressed in DBB in mind, why has it taken from February

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Accelerating the design process through efficient communication THE Construction industry has utilised standard design tools such as AutoCAD and communication technologies such as email for years, but how efficient are the use of these platforms when they are completely independent and require a significant amount of management to make them work effectively on projects?

Emailing images, drawings, mark ups and creating screen shots from snippet tools in Windows is common place and seems be accepted as a typical working practice when sharing design intent and project information. This approach however, now brings its own challenges considering that we now operate in a world where we are now using the 3D model to interrogate the design rather than using 2D traditional drawings. Static images attached to emails simply means that the design intent is potentially lost as pictures, mark ups and comments could be considered detached from the live

working model and out of date the moment they are sent. In addition, both CAD and non CAD users who are consumers of project data would be working on detached information with none of the benefits of direct access to the model intelligence.

events on social media to sharing instant photos with family and friends from mobile devices. Is it therefore not time for the Construction industry to embrace these common place communication practices using the latest technology to evolve again?

So what we have culturally adopted is an accepted inefficient practice of hundreds of emails bouncing back and forth between project stakeholders and a huge amount of manual effort in managing the creation, consumption and the secure access to this information.

So what if we can use the technology we have come so attached to, like the smart phone and tablet, in an efficient cost effective way to help communication and collaboration on projects?

We have evolved once from the dark days of highlighting and marking up paper based drawings and documents, then popping them in the post to a world of CAD and distribution of documents via email. However, we now live in a world of the mobile device and commonly have access to “information everywhere” in every aspect of our lives from instant live

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What if we can do this without the installation of expensive CAD software applications being required on phones and tablets or the need for users to spend a week being trained on its use?

Is the above even possible?

It will be no surprise to you that it is possible and we can evolve and share information such as the aforementioned mark ups, comments, photos and

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drawings using our favourite smart device with Autodesk’s BIM 360 collaboration platform. This cloud base application is used for sharing project based information with members of the project team in a simple to use friendly interface and even works off line in the field when you simply have no internet connection.

The easy to use BIM 360 interface is shown below and demonstrates our access to the building model. In this example we are reviewing a federated building model which is simply a multidisciplinary model hosted and presented in one application. This could be a review of the Architectural, Structural and MEP model where you would be able to review clashes and identify construction issues or simply review comments made by another project stakeholder.

Additional information may also be attached to the model and resides in a database than be accessed directly through the geometry.

We have several options from which we can access the model that is hosted in the cloud, this includes a web browser view such as the image 001 where you can see that we have been able to add a mark-up with a comment notifying the team that we have decided to remove an internal partition on the first floor. By adding this comment, BIM 360 notifies any of the project team we choose and alerts them of the comments and mark up, and provides a link that takes them straight to this section of the model that the comments relate too.

removes those tedious tasks like finding and downloading a drawing, taking a screen shot, marking it up, pasting it into a word document and sending it in an email. Not only does it remove all of the above but it logs every bit of communication on the project and takes you directly to the area of discussion live in the system which is where the real value of this technology platform is.

One of our project team can then acknowledge our mark up by adding an additional comment which in this case has been done on an iPad, with all communication being logged in the mark ups section on the right hand side for the whole team to access.

For more information and access to our videos on BIM360 where we demonstrate some of the key features and how they tie in with what has been discussed in this article please use the link HERE

This simple workflow has completely streamlined the way we would traditionally share information and communicate on a project and

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Ireland’s BIM Journey: An interview with Enterprise Ireland’s John Hunt UK Construction Excellence catch up with John Hunt from Enterprise Ireland to discuss the Irish construction industry and how it is faring on its BIM journey.

John is a Senior Strategic Advisor on the Built Environment and is passionate about realising the benefits of Building Information Modelling.

WHEN WE LAST SPOKE, ENTERPRISE IRELAND HAD LAUNCHED ITS STRATEGY FOR 2016. ARE YOU HAPPY WITH THE PROGRESS MADE SO FAR? IS IT TOO EARLY TO SAY WHAT IMPACT BREXIT MIGHT HAVE?

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Projections for 2016 were overwhelmingly positive from the internationally trading organisations in the construction sector at the end of 2015. The US, UK, Netherlands and Belgium markets in particular all looking to make significant contributions to exports. In Q1 2017, we issue an annual business survey and from the collective responses it will be possible to make a firm assessment of the impact the UK Referendum result has made.

Certainly, the health of the UK construction sector is closely related to the growth and success of the companies Enterprise Ireland

represent. The impact of cost inflation and of demand uncertainty are the immediate concerns. With a view to the longer term, we are keen to support the National Infrastructure Delivery Plan with capability, capacity and innovation from Ireland and to support the industry’s transition to digital tools and processes.

COULD YOU TELL US ABOUT THE ROLE ENTERPRISE IRELAND PLAYS IN ENCOURAGING RESEARCH AND INNOVATION? The application of research and innovation to business challenges is critical to the success of the Irish

economy. We provide a wide range supports for both companies and researchers in Higher Education Institutes to develop new technologies and processes that will ultimately lead to our clients successfully differentiating their products or services across global markets. In addition to own programmers we provide expertise and access to funding and research partners across Europe.

ON A PERSONAL NOTE, HAS THERE BEEN ANY PIECE OF TECHNOLOGY YOU HAVE SEEN RECENTLY THAT EXCITED YOU WITH REGARDS THE DIFFERENCE IT COULD MAKE TO THE CONSTRUCTION INDUSTRY?

No, it’s not the main driver, I think the drivers are largely threefold. The State Departments that are constructing new Health and Social Infrastructure remain the largest clients of BIM in Ireland. Similarly, there is no doubt that the UK’s mandate and the wider recognition of BIM across the EU has been highly influential.

Ironically, it now looks to be the Irish supply chain that are promoting the benefits of BIM to the large US hi-tech companies that continue to invest in Ireland. “BIM beyond design”, delivering efficiencies through the construction and in the operation and monitoring of the asset are new areas of value add.

Recent progression in VR and AR technologies are well on the way to improving how the industry communicates and collaborates internally and externally and have incredible potential. For me, I’m seeing first-hand how generative design is beginning to impact on waste and inefficiency and to optimize design and design review. An emerging company called ‘Trupivot’ optimise the cost, carbon and design of concrete structures, by comparing hundreds of alternatives and input variations in seconds. A process that could take weeks and months if done manually.

DO YOU THINK THERE IS GROWING AWARENESS OF BIM OR THE DIGITAL PROCESS?

HAS THE PASSING OF THE BIM LEVEL 2 MANDATE IN APRIL RESULTED IN MORE BUSINESS FOR THE COMPANIES YOU REPRESENT?

We are certainly seeing significant progress in the role of Public Leadership in Ireland and confident we will see a more formal adoption strategy by Q2 2017.

The contract requirement for BIM by a number of UK clients both public and private in the past two years has certainly led to more business for the early adopters. Nonetheless, we anticipated some inertia between scoping and supporting a central requirement through to developing the Employers Information Requirements – so we didn’t expect a step change for the supply chain immediately.

IS IRELAND STILL A MAGNET FOR OVERSEAS INVESTMENT AND IS THIS THE MAIN DRIVER OF BIM IN IRELAND?

Last month Enterprise Ireland and CitA published our second national AEC survey measuring BIM adoption in Ireland and reported that 76% (67% 2015) of respondents possessed confidence in their organisation’s BIM skills and knowledge. 79% of the sample also reported an increase in demand for BIM in Ireland.

Are we any closer to seeing Ireland introducing a BIM mandate?

DO YOU SEE ANY PARALLELS WITH SCOTLAND AND THEIR BIM JOURNEY? Many, and would certainly recognise the Scottish Futures Trust as being at the forefront of developing highly innovative tools and supports for wider BIM adoption across the public sector.

The challenges and opportunities of both markets are similar and as a member of Ireland’s National BIM Council, I can say the shared learnings from SFT have certainly helped to inform the Irish journey.

HOW WELL POSITIONED WOULD YOU SAY IRELAND’S SMES ARE ON THEIR BIM JOURNEY? As you’d expect, we see variation on individual BIM journeys, but variation is determined more so by the sectors the SMEs operate in rather than the scale of their organisation. Strong evidence suggests that digital tools in particular have enabled small and medium sized companies to compete as if they were much larger entities both in domestic and international markets. An SME designer form Cork for example, EDC, are providing detailed design for M&E services for significant developments in Nigeria. Collaborating through a central BIM has enabled them to provide a far deeper level of design (and larger fee income) than would have been feasible traditionally. From a sector perspective those end users and clients who have recognised the value of the asset information or have identified early challenges in the Design and Build that can’t be ‘derisked’ with a traditional approach have certainly been the earliest adopters.

DO YOU THINK WE HAVE REACHED THE POINT OF NO RETURN YET IN IRELAND WITH REGARDS TO BIM? The tipping point. I’d be very surprised to see a large new build hospital not adopting BIM in Ireland today, so yes, in sectors such as health, we may well have passed the point of no return. By contrast, sectors such as commercial, or small to medium scale private residential still have some way to go. I think what we can say with some certainty is that technology will continue to address some of the fundamental inefficiencies of our industry. Combined with increasing global competition and consolidation, I see little opportunity for a backward step.

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An Inside-Out Approach WHILE all companies dream of having a state-of-the-art work space, the reality is that fit-out and facilities management can fall down the list of priorities when exploring new build and relocation property options.

With budgets often limited after the costly capital expenditure of land acquisition, construction, engineering or even simply leasing spend, it’s long surprised me that consideration as to how best to maintain a brand new home is often last on the list - despite the fact it is critical throughout the lifetime of the property.

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Now, with purse strings tighter than ever amid the uncertainty of the Brexit vote, it’s clear that this attitude is changing amongst those looking at investing in new commercial property.

Whether a business is expanding or simply relocating due to success or commercial needs, budgets can no longer be front-loaded into capital expenditure laden construction or leasing of properties.

Remember, whatever the scale of your new build, restoration or relocation, it’s your staff’s ability to

do their jobs effectivity, comfortably and uninterrupted that will make your businesses successful.

Therefore, in order to ensure the very best environment for your staff and also ensure budgets are kept flexible, fit-out and FM are critical early considerations in the project process.

The growing use of Managed Office Solutions (MOS) packages, which combine property acquisition, workspace design, fit-out, facilities management and supporting services into a capex free, cost certain option reflects the emphasis now being placed of the workspace and the FM discipline.

An example of a company taking a fresh approach to FM consideration is Hastings Direct, one of the UK’s fastest growing insurance providers, which is driven by its ‘colleague led’ approach.

Determined to effectively reflect the Company’s brand values, promote colleagues’ wellbeing, and mirror their vibrant culture, fit-out and facilities management were never an afterthought.

With existing sites in Bexhill and Newmarket, the Company needed to quickly find a cost effective customer contact centre capable of delivering service to 2.1 million customers in order to accommodate its rapid growth.

In January 2016, Hastings moved into its new home at 1 St George’s Way - a modern, vibrant 4,180sq m (45,000sq ft) customer service hub located in Leicester and employing over 550 colleagues.

the Company could outsource the headache of funding and fitout, and saw the benefits of fixed monthly operating costs and ongoing management of the property itself.

During the first ‘live’ phase of the St George’s site, Hastings welcomed colleagues to its new home fitted out with 491 workstations and all the expected facilities, including reception, break-out areas, toilets and vending.

From the outset, a discovery process was undertaken that engaged all key stakeholders and created a detailed understanding of the Company’s strategic and tactical requirements.

This detailed blueprint acted as the foundation for creating a tailored workspace that would effectively optimise the available space.

In parallel, Hastings managed its own IT and Portal ensured the technical environment was designed to meet with their rollout plans.

These plans included calculating power requirements for UPS and the generator and understanding Hastings’ network and telephony infrastructure and installation schedule.

Once the discovery process was completed, Portal worked in collaboration with partners, including workplace design and build specialists TSK Group, to design and implement a modern, working environment created specifically to appeal to a young and energetic workforce.

A collection of contemporary yet private meeting spaces provided

break-out areas and the layout of desks was unregimented so there was a freedom, fluidity and sense of light and cathedral like space within the building which challenged the notions of conventional contact centre design.

Glass pods, sofa booths and curved mini auditoriums known as ‘huddles’ within the open-plan office environment allow for impromptu conversations and were created for team get-togethers.

The aim for St George’s was to create an environment that both attracts and retains colleagues and it is evident that the result is a contact centre that all colleagues can be proud of. The site has recently been the subject of a promotional video that shows off the Company to potential new colleagues.

With year-on-year projected growth, Hastings has recently completed Phase II, including a further 400 workstations, and is now embarking on plans for a full service restaurant and new ground floor reception with integrated coffee bar.

It’s clear that an FM and fit-out ‘end product’ focused approach is set to shape the commercial property market over the coming years and that heralds a truly excited time for fit-out and FM as I expect an increasingly competitive market to drive innovation and fresh thinking. The commercial property interiors sector is set to take centre stage in 2017.

By Phil Sugden, Portal Sales and Marketing Director

Whilst St George’s met Hastings’ long-term ambitions, the designated floor space required significant infrastructure works to provide a suitable environment.

Originally an old postal facility, the multi-use building needed a complete shell fit-out to include structural alterations, as well as delivery of a workplace aligned to support colleagues and brand values. In turn, this type of project demanded a high level of property expertise and experience.

The extent and size of the works also meant that there would be substantial capex investment necessary to refurbish.

The use of MOS essentially meant

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7 REASONS WHY 69% OF CONSTRUCTION PROJECTS EXCEED THEIR BUDGETS Fewer than one in three construction projects come within 10% of budget. Consider these 7 reasons why yours might be overspending

31% 2013

2014

2012

2015

In the three years to 2015, fewer than one-in-three projects (31%) came within 10% of their original plan.

There are 7 good reasons why the majority of construction projects exceed their budgets. Like a child’s wooden stacking tower, if you lose enough bricks as a result of these factors then the whole project comes tumbling down.

1. Wrong forecasts Every construction project must have a solid foundation, with a well-written job specification and budget. With so many moving parts across the lifetime of a project, failure to nail down a properly costed plan means there’s the risk of mistakes, disputes and confusion.

2. Labour costs Labour costs are a major headache, with

65% of UK contractors reporting that they are up on a year ago.

3. Poor communication Inconsistencies in reporting often mean that neither subcontractors, contractors nor owners know how their project is faring at any given time. This makes it hard to react when there’s a problem, leading to delays and cost overruns.

4. Subcontractor issues They are the cement that holds the project together, but when they fail to deliver the consequences can be far-reaching. More often, relationships break down because of poor management by the contractor.

5. British weather Too much rain or a cold snap can halt construction for days and leave projects significantly behind schedule.

Tools are downed but workers still have to be paid.

6. Disputes These are more common than you think. Almost one half of respondents to a survey of national contracts reported at least one dispute in a year. Most stem from poor contract administration.

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An Inside-Out Approach THE construction sector is one of the most important drivers of the UK economy, but also a sector that has been playing catch-up with other industries in adopting digital technology and data analytics.

Data analytics is used to streamline operations, improve decision making and cut costs. However, the fact that 50% to 80% of problems on construction sites stem from missing and delayed information - according to research published last year in the academic journal Procedia Engineering - illustrates the impact the lack of data analytics is having on the construction sector.

With construction companies facing many unique challenges this year and next - including uncertainty around Brexit and the implementation of Building Information Modelling (BIM) levels - it has become more pressing than ever that companies upgrade their digital and data capabilities.

Innovation CACI’s own sector research confirms that the industry is aware of these concerns, with cost management, productivity and efficiency seen as most significant hurdles in industry discussions.

Luckily, a study by Northumbria University found that construction businesses with fully integrated digital strategies are 26% more likely to outperform their competitors, so there is tangible value in sight for companies looking to implement digital strategies

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and wider data analytics programmes.

On a global scale, construction companies have started to adopt more advanced technologies, including a pilot project in India last year where JCB and Wipro used the Internet of Things to connect 10,000 pieces of construction equipment, including loaders and excavators, into one. This allowed for remote monitoring of all on-going processes at once, helping to streamline operational availability and optimise the resource efficiency of projects.

In the UK, new technological developments and collaborative working methods are also taking root This can be seen in the increased adoption of data analytics to inform decision-making and financial planning, the employment of new tech such as drones, apps and the Internet of Things to aid data collection, the use of collaborative design tools, and a whole host of other digitally-driven changes.

Yet there is still a long way to go, as Autodesk revealed when they found that over a third of costs (35%) in construction projects stem from material waste and remedial work - a figure that can be significantly cut with improved data analytics.

SUSTAINABILITY From the side of government, meanwhile, sustainability and green building are becoming bigger priorities - and data analytics will play a key

role here too. The goal by 2025 is a 50% reduction in greenhouse gas emissions in the built environment in Britain. And the private construction sector is expected to help with this change, while benefiting from it too: the global green industry is expected to grow at an annual rate of 22.8% until 2017, according to the UK Government.

Yet meeting the challenges in this new marketplace requires the ability to stay agile and continually change while adopting new technologies and ways of working. That is where data analytics, digital tools and collaborative working methods will play a vital role.

BIM levels, and the use of data analytics tools or drones, however, are not goals in and of themselves, but rather means to an end of increased profits and efficiency. It is important not to lose this perspective when discussing these topics as it can sometimes seem that people get lost in a maze of technology, buzzwords and convolution.

For any new technology, success is judged by whether it improves performance, which at the end of the day means the bottom line. Cutting time and costs while improving quality have always been the most important priorities for construction companies, and will continue to be just that. That is why data analytics is becoming such a key priority across the industry.

By Mark Perkins, Consultant at data analyst CACI

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‘Edinburgh Adapts’ to climate change A plan to enhance Edinburgh’s resilience to climate change has officially launched ‘Edinburgh Adapts 2016 - 2020’ is the City’s first climate change action plan, and aims to ready Scotland’s capital for an increasingly changeable climate.

The plan has been delivered by the Edinburgh Sustainable Development Partnership in conjunction with Adaptation Scotland and more than 40 key stakeholders from across the City.

It was unveiled by Councillor Lesley Hinds, Chair of the Edinburgh Sustainable Development Partnership, and Ruth Monfries, Chair of the Edinburgh Adapts Steering Group, along with Roseanna Cunningham MSP, Cabinet Minister for Environment, Climate Change and Land Reform.

Climate Change Secretary, Roseanna Cunningham, commented: “Tackling the effects of climate change is crucial as the challenges of increasingly unpredictable weather and extreme conditions are only likely to increase if we don’t take action now.

“That’s why I’m delighted to welcome Edinburgh’s first Climate Change Adaptation Action Plan which is ambitious but achievable with the medium to long-term vision of Edinburgh Adapts telling the story of Edinburgh’s adaptation journey to 2050.

It provides us with an illustration of what we could do to make us more resilient to the impacts of climate change when public and private stakeholders, the third sector and community groups work together.

“Scotland has set an example to the world by exceeding its ambitious greenhouse gas reduction targets six years early, but we cannot be complacent and must work with a wide range of partners to build on the strong progress we have made and be ready to deal with the impacts of climate change we know are coming.”

As well as governing adaptation in the City, the plan aims to protect and enhance Edinburgh’s wildlife and green spaces. Planning and development will play a key role in ensuring the City adapts, including the use of green infrastructure to offset foreseen changes in weather and naturalise flood prevention measures where possible.

Working with communities and raising awareness in local regions is also integral to the plan.

First Minister addresses Irish Seanad The shock outcome of the EU referendum continued to cast a pall last month, with First Minister Nicola Sturgeon stating that Scotland’s response would define the country for generations to come.

The declaration was made during a speech to the Seanad – the upper house of the Irish Parliament – and brought to an end a two-day visit to Ireland to further political, economic and cultural links between the two countries.

The First Minister remarked that Scotland and Ireland shared a centuries-old bond, and collaboration between the two nations would be all the more important in the months and years to come.

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Ms Sturgeon said: “There is no doubt that the UK-wide vote to leave the EU was deeply unwelcome. For Scotland, as for Ireland, it creates a challenge which is not of our choosing.

“For Scotland, too, we know that how we - and indeed the UK as a whole respond to June's vote will define us for generations to come.

“We can choose to turn inwards or we can choose to stand strong for the principles of an open economy and a progressive, liberal democracy.

“I choose the latter. But in doing so, I recognise that we mustn't just assert the benefits of these values - we must be

able to demonstrate them.”

The First Minister concluded: “My hope is that Scotland and Ireland - sharing as we do an open heart for newcomers; and a faith in dialogue's power to move minds - will work even more closely together in the years ahead.

“And I hope we will make new works, new meanings, new impacts from our ancient ties and our shared values. If we do so, we can ensure that our small nations send a powerful signal to others.

And we can bring benefits throughout these islands, across the continent, and maybe even around the world.”

Guardbridge biomass scheme celebrated during Scottish Green Energy Awards A £25M biomass energy centre and district heating network for the University of St Andrews has been recognised at one of Scotland’s most prestigious ceremonies, winning the Sustainable Development category of the Scottish Green Energy Awards.

Scotland leads the way for low carbon industries SCOTLAND’S low carbon industries generated £10.7Bn in turnover and supported 43,500 jobs in 2014, according to the first ever ONS figures to include direct and indirect jobs.

This accounts for 12.9% of total UK turnover and 9.7% of total employment in the sector - both higher than Scotland’s share of the population, further reinforcing the importance of low carbon industries to the Scottish economy.

The Office of National Statistics (ONS) figures on low carbon and renewable energy in the UK for 2014, the latest year that figures are available, indicate: • For onshore wind, Scotland has 46.2% of all UK employment and 57.2% of all UK turnover.

• Supply chain activity accounted for £5.1Bn or 47.7% of total turnover and 21,500 or 49.4% jobs, higher than England (46.2%) and Wales 45.7%) both. Supply chain activity was marginally higher in Northern Ireland (50.0%) however.

• In low carbon electricity generation, Scotland has 18% of all UK employment and 23.6% of all UK turnover in the sector.

•

For low carbon heat, Scotland represents 16% of all UK employment and 14.9% of all UK turnover in the sector.

Minister for Business, Innovation and Energy Paul Wheelhouse commented: “The Scottish Government strongly supports development of renewable energy and provisional energy statistics show that renewable energy sources accounted for more than 56.7% of gross electricity consumption in Scotland in 2015.

“In welcoming these figures, however, we must remember recent UK Government decisions that continue to create serious uncertainty across the sector. Delays in announcing which technologies will be supported in the next round of auctions that support the renewable energy sector, for example, are putting at risk existing investments made, and jobs created, in developing renewable energy projects.

“Today’s figures underline both the huge opportunity that decarbonising our energy system presents, as well as the critical importance of continuing to support the sector properly - encouraging investment, generating value, and creating jobs across Scotland.”

Vital Energi worked in partnership with the University to realise their vision for a campus-wide low carbon energy system. An old paper mill has been fully refurbished, transforming it into a state-ofthe-art biomass based energy centre - the cornerstone of a brand new technology focused business park.

The new energy system feeds remote university buildings more than 6km away via a thermally efficient 23km underground district heating network. This will bring significant environmental benefits and reduce carbon emissions by over 6,000 tonnes per year.

Mike Cooke, Regional Director at Vital Energi, explained: “We have worked closely with the University on this project since September 2014 and experienced first-hand their commitment to the environment and their enthusiasm to be involved at every step of the way. We’re delighted the project has been recognised at this prestigious event and we would like to acknowledge the patience and support of the local residents and project stakeholders who experienced disruption while the heat network was formed.”

In total, 433 local people have benefitted from employment associated with the implementation and continued operation of the scheme over the next five years, with 79% living within Fife and Central Scotland.

Professor Verity Brown, Vice Principal (Enterprise & Engagement), concluded: “To win such a prestigious award against competition from across Scotland is an outstanding achievement. The energy centre at the Eden Campus at Guardbridge is a remarkable engineering project which would not have been possible without our partners, Vital Energi.

“It is a project that would not have possible without the forbearance and support of local people in and around Guardbridge.”

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Scottish Water boost Glasgow flood protection A comprehensive £250M upgrade of priority wastewater infrastructure in Glasgow continues apace, as Scottish Water completes two essential schemes to better safeguard 47 flood-prone properties in Springburn.

In total, 34 flood-affected homes in the Elmvale Row region – together with a further 13 households on nearby Avonspark Street – have benefitted from more than £16M of Scottish Water funding.

For the residents of Elmvale Row – many of whom have first-hand flood experience – this is welcome news. Until recently, sodden homes and waterlogged roadways were an unfortunate fact of life. The risk of repeat flooding has been alleviated however, via a two year intervention on Scottish Water’s behalf.

The £12.5M Elmvale Row project involved the installation of two enormous storage tanks, providing 13,500cu m of storm water storage to bolster capacity and avoid surcharging – the overloading of sewer infrastructure – where possible.

This was no small undertaking however.

Immense in size, each tank had to be hauled into place by way of a 140ft tall crane. Scottish Water entrusted this logistical tightrope walk to delivery

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partner amey Black & Veatch (aBV), who was similarly responsible for 400m of pipework and a raft of ancillary public realm works. A storm return system was also installed to channel water stored in both tanks back into the sewer network proper.

Buried now beneath a reinstated grass embankment, the storage tanks are all but invisible – though their presence will provide much-needed peace of mind to residents.

On Avonspark Street and Edgefauld Road it was much the same story.

Around £4M has been spent to provide a single 2,500cu m capacity storm water storage tank, again with aBV at the helm.

Chris Wilcock, Flooding Team Leader for the water provider, commented: “Scottish Water is delighted to have completed these two very important projects, which are key parts of our overall investment in our waste water infrastructure across the Greater Glasgow area.

“We are committed to doing all we can to help communities and customers by playing our part in tackling flooding and dealing with the impact of heavy rainfall.

“A number of properties in the Elmvale Row and Avonspark Street areas have suffered from recurring flooding over a number of years and we fully appreciate

the inconvenience this can cause.

We know that affected customers will welcome the completion of improvements to our network in the area.”

Disruption was unavoidable however, as Joanna Peebles – Scottish Water’s Regional Communities Team Manager – explains: “It was impossible to carry out this sort of work without some disruption at both project sites, particularly when a large amount of rock had to be removed at Elmvale Row. “But we did everything we could to minimise any inconvenience and we kept local residents and road-users informed of our work and liaised closely with them as the work progressed. We would like to thank all affected residents at both projects for their patience and understanding during our work. ”The completion of the projects will give local residents peace of mind that the risk of flooding in the future has been substantially reduced.”

With both schemes complete, Scottish Water is now a step closer to realising a pledge made in its 2015-20 Business Plan. All customers are to be removed from the internal sewer flooding register – defined as any property with a 10% or greater chance of flooding per annum – as promptly as possible.

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Smart Cities Scotland: New technology set to transform Scotland’s cities AFTER much debate, the Scottish Cities Alliance has this month made public which Smart City projects are to be taken forward.

The pioneering Smart Cities Scotland initiative aims to futureproof Scotland’s urban settlements by promoting efficiency and environmental responsibility, while also enhancing the appeal of the cities themselves to potential investors.

The initiative is the work of the Scottish Cities Alliance – a collaborative effort between Scotland’s seven city councils and the Scottish Government itself.

Together, the Alliance has ambitions to implement smart technology in each city region, thereby creating a series of internationally competitive digital hubs, each with a robust economy.

It’s a significant endorsement for smart technology in Scotland then.

Everything from public safety to healthcare concerns and energy consumption will be rationalised as part of the programme. Projects approved include adaptable and efficient street lighting in Aberdeen, Glasgow, Perth and Stirling; smart bin technology to alert waste management services to empty bins only when full in Dundee, Edinburgh, Glasgow, Perth and Stirling; and an Innovation Hub to foster sustainable business and coax

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entrepreneurs out of the woodwork.

To date, Glasgow has been instrumental in the adoption of smart technology in Scotland. As such, Smart Cities Scotland will build upon the learning and experience of the award-winning Future City Glasgow programme, which involved the creation of a state-of-the-art Operation Centre and firmly established the City as a world leader in smart technology uptake.

Councillor Frank McAveety, Leader of Glasgow City Council and Chair of Future City Glasgow, commented: “Glasgow, as lead city for this programme in Scotland, worked with our partners across the country both to submit this bid and show how the use of data can benefit us all socially and economically. Our success in pioneering smart city technologies is something we will continue to build on to deliver transformed services for residents, businesses and visitors.”

Cabinet Secretary for Economy, Jobs and Fair Work Keith Brown added: “Through the Scottish Cities Alliance we are working to boost Scotland’s cities and make them smarter.

“That’s why I’m pleased to see this programme move into its delivery phase with the wide range of projects announced today set to make our cities

more efficient and greener, as well as more attractive to potential investors.

“This £24M investment will use Smart City technology to transform our cities into world-leading digital hubs which will improve services and empower residents. I look forward to seeing how it can make our cities more internationally competitive and boost economic growth.”

Chair of the Scottish Cities Alliance, Councillor Andrew Burns, concluded: “We are delighted to announce the projects that will transform Scotland’s cities into Smart Cities, giving them the edge to attract more investment.

“By working together Scotland’s cities are utilising economies of scale to learn individually and share that knowledge collectively, to be at the cutting edge of Smart City technology and the benefits that brings. Our inter-city approach to developing Smart City solutions has been praised publicly by the European Commission and we have attracted the attention of other nations who are looking to emulate our collaborative model.

“By working together the Alliance partners share knowledge and are creating projects of scale that will deliver an economically stronger future for Scotland."

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Housing Supply Delivery Pact to provide 20,000 affordable homes Cabinet Secretary for Communities and Children Carl Sargeant has announced that the Welsh Government will invest an additional £30M to provide 20,000 affordable homes.

Mr Sargeant later joined with Community Housing Cymru and the Welsh Local Government Association (WLGA) to sign a Housing Supply Delivery Pact, which underscores the importance of partnership working in delivering affordable homes during this term of Government.

The Welsh Government’s previous affordable housing target of 10,000 homes was beaten last Assembly, with the Housing Supply Pact between Welsh Government and Community Housing Cymru playing a pivotal role.

between the WLGA, Community Housing Cymru and the Welsh Government would support the achievement of the new target.

“I want to strengthen the partnerships through which we can meet the new target as this will strongly influence our approach to housing supply over the next five years,” he said.

“We plan to invest over £1.5Bn in affordable homes during this term of Government. Continued support for social housing is crucial. ‘Business as usual’ is not an option but tried and tested schemes including the Social Housing Grant (SHG) Programme and Housing Finance Grant will play a key role in delivering affordable homes and assisting the most vulnerable to access and keep their housing.

“The original Social Housing Grant (SHG) Programme budget for this year was £68M. The additional £30M I am announcing today will take this programme’s budget to almost £100M.” The Cabinet Secretary added that it was also important to look beyond the numbers and show ambition in the design and quality of the homes being built.

“I want the sector to support the development and delivery of new types of homes that meet not only current demands and needs, but also those of the future,” Mr Sargeant concluded.

“This includes the use of innovative building methods. It also includes action to meet the challenges of fuel poverty and our carbon reduction targets.”

Carl Sargeant said the new pact

Welsh Government invest £1Bn of EU funding A whopping 60% of Welsh EU funding has been divvied up in accordance with Mark Drakeford’s November deadline, it has been announced.

apprenticeships; the Wales Business Fund, Cardiff University’s Brain Imaging Centre, the Menai Science Park, and Deep Green marine energy technology.

The Finance Secretary also made clear his commitment to negotiate directly with the UK Government regarding future regional funding so that Wales does not lose out once Britain leaves the European Union.

“This achievement follows our success in securing an extended guarantee from the UK Government to cover all investments in projects approved before the UK leaves the EU.

Speaking ahead of a Programme Monitoring Committee meeting for European structural and investment funds, Professor Drakeford said: “We have now invested £1.16bn of the 201420 EU Structural Funds allocation for Wales, supporting schemes including

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“Wales must not lose a single penny of funding as a result of Brexit. We are negotiating directly with the UK Government to ensure devolved policies and funding, such as future regional funding, comes directly to the Welsh Government from the EU. There must be no rolling back of devolution.”

Julie Morgan, Chair of the Wales Programme Monitoring Committee (PMC) 2014-20, added: “It is crucial we work quickly to invest this funding in schemes which meet our programme objectives and we maximise every EU funding opportunity to benefit businesses, communities and people before the UK leaves the EU. “I am also pleased the PMC will have the opportunity to discuss the future of regional funding in Wales. We remain an active part of the EU until the UK leaves and I hope these discussions can inform the debate underway across the EU about the future of EU regional policy, as well as help prepare Wales for our future outside the EU.”

Major investment in Welsh steel announced THE Welsh Government is attempting to reignite Tata Steel’s Port Talbot works, having announced the latest in a series of sizeable cash injections. For First Minister Carwyn Jones, this programme of investment is a key component in the Government’s long-term support of steel production in Wales.

In total, £8M will go towards an £18M investment in the Port Talbot works to reduce energy costs and cut carbon emissions, while proposals for a new research and development base in Swansea are to be fleshed out.

Bristol's largest build-to-rent residential deal within reach WILLMOTT Dixon has been appointed contractor in Bristol's largest build-torent residential deal.

Bristol based Cubex Land is to develop the residential scheme at Finzels Reach, close by another Willmott Dixon contract - the BREEAM Outstanding office accommodation, Aurora. Willmott Dixon plans to expand its presence in this part of the City with the £46M buildto-rent scheme, which is expected to begin in earnest this year and complete in 2019.

Grainger plc - the UK’s largest listed residential landlord - will forward fund, acquire and operate the scheme to create 194 homes for the private rental sector. Two blocks on Hawkins Lane and Georges Wharf will contain a combination of one and two bedroom apartments designed to appeal in particular to ‘generation rent’ - young professionals with a mobile lifestyle.

Neal Stephens, Managing Director for Willmott Dixon in Bristol said: “Creating Hawkins Lane and Georges Wharf apartments together with Aurora offices will deliver a thriving new community in

the heart of Bristol City Centre. Led by our committed and local team we are looking forward to making these exciting plans come to life.”

Gavin Bridge, Director of Cubex Land, added: “This is a fantastic inward investment in Bristol by a well-respected and experienced landlord. These contemporary-styled apartments are perfectly placed to complement the rest of our Finzels Reach apartments, hotel, offices and leisure space.

“Much has been talked about the buildto-rent sector but this is one of the first major schemes to get off the blocks, which we believe is testament to the approach we are taking at Finzels Reach, developing high quality spaces and creating a thriving, balanced community in the heart of the city centre.”

Once complete, Finzels Reach will be home and work to over 2,500 people. It will include 440 new apartments, two Grade A office buildings, a 168 bedroom Premier Inn which is due to open in 2017, plus a host of cafes, restaurants and a microbrewery.

First Minister Carwyn Jones commented: “Innovation and working to high environmental standards are critical to ensuring the steel industry in Wales is globally competitive and has a long term future here. So I am delighted to be able to announce this package of support to ensure the Tata sites in Wales remain at the cutting edge of the industry.

“The £18M investment in the power plant at Port Talbot will reduce electricity costs and cut carbon emissions by recycling waste process gasses that currently escape to the atmosphere. Tata have also agreed to make South Wales one of their two main R&D sites in the UK and will explore the development of new products at Port Talbot.”

Bimlendra Jha, Chief Executive Officer of Tata Steel UK added: “Today’s announcement from the Welsh Government will be an important contribution towards developing a sustainable future for our steel business based in Wales and throughout the UK. “There is still much work to be done to ensure Tata Steel UK is sustainable, requiring all stakeholders to do all they can to enable the Company to achieve its plan in the coming months and years.”

Tata Steel currently employ an approximate 6,300 workers in Wales alone, including 4,000 or more in Port Talbot itself.

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2017 CEW Awards: Constructing Excellence in Wales issue a call to arms CONSTRUCTING Excellence in Wales (CEW), the policy delivery arm of the Welsh Government, has this month sounded the call for entrants to the 11th annual CEW Awards.

For the uninitiated, the CEW Awards encourage best practice across all aspects of the construction industry in Wales. Any organisation involved in the Welsh building or civil engineering trades is welcome to apply.

Oftentimes, award winners are exemplars, able to demonstrate the many ways in which they are helping to support CEW policy and programmes. Here, evidence of collaborative thinking and sustainable construction is key. Any and all projects, processes or attitudes that benefit the Welsh built environment are likely to be considered. The award winners themselves are chosen by a distinguished panel of judges – contemporaries from a wide variety of construction backgrounds.

CEW’s recent appeal for applicants coincided with an event at the Senedd

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– the National Assembly for Wales – which showcased 2016’s winners.

Jointly-hosted by CEW, the Institution of Civil Engineers Wales and the Civil Engineering Contractors Association, the occasion emphasised the pivotal role construction plays in both the built environment and the Future Generations Act – newly established legislation intended to enhance the social, economic, environmental and cultural well-being of Wales.

In attendance was Lesley Griffiths, Welsh Government Cabinet Secretary for Environment and Rural Affairs. Ms Griffiths commented: "The principles championed by Constructing Excellence of promoting collaborative working, learning and continuous improvement is key if we seek to obtain the maximum benefit from the money we spend in construction given the resources we use. A strong and efficient construction sector is essential for our future well-being and the Welsh Government fully recognises the challenges ahead we face together."

Those sentiments mirror CEW’s own

aspirations for the industry at large.

This is the age of austerity after all.

With Great Britain in the grip of a much publicised skills and housing shortage, and Brexit bearing down on us, now is the time for the construction sector to rally together and build on its many successes.

According to CEW, award winning projects and organisations account for more than £4.5Bn, of which an approximate £1Bn is spent within a 20 mile radius of the site itself.

Furthermore, 78% of the remainder is invested elsewhere in Wales.

CEW also estimate that 2,000 apprenticeships can be linked directly to the Organisation’s numerous award schemes. As a result of the best practice and focused outcomes championed by CEW, there’s a great deal more work for Welsh contractors.

It is this collaborative, long-term approach to concept, design and delivery that will better safeguard Welsh interests in the months and years to come.

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O’Devaney Gardens granted planning permission SIMON Coveney - Minister for Housing, Planning, Community and Local Government - has met with the Minister for Public Expenditure and Reform, Paschal Donohoe, to officially announce Stage 1 approval for the regeneration of O’Devaney Gardens.

beginning however. A wider development will consist of an additional 54 social units, alongside a mix of private and affordable properties - all of which is integral to the longterm sustainability and vibrancy of the community.

This approval in principle provides for the construction of 56 social homes to the tune of €17.9M. The first phase of a mixed-tenure development, O’Devaney Gardens has been the subject of much discussion over the decades. But Minister Coveney has now confirmed a 30% social, 20% affordable and 50% private development to create 600 homes in total.

Minister Coveney commented: “I am pleased to be here this afternoon to approve the first phase of the regeneration of O’Devaney Gardens.

This will kick-start the regeneration of this area.

O’Devaney Gardens is only the

“I am keen to see the development of this large site in the centre of Dublin City. There is considerable potential to develop up to 600 homes on the site, of which up to 50% could be social

and/or affordable units.

“I am anxious for the City Council to progress this project at speed so we can re-energise this area. Under Rebuilding Ireland we have a particular emphasis on achieving a mix of private and social housing so we don’t make the same mistakes as we did in the past with mono-tenure housing schemes.

The overall plan for this site will help us to achieve this” O’Devaney Gardens itself dates back to 1954 and the construction of 13 fourstorey residential blocks. In the decades since, the development has been beset by problems however - leading to its eventual redevelopment.

Irish construction activity on the increase LinkedIn has celebrated the creation of 200 new jobs in Dublin with a visit to the Company’s EMEA (Europe, the Middle East and Africa) headquarters from CEO Jeff Weiner and Taoiseach Enda Kenny.

Initially established in Ireland in 2010 with just three employees, LinkedIn has since become one of the nation’s leading technology employers. Today 1,000 people work across a range of product lines to support over 50 markets, from the UK to as far afield as Poland, Turkey and South Africa.

LinkedIn intends to expand this team to support ongoing growth in the region, with new roles planned for sales and support, customer operations and engineering.

Commenting, An Taoiseach Enda Kenny TD said: “I welcome LinkedIn's continued growth in Ireland with the addition of these 200 new jobs. Today’s

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announcement is further demonstration that our skilled people are highly attractive to the world’s leading technology firms. We have worked hard to create a positive business environment for companies like LinkedIn who are investing here because of our open economy, skilled people, and our strong relationship with Europe and progressive society which makes Ireland an attractive place for people to work and live. More broadly the Government is prioritising work with our European partners to progress the digital single market to break down the barriers to new growth opportunities across the continent."

Jeff Weiner, CEO LinkedIn added: “At LinkedIn, we’re continuing to invest in the people and infrastructure required to create economic opportunity for every member of the global workforce.

Ireland has proven to be a very strategic location for us to headquarter our

EMEA operations, and we look forward to growing our footprint in Ireland by expanding our already 1,000-person team with another 200 employees.”

The announcement comes ahead of the completion of LinkedIn’s EMEA HQ at Wilton Place, with construction set to finish in 2017. The new office space has been designed to anticipate the needs of a changing workforce, with a range of innovative amenities such as an inhouse gym, 300 bicycle parking spots, barista stations and a music room.

Belfast City Council pursue city growth deal

Irish construction activity rises at encouraging pace THE Irish construction sector made an encouraging start to the final quarter of 2016, with activity, new orders and employment all increasing at faster rates through October.

Companies also experienced a rise in purchasing activity, leading to longer suppliers’ delivery times and an increase in input costs.

Meanwhile, confidence regarding future output also improved on September’s figures.

The Ulster Bank Construction Purchasing Managers’ Index (PMI) – a seasonally adjusted index designed to track changes in total construction activity – grew for the second successive month in October to 62.3, up from 58.7 in September. This marked a sharp monthly rise in total construction activity - the fastest in seven months. Construction output has increased continuously since September 2013.

Commenting on the survey, Simon Barry - Chief Economist Republic of Ireland at Ulster Bank - noted: “The latest results of the Ulster Bank Construction PMI survey show another sharp increase in Irish construction activity, with the pace of expansion accelerating to a seven month high in October. Importantly, construction firms are continuing to benefit from robust increases in

new business levels, with the New Orders index rising to its highest level since February following a fifth consecutive monthly acceleration in October. Firms continue to report a strengthening in client demand amid a general improvement in economic conditions as an important contributor to the ongoing uplift in new business volumes. In turn, the healthy expansion of new orders continues to underpin increased demand for construction workers. The Employment index rose sharply, with the pace of hiring accelerating to its fastest in eight months as almost one third of firms noted a rise in employment.

“Overall, the October results paint an encouraging picture of recent developments at Irish construction firms. Solid readings across the headline, new orders and employment indicators highlight that momentum behind the sector’s recovery continues to look strong. Indeed, the headline PMI index reading of 62.3 for October marks the second month in a row of construction outperformance relative to both the services and manufacturing equivalents (which stand at 54.6 and 52.1 respectively), with the mainly domestic facing construction sector less directly exposed to adverse Brexit impacts than more heavily trade dependent areas of the economy.”

BELFAST City Council has taken its bid for an ambitious city growth deal to Stormont.

The move follows a meeting in Westminster last November - attended by local councillors, Chief Executive Suzanne Wylie, Belfast MPs, senior political figures, business leaders and investors - which addressed how the Council might develop a plan to boost its economy and bolster employment across the City.

This latest debate focused on Belfast’s need to improve on its competitiveness. There’s potential for a partnership approach, and city devolution with the Northern Ireland Executive and UK Government could build on Belfast’s strengths to create a modern, dynamic region.

Chief Executive Suzanne Wylie said: “Belfast has always had distinguished history as a pioneering city - it now needs to take its place as a modern, international city that can successfully compete with others in global trade networks.

“Just like Manchester and Glasgow, we need to champion Belfast to have more powers to grow and prosper, to attract investors whilst also improving the lives of everyone in the city.

“Belfast certainly has the assets, the opportunity and the political will to implement a radical agenda for change that will transform the lives of those living in the city and further afield.”

The Stormont session also highlighted Belfast as a city on the rise - full of ambition, optimism and energy. It boasts a young and talented workforce and a thriving cultural scene.

Belfast City Council was joined at Stormont by representatives from neighbouring regions including Ards and North Down; Lisburn and Castlereagh and Antrim; Newtownabbey Borough Councils as well as Newry, Mourne and Down District Council.

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The Belfast Agenda: Building a Brighter Future BELFAST City Council has outlined ambitious new proposals to create 50,000 jobs by 2035 and attract more than £1Bn of investment, to be put towards a raft of real estate and regeneration schemes over the next four years.

With the support of key stakeholders, Belfast City Council unveiled the initial draft of its community strategy – dubbed the Belfast Agenda – during a meeting in City Hall last month. A period of public consultation will now take place until March 2017.

In broad strokes, the Belfast Agenda sketches out Belfast City Council’s aspirations for city centre regeneration and investment schemes, and the creation of vibrant communities and neighbourhoods.

Included are a variety of outcomes to better ensure a brighter future for Belfast. Everyone should benefit from a thriving economy; all residents deserve to fulfil their potential and experience good health and well-being; and,

by 2035, Belfast must be looked upon as a vibrant, connected and environmentally-friendly city – one that is welcoming, safe and inclusive for all.

By 2035, Belfast City Council intends to bolster population levels by 70,000; create 50,000 new jobs; ensure that every young person leaving school has a destination that fulfils their potential; and reduce the widening gap in life expectancy between its most and least deprived neighbourhoods.

In the more immediate future, Belfast City Council hopes to embolden the economy to create 15,000 new jobs and support 4,000 small business startups. The City will also aim to attract £1Bn of private sector foreign direct investment, double the economic value of out-of-state tourism, and welcome a further 1.5 million overnight tourist stays per year.

Lord Mayor Alderman Brian Kingston joined party leaders at City Hall to unveil the draft, commenting: “The

Belfast Agenda is an ambitious vision for the future of Belfast that will create a better life for everyone in the City with inclusive economic growth and improved services for residents and businesses alike.

“There is strong agreement and commitment across all political parties in the Council to deliver the City’s first community plan and we want to thank our partners and people across the City who have worked with us to bring it to this point.

“I am now honoured to launch the next stage of the Belfast Agenda consultation process today and would encourage everyone who has an interest in Belfast to read this plan and give their views and provide important feedback on how their Belfast should be in the next 20 years.”

The Belfast Agenda is available to view on the Council’s website: www. belfastcity.gov.uk/belfastagenda

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