UK Construction Excellence JUNE 2016

JUNE 2016

Birmingham Resilience Project Reliable water for the West Midlands.

Caol Campus School construction continues apace.

National Children’s Hospital Planning approval for ₏700M paediatric facility.

Acrypol+ - the simplest and most efficient way to stop leaks and protect roofs - is now available in a new 2.5kg tin.

Following huge demand, consumers can now buy the market leader in smaller tins to take on small-scale repair work.

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leaks. It was specifically developed to provide a solution for undertaking the day-to-day maintenance requirements of those involved in roof waterproofing protection.

It provides excellent protection for flat roofs, leadwork, slate, asbestos cement, all metals, bituminous surfaces, asphalt, flashings, chimney stacks, glasshouses, PVC, fibreglass, concrete and brick.

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

With the Government’s mandate now well and truly behind us, our monthly BIM coverage begins with an exclusive interview. Rebecca De Cicco, Director of Digital Node and founder of Women in BIM, offers her insights on Level 2 and the emerging role of women in the construction industry.

As part of an in-depth exploration, we also consider the ramifications of Japanese knotweed. What are the proper methods of disposal, how might widespread growth impact ongoing development, and what does the Property Care Association advise?

Elsewhere, Severn Trent Water outline their pioneering Birmingham Resilience Project, while James Knight - Head of Residential at Arcadis - speaks to

32 National Housing Service A solution to the UK’s residential shortfall?

UK Construction Excellence about his remedy for the UK housing crisis - a National Housing Service.

All this and more can be found alongside contributions from our regular guest commentators and the latest news from Great Britain and beyond.

34 Women in BIM Read our exclusive interview with Rebecca De Cicco.

44 Japanese Knotweed The notorious invasive species under the spotlight.

Publications Editor Robert Atherton

General Manager Ian Parker

Designer James Ormerod

Head of Operations Gareth Trevor-Jones

Publications Officer Abigail Burr

Product Development Seamus Norton

Sales Administrator Alecia Rowe

Display Advertising Sales T: 01257 231900 admin@ukconstructionmedia.co.uk

Approvals Beka Patterson

ISSN 1461-1279

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

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CPA survey reveals construction growth in 2016 but uncertainty clouds the future THE latest Construction Trade Survey from the Construction Products Association (CPA) has revealed that industry activity has risen across the supply chain in the first quarter of the year.

housing contracts.

This is the 12th consecutive increase reported by the CPA, which represents the entirety of the supply chain - from main and specialist contractors to SMEs and civil engineers carrying out work on the ground.

74% of civil engineering contractors reported an increase in costs, while 42% of main contractors found that labour costs had risen in comparison to the previous three months.

The survey found that 9% of main contractors felt that construction output had increased during the first three months of 2016 compared to a year ago.

Half of the main contractors surveyed experienced problems in recruiting carpenters, 40% for bricklayers and 36% for plasterers during Q1.

Somewhat surprisingly, 100% of heavy side product manufacturers said that wages and salaries had increased from last year.

13% of SME contractors experienced increased workloads in Q1 in comparison to the previous quarter, while 13% of civil engineering businesses noted a rise in new orders.

Rebecca Larkin, Senior Economist at the CPA, commented: “After a slowdown at the end of last year, firms throughout the construction industry experienced a stronger opening quarter in 2016. In spite of this, the clear theme for Q2 is uncertainty, with main contractors reporting lower orders in all sectors as projects are paused or postponed ahead of the EU referendum in June.

In terms of decreased workloads, 13% of main contractors reported a downturn in orders for private housing and 42% announced a drop in public

“Beyond that, firms continued to indicate that a shortage of skilled workers is the largest threat to construction activity over the rest of

A further 38% of specialist contractors reported a rise in output during the first quarter of 2016.

the year. Main contractors reported difficulties in recruiting bricklayers, carpenters and plasterers in Q1, whilst low availability of labour was also reflected in upward pressure on wage bills among product manufacturers and civil engineers.”

Suzannah Nichol, Chief Executive of Build UK said: “There continue to be mixed messages in terms of growth; however, industry intelligence shows increasing levels of activity over the last quarter. Employers are experiencing both rising material and labour costs as they head towards maximum capacity and this continues to highlight difficulties in recruiting appropriate skills at all levels.”

Richard Beresford, Chief Executive of the National Federation of Builders, said, “Uncertainty over the outcome of the EU referendum and over the nation’s defining issue – housing – is reflected in slowing industry performance. While homes will continue to be built, as long as there is uncertainty over government policy, we will not be able to provide anywhere near the number of homes people need.”

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Building designers get new CIBSE weather data information THE Chartered Institution of Building Services Engineers (CIBSE) has released a new version its weather datasets used by building designers when analysing heating and cooling performances in buildings.

As demand for more sustainable and energy efficient buildings increases, the need for weather data has become a vital part of the design of new buildings and refurbishment projects.

Cameron: Billions in infrastructure projects at risk over Brexit PRIME Minister David Cameron has warned that a loss of European Investment Bank funding will result in the UK giving up billions of pounds of infrastructure investment every year.

£4,300 a year per household without the EU, but this is the first time the Government has warned of the significant impact that leaving the EIB will have on the country.

The European Investment Bank (EIB) is an organisation that has invested more than £16Bn in UK projects over the last three years. If the UK vote to leave the EU, its membership with the Organisation will be terminated.

Prime Minister David Cameron said: “Vital projects across every region of the UK have been financed by the EIB. These make a huge difference locally, nationally, and sometimes globally – from the purchase of 65 new Super Express Trains for the East Coast Main Line; to investment in development of emission control technologies in Hertfordshire; to extension of the M8 motorway between Edinburgh and Glasgow; to the expansion of Oxford University’s research and teaching facilities.

University College London is set to benefit from £280M of EIB funding, which will go towards the institute’s ongoing expansion. Elsewhere, £700M of finance has been announced to progress the Thames Tideway Tunnel - a major new sewer that will help clear up the River Thames.

These are two of many such projects to be supported by the Bank, which operates outside of the UK budget and is financially autonomous. The EIB offers long-term investment loans to EU member states on favourable terms, with the mission being to support economic growth across Europe.

The Treasury’s analysis has highlighted that Britain will be worse off by

“Not only would leaving the EU see us wave goodbye to this crucial funding – but, with a smaller economy hit by new trading barriers and job losses, it’s unlikely we’d be able to find that money from alternative sources.”

The UK has more than doubled the volume of investment it receives from the EIB since 2012 and, in 2015, EIB lending in the UK totalled a record €7.77Bn - representing 11.2% of its overall lending to EU countries.

The datasets give climate information for building simulation software, which can then be utilised to show compliance with UK building regulations.

Created in collaboration with the Met Office, the data sets are based on historical information collected from 13 sites across the UK - plus three in London - and are combined with the latest climate change projections to produce future weather files up to the 2080s.

According to Met Office statistics, the eight hottest years since 1910 have come in the last 14 years.

The new information from CIBSE takes into account for the increased temperatures and changes in wind speed and direction.

These new datasets will play an important role in the how new buildings are designed. Given the statistical increase in temperature in recent years, this may mean an increase in cooling requirements and less demand for heating. The information analyses the chances of heat waves causing potential overheating scenarios across the UK. Dr Anastasia Mylona, Research Manager at CIBSE said: “These new datasets are based on the latest Met Office observations and climate projects and aim to provide the industry with an updated representation of current and future weather for thermal and energy building performance analysis.”

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Laing O’Rourke to build residential tower for Imperial College LAING O’Rourke has been awarded the contract to build the £76.2M residential tower at Imperial College’s new White City Campus by management partners, Voreda.

The 215,000sq ft residential tower is the third project on the White City Campus awarded to the Company and will provide 192 new homes, 52 of which will be held for Imperial Colleges key employees at below market rents.

Laing O’Rourke is close to completing work on the 270,000sq ft Molecular Science Research Hub and 250,000sq ft Translation and Innovation Hub.

The two interconnected hubs make up one of the first major parts of the innovation ecosystem for the College’s new White City Campus, which will colocate research, entrepreneurs, established companies and global corporations on a scale unprecedented in London.

Paul Sheffield, Managing Director of Laing O’Rourke’s Europe Hub said: “We are delighted to be continuing our ongoing relationship with both Imperial College London and Voreda and look forward to delivering a residential building which will create a landmark building for the White City Campus.”

Graham Stark, Imperial’s Development

Director for the White City Campus said: “This new residential tower is another exciting step for Imperial in White City. It demonstrates our longterm commitment to delivering a vibrant mixed-use community.

“The tower is an integral part of our new 25 acre innovation campus and further establishes Imperial’s presence in the area for generations to come.

The Campus itself is the largest single development in the College’s history and offers huge potential for the local area.”

Laing O’Rourke is due to begin work on the project shortly with overall completion expected in 2019.

New Mayor of London has big plans for housing LONDON’S new Mayor, Sadiq Khan, has plans to introduce a ‘London Living Rent’ to ensure 50% of all new homes will be affordable.

miles from here.

Mr Khan was formally accepted the role at Southwark Cathedral Ceremony, with former Labour leader Ed Milliband and Baroness Doreen Lawrence present.

“I’m only here today because of the opportunities and helping hand that our city gave to me and my family.

Having won 1,310,143 votes, he received the largest personal mandate of any politician in UK history.

Mr Khan received a standing ovation when he walked in to the hall, with Dean of Southwark Andrew Nunn telling the congregation that the new Mayor’s victory brought a “carnival atmosphere”.

Signing in as the Mayor of London, he was greeted with cheers as he said: “My name is Sadiq Khan and I’m the Mayor of London.

“Some of you may not know this, but I grew up on a council estate, just a few

“Back then, I never dreamt that I could be standing here as the Mayor of London.

"And my burning ambition for our city, that will guide my mayoralty, is to ensure that all Londoners get the opportunities that our city gave to me.”

His manifesto did not include a specific target, but in the early part of his campaign, he spoke about increasing house-building to 80,000 a year. He has agreed with a 2015 report by the Mayor’s office which says housebuilding needs to reach 50,000 a year in the capital, which would improve on the average of 19,571 homes per year under Ken Livingstone and 18,364 per year under Boris Johnson.

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Labour party leader Jeremy Corbyn tweeted the hashtag #YesWeKhan, following Mr Khan’s victory on Friday night, telling the new mayor: “Can’t wait to work with you to create a London that is fair for all”.

London is currently experience a serious housing shortage, with prices of homes and apartments to buy and rent the highest in the country.

Sites Continue to Benefit from Wireless CCTV

More and more sites are benefiting from the use of the OnGarde CCTV tower, in fact 2015 saw a 140% growth in the number of sites using this CCTV tower to protect their assets and reduce security costs.

One of the factors in driving this increase in usage was undoubtedly the launch of the OnGarde Duo in the last quarter of 2015. The OnGarde Duo allows users to choose the power and lighting option which best meets their site needs.

Customers can choose Infrared lighting if there is no power available during the night or at weekends or they are operating sites in areas where light pollution could be a problem.

Alternatively they can benefit from the systems original LED lighting which acts as a deterrent and can reduce the need for additional light sources on site.

The benefit of the new duo has already built on the formidable features of the original tower which include: • Verified alarms using smart Video Contents Analytics software, so no false alarms • Highly visible 3m tall deterrent • On alarm verification a live audio warning is sent to the site to warn the intruder that they are being monitored and recorded and that the authorities have been called.

• Rapid installation in around one hour The effectiveness of the OnGarde tower was once again proven over the busy Christmas period. With many sites closed for the festive period there is an increased opportunity for theft and vandalism but OnGarde are pleased to report that for the fourth consecutive year they recorded zero theft and vandalism on sites which it monitors during this key period.

Unfortunately, during the festive period there was a good deal of coverage in the news about the devastating floods which hit many parts of the country, this included some areas where the OnGarde tower was deployed, this included a site in Leeds.

As you can see from the photo the flooding on the site was bad with the base of the OnGarde tower actually underwater, despite this the tower continued to work and even detected and highlight a plank of wood floating by which was obviously verified as being no threat so no audio warning was given.

For more information about the OnGarde CCTV Rapid Deployment Tower and the NEW OnGarde Duo visit ongardecctv.com

Construction starts for National College for High Speed Rail CONSTRUCTION works have begun in Birmingham and Doncaster on The National College for High Speed Rail (NCHSR), which was celebrated with breaking ground ceremonies at the two sites.

The official start of construction in Doncaster’s Lakeside and Birmingham’s university district is the latest milestone for what will be a high tech training facility - one which will support HS2 and future rail infrastructure projects by providing workers with the specialist training, skills and qualifications required. The College will equip thousands of students with the engineering skills necessary to build, operate and maintain railway infrastructure.

Minister of State for Transport Robert Goodwill said: “This landmark moment means we are one step closer to seeing students walk through the doors of the College in 2017, learning the cuttingedge skills we need to deliver HS2 and world-beating rail infrastructure. This shows the transformational effect that HS2 is already having on our country – boosting skills, generating jobs and supporting economic growth – before spades are in the ground next year.”

Birmingham City Council and Doncaster Council have been working closely will HS2 Ltd, setting up the structure of the college and developing the curriculum.

Doncaster and Birmingham, channelling new investment into the area and providing highly skilled jobs for local people.

The College is on track to open its doors to students in September 2017.

It will be open to a wide range of people including new entrants, existing workers and students studying a foundation degree in rail engineering.

Those seeking continuous professional development or a change in career will also be welcome.

Beth West, HS2 Ltd Commercial Director and member of the College Board, said: “The National College for High Speed Rail will help re-define what it means to be employed by the rail industry by attracting new people and providing the opportunity to create the diverse workforce that the industry aspires to.

“It is vital that we act now to ensure we have enough skilled people to build HS2 and the College will provide specialist vocational training for the next generation of engineers and apprentices.”

HS2 will improve capacity across Britain’s rail network, shortening journey times between major cities and providing a major boost to the economy, supporting 100,000 jobs nationwide. Around 25,000 jobs will also be created during construction of Phases I and II.

The College will bring growth in

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Martin Temple appointed new Chair of HSE THE Department for Work and Pensions has appointed Martin Temple as Chair of the Health and Safety Executive (HSE) Board.

Mr Temple took up the role in May 2016, following Dame Judith Hackitt’s departure.

He has more than 30 years of experience in private and public sector roles, working as a NonExecutive Director of the Sheffield Teaching Hospitals Foundation Trust, EEF Manufacturers’ Organisation and 600 Group.

Mr Temple is also on the Council of the University of Warwick, and Chairman of the Advisory Board of Warwick Business School.

Minister for Disabled People, Justin Tomlinson said: “I am delighted with Martin’s appointment. He brings a wealth of experience to the role and joins at a time when the work of the HSE in promoting health and safety amongst employers is as important as ever. I also want to take this opportunity to thank Judith Hackitt as the outgoing Chair. Under her leadership the organisation has gone from strength to strength.”

Martin Temple, the new Chair of the Health and Safety Executive said: “I am delighted to be appointed as HSE Chair. I hold a long-standing interest in health and safety and look forward to working with HSE and the board to build on its success as a world-leading workplace health and safety regulator. I look forward to this challenge and the opportunities ahead.”

Flood defences underway in Cumbria THE Environment Agency is making improvements to Glenridding flood defences, and the first phase of construction work is complete in Appleby, after storms brought severe flooding and damage to Cumbria and other parts of the UK.

In the town of Appleby, the Environment Agency has completed the first phase of construction work to improve flood defences by replacing 23 demountable steel gates, which ran across a nearby car park, with a permanent flood defence wall.

Work has started on a new wall to protect residents from flooding in the village of Glenridding in Cumbria.

The flood defence wall is 140 metres in length and a metre above ground, designed to protect residents and properties along the bank of the river.

Additional work will begin at Holme Farm Bridge in mid-June, to repair the damaged river retaining wall at the end of Holme Street.

A foundation for the wall, which is made of concrete and faced with local stone, has already been formed and excavated for the first 20 metre section of the wall, which will start ten metres upstream of the A592 Road Bridge.

It is due to be completed by autumn 2016.

Adam Stephenson from the Environment Agency said: “This winter’s flooding has had a devastating effect on people in Cumbria and the Environment Agency is doing everything possible to reinstate protection to communities with a programme of repairs and structural inspections underway. The events highlighted the need for our communities to be more resilient and less reliant on non-localised resources.”

As well as carrying out emergency repairs, inspecting defences and starting the process of planning for improvements, the Environment Agency have been visiting communities, talking to those affected by the floods, and giving them the opportunity to have a say in the future of their community.

The Environment Agency and Cumbria County Council continue to investigate the flooding in Glenridding and Appleby, so they can establish how and why properties flooded, with the findings to be published by the County Council in a Section 19 Flood Investigation Report. The reports, once agreed, can be used by communities and agencies for applications for funding to allow new schemes to be implemented.

Heathrow offers to reduce night flights for third runway HEATHROW has pledged to reduce night flights and noise pollution in a bid to satisfy residents currently opposing the construction of a third runway at the airport, after waiting for a decision from the Government in what is described as “years of political dithering”.

Last year, an independent commission reported that a third runway at Heathrow was the recommended option to improve airport capacity.

The Government expressed concerns regarding pollution, noise and compensation however, which continues to delay the final decision on if it should go ahead

The Davies Commission recommended the restrictions, and Heathrow has now gone above them in order to get the runway built.

Heathrow said it will allow a longer quiet period overnight, with flights forbidden from landing between 11pm and 5.30am, as opposed to the current 11.30pm finish and 4.30am start.

All airport buses will meet low emissions standards and a fleet of electric vehicles will be used ‘airside’.

Heathrow Chief Executive, John Holland-Kaye, said he was confident they could create a “cleaner, quieter Heathrow that delivers more for the UK economy and clears the way for the Prime Minister to make the right choice to expand Heathrow and deliver

a stronger economy”.

Opposition organisations have criticised the airport’s bosses for not keeping to agreements in the past, such as the construction of Terminal 5, which was built in exchange for a promise that there would not be another runway built.

Mr Holland-Kaye said: ” We have had no more cars on the road over the last 25 years even though Heathrow has almost doubled in size and that is because we’ve invested in better road connections, better bus services and better rail services.

“We can make sure Heathrow expands within EU air quality limits.”

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First Group to operate new budget rail service A new budget rail service between Edinburgh and London has been given the go-ahead, and will be operated by First Group in a ten year deal.

First Group will operate five trains a day each way via intermediate stations at Stevenage, Newcastle and Morpeth from 2021.

The budget train would consist of only one class, with an average ticket price of £25.

Tim O’Toole, Chief Executive of FirstGroup, said: “Our brand new trains will be cheaper than other rail services, greener than the plane, quicker than the coach and will get passengers from London to Edinburgh earlier than they can arrive now, and all for an average fare for less than £25.”

Virgin Trains East Coast (VTEC) holds the franchise to run services on the line until at least March 2023.

Stagecoach, which operated Virgin Trains East Coast on the same rails, has warned that its revenue will be harmed. Perth-based Stagecoach Ground, which owns 90% of VTEC, criticised the decision to allow First Group to run competing services.

Martin Griffiths, Stagecoach Chief Executive said that the decision to open access competition with an established franchise was not in the interests of passengers or taxpayers.

First Group will launch access services between London, north-east England and Edinburgh from 2021, after the Office of Rail and Road (ORR) regulator granted approval.

Virgin Trains East Coast has also won permission to increase its services on the line and its branches between Edinburgh and London, which will be effective by May 2021 at the latest, although possibly as early as 2019.

It will also boost services linking Bradford, Lincoln, Harrogate and Middlesbrough.

The regulator’s Director of Railway Markets and Economics, John Larkinson, said: “Our decision has been informed by extensive analysis, formal industry hearings and detailed engagement with all parties.

“We have carefully weighed up the potential passenger benefits and the financial impacts on existing operators and the government, as we are required to do by law.”

MOD awards £47M fleet management contract A £47M contract to manage a fleet of lease and hire vehicles will save the Ministry of Defence £100M. The contract, which has been awarded to Babcock, follows the Defence Secretary’s instruction last year that the cost of vehicle hire be reviewed and reduced.

Babcock manage the ‘white fleet’ of cars, vans, trucks and specialist vehicles on behalf of the MOD, covering the UK and Northern Europe, as well as shortterm hire around the world.

The MOD uses the vehicles to transport equipment or personnel around the country, often to areas not readily accessible by public transport.

The vehicles, which support military

operations or training exercises, are also used for operational tasking such as mountain rescue and emergency support to civil authorities and the civilian communities.

Most recently, the vehicles were used to assist with flood relief.

The initial service is due to begin in September, followed by Northern Ireland in October and the rest of the world in April 2017.

Defence Secretary Michael Fallon said: “Defence has the strongest incentive to be efficient. Every pound that we save on vehicle hire will be reinvested into a defence budget that keeps Britain safe.

I want to see us meet and exceed the £100M target.”

Brigadier Colin McClean, the Army’s Head of Equipment, based at Andover, said: “The use of lease and hire vehicles is an important part of Defence’s overall ability to both train for and deliver its operational taskings and I know I speak for soldiers, sailors and airmen when I say that we look forward to working very closely with Babcock and in particular to achieving financial savings through the more efficient use of this vehicle fleet.”

The contract with Babcock will cover the management of the fleet, including the procurement of vehicles via the Crown Commercial Services, incident management, administrative services - including vehicle registration - and service, maintenance and repair management.

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We want to encourage men to put their health first, by ensuring they are aware of the most common signs and symptoms of cancer.”

Construction industry comes together to fight cancer CANCER remains one of the biggest threats to the health of the construction industry’s workers and six construction companies have united to fight the disease.

concerns – are confident enough to do so. I’d urge anyone who would like more information to get in touch with Macmillan because no one should face the worry of a cancer diagnosis alone.”

It is estimated that by 2020, nearly half of the British population will get cancer in their lifetime. The campaign ‘Don’t let Cancer Ruin Your Foundations’ runs in collaboration with Macmillan Cancer Support, whose construction industry partners are joining forces to empower men to take control of their health.

Research carried out by Macmillan focusing on the construction industry reveals that 43% of men surveyed would feel discouraged from discussing changes in their health such as discovering a lump, experiencing pain or a change in a mole, in case they were seen as ‘making a fuss’. 22% wouldn’t raise the issue through feeling embarrassment.

Alix Wooding, Head of Corporate Partnerships at Macmillan Cancer Support said: “It’s very exciting for Macmillan to be working across an entire sector and uniting businesses who would traditionally be competitors, in the name of providing vital support to people with worries about cancer.

“By working with a coalition of companies to provide Macmillan information and support we can ensure that men – who are least likely to speak out about their cancer

Chris Cunliffe, Chief Executive of Selco Builders Warehouse - which has partnered with Macmillan since 2013, raising more than £300,000 for the charity - said: “The aim of the campaign is to educate male employees and customers that they don’t have to face cancer alone. We want to encourage men to put their health first, by ensuring they are aware of the most common signs and symptoms of cancer.”

YouGov research commissioned by Macmillan showed that more than on in three men (38%) admitted to having health concerns that have kept them awake at night. Macmillian point to this as evidence of men putting on a show of bravado but really struggling to face up to their fears.

Mr Cunliffe continued: “All of the companies taking part in the campaign are Macmillan Cancer Support fundraising partners and collectively we have raised over £1,570,000 for the charity and we hope to reach millions of people through each of the partners’ staff, customers, suppliers, contractors and their families. If this campaign helps just one man face his cancer fears and take control by seeing a doctor or talking about his concerns, then it will have been a success.”

For more information about the campaign and the signs and symptoms of cancer please visit: www.macmillan.org.uk/checkup

ConQuest Estimating & Surveying Software Truly unique in capability, flexibility & stability 14

NHBC reports 36,566 new homes registered in Q1

ACCORDING to National House Building Council’s latest new home registration statistics, a total of 36,566 new homes were registered by NHBC in the first three months of the year, with 28,398 homes registered in the private sector, a 7% decrease on the previous year.

The public and affordable sector were down 15%, with 8,168 new homes registered compared to 9,584 in Q1 2015.

These figures show a significant decline, however for the financial year (2015/16), registrations remain in line with the previous year with 152,329 new home registrations, marginally ahead of the amount of registrations in 2014/15.

In the financial year up to the end of March, there was a 10% increase in the number of new home completions - which mirrors the strong growth seen in registrations in recent years resulting in more completions over the first few months of 2016.

UK Construction firms pay out £10M after ‘blacklisting’ scandal

the industry is consolidating on the strong growth in registrations seen in recent years. Registrations are now around 80% higher than the depths of the financial crisis in 2008/09, driven by increased activity from private sector housebuilders.

“Because of the increase in registrations we are now also seeing the resulting completions come through, as reflected in the 10% rise in the number of new homes completed in the financial year. As ever, NHBC’s mission is to ensure construction quality of the very highest standard in new homes across the UK and that this emphasis on quality remains unwavering – particularly during periods of increased activity and production that we have recently seen.”

NHBC is the UK’s leading warranty and insurance provider for new homes in the UK, and have 80 years of experience in driving up quality and raising standards in housebuilding.

NHBC Chief Executive Mike Quinton said: “Our latest statistics show that

NHBC has approximately 80% market share.

UNITE, the country’s largest union, has supported 256 workers in court after the UK’s biggest ‘blacklisting’ scandal in history of UK construction.

including defamatory references to workers such as “will cause trouble, strong TU”, “ex-shop steward, definite problems” and “Irish ex-army, bad egg”.

Around £10M will be paid out to construction workers who were blacklisted by some of Britain’s biggest construction firms, including Balfour Beatty and Sir Robert McAlpine.

Len McCluskey, General Secretary of the Unite Union said: “The massive scale of the agreed damages shows the gravity of the misdeeds of major construction companies which created and used the Consulting Group as a vehicle to enable them to blacklist trade unionists.

The settlement will see Balfour Beatty, Carillion, Costain, Kier, Laing O’Rourke, Sir Robert McAlpine, Skanska UK and Vinci paying compensation to almost 800 unfairly targeted workers who are being supported by Unite Union.

The GMB Union say the amount could reach £75M for 771 claimants.

“The sums to be paid out go a considerable way to acknowledge the hurt, suffering and loss of income our members and their families have been through over many years.”

The blacklist resulted in hundreds of workers losing their jobs and left unable to secure new ones, after being deemed troublemakers while raising legitimate workplace issues.

Unite said payouts under the latest settlement could range from £25,000 to £200,000 per claimant, depending on factors such as loss of income and the seriousness of defamation.

Over 3,000 building workers were monitored through a shadowy organisation called The Consulting Association, which was eventually raided by the Information Commissioner’s Office after earlier revelations in the Guardian. The blacklist is believed to have been operating for 30 years, with secret files seized by the Information Commissioner’s Office apparently

Tim Roache, General Secretary of the GMB Union said: “Preventing 3,213 workers earning a living to support their families was a gross injustice, and government and employers’ organisations must never forget this sordid episode. Without strong regulation and penalties holding them to account, employers will always be tempted to put profit above people.”

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When no doesn’t always mean no It is far from unusual for construction contracts to require instructions that are intended to vary the works by increasing or changing scope to be put in writing before an Employer is then obliged to pay for the work done under that instruction. The object of such a provision is clear; it is to avoid unwelcome shocks when it comes to settling the final account at a later date.

In reality we all know that variations are often instructed orally and if an adjudicator or arbitrator called upon to deal with such a claim is convinced that the Employer has received consideration for the instructed work, the contractor is likely to benefit from an award or decision requiring the Employer to pay for the instructed works.

Clever lawyers drafting contracts

for their Clients will be tempted to head off the above scenario by including a “no amendment” or “anti-variation” provision in a drafted contract to make it clear that the Employer will have no liability to pay for any additional or varied work unless there is a written document signed by both Parties which varies the original contract to encompass the increased scope of works arising from the instructed amendment.

Call me old-fashioned and cynical if you like but could such an express term have been conceived with the intention of allowing an Employer potentially to get something for nothing? Or is such a term genuinely included to protect both Parties, such that the Contractor is not obliged to undertake any amended work and the Employer will not be obliged to pay any

additional costs associated with the amendment unless it is in writing and signed by both Parties.

The Court of Appeal has recently considered “no amendment” clauses in a case called “Globe Motors Inc v TRW Lucas Varity Electric Steering Ltd; CA 20 Apr 2016” in which the court had cause to consider a provision at Article 6.3 which said: “This Agreement ….can only be amended by a written document which (i) specifically refers to the provision of this Agreement to be amended and (ii) is signed by both Parties” Despite what appear to be clear words requiring any amendment to be in writing the Court of Appeal decided that it was still open to the Parties to vary their agreement

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orally or by conduct.

In what is a lengthy decision this is what the presiding judges had to say.

Lord Justice Beatson "Absent statutory or common law restrictions, the general principle of the English law of contract ...... The parties have freedom to agree whatever terms they choose to undertake, and can do so in a document, by word of mouth, or by conduct. The consequence in this context is that in principle the fact that the parties' contract contains a clause such as Article 6.3 does not prevent them from later making a new contract varying the contract by an oral agreement or by conduct."

Lord Justice Underhill "It seems to me entirely legitimate that the parties to a formal written agreement should wish to insist that any subsequent variation should be agreed in writing (and perhaps also, as here, in some specific form), as a protection against the raising of subsequent ill-founded allegations that its terms have been varied by oral agreement or by conduct: even though ill-founded, such allegations may make the obligations under the contract more difficult to enforce, most obviously by making it more difficult to obtain summary judgment. But the arguments in favour of a flexible approach are also strong; and in the end, even if it were desirable to treat provisions of this kind as entrenched, I cannot see a doctrinally satisfactory way of achieving that result. I have considered whether there might be some kind of half-way house, which made it formally more difficult for a party to establish a "nonconforming" variation; but none was suggested in argument and

I cannot see any that would be of realistic value.

It does not follow that clauses like the second sentence of Article 6.3 have no value at all. In many cases parties intending to rely on informal communications and/or a course of conduct to modify their obligations under a formally agreed contract will encounter difficulties in showing that both parties intended that what was said or done should alter their legal relations; and there may also be problems about authority. Those difficulties may be significantly greater if they have agreed to a provision requiring formal variation."

Lord Justice Moore-Bick

considerable practical utility, if only because it is likely to raise in an acute form the question of whether parties who are said to have varied the contract otherwise than in the prescribed manner really intended to do so. As a matter of principle, however, I do not think that they can effectively tie their hands so as to remove from themselves the power to vary the contract informally, if only because they can agree to dispense with the restriction itself.

Nor do I think this need be a matter of concern, given that nothing can be done without the agreement of both parties; and if the parties are in agreement, there is no reason why that agreement should not be effective."

Summary

"I agree with Beatson LJ that Article 6.3 does not prevent the parties from varying the Agreement orally or in any other informal manner. The governing principle, in my view, is that of party autonomy.

The principle of freedom of contract entitles parties to agree whatever terms they choose, subject to certain limits imposed by public policy of the kind to which Beatson LJ refers. The parties are therefore free to include terms regulating the manner in which the contract can be varied, but just as they can create obligations at will, so also can they discharge or vary them, at any rate where to do so would not affect the rights of third parties. If there is an analogy with the position of Parliament, it is in the principle that Parliament cannot bind its successors.

So although there is nothing to stop parties from including “no amendment” or “anti-variation” provisions in their contracts these provisions will not prevent Parties from subsequently amending or varying their contract by oral agreement and/or conduct.

Peter Vinden is a practising Arbitrator, Adjudicator, Mediator and Expert. He is Managing Director of The Vinden Partnership and can be contacted by email at pvinden@vinden.co.uk. For similar articles please visit www.vinden.co.uk.

I can see the force of the suggestion that there might well be practical benefits in being able to restrict the manner or form in which an agreement can be varied, but like Underhill LJ I do not think that there is a principled basis on which that can be achieved. A clause such as Article 6.3 in this case may have

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Another Invalid Payment Notice: Grove Developments I have previously commented on the line of recent cases in which contractors have succeeded in obtaining payment of sums applied for, in the absence of a valid employer’s payment notice or pay less notice, and on recent cases where the contractor’s application has been found in court not to be valid. It is important that the validity of these notices is scrutinised, as they have potentially severe financial consequences if not acted upon correctly; it is therefore vital that they are clearly recognisable as payment notices.

There is now another recent case.

In Grove Developments Ltd v Balfour Beatty Regional Construction Ltd (2016), the parties’ contract provided for 23 interim payments and a planned duration of 23 months. The parties superimposed an agreed schedule of interim payments on the JCT Design and Build Contract 2011. But the contract did not say what would happen if the works were delayed beyond the anticipated completion date and in particular if there would in that event be further interim payment.

The works were delayed and the contractor, Balfour Beatty, made application 24 for interim payment.

Its case was that it was entitled to make that application, that Grove

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failed to serve a payment notice or pay less notice within the applicable time limits and that Balfour Beatty was therefore entitled to the amount applied for. Balfour Beatty succeeded in adjudication, recovering £2M. In court, though, Balfour Beatty ran into difficulty; the problem was that it had no entitlement to interim payment 24. Under the Housing Grants, Construction and Regeneration Act 1996 (the HGCR Act), s.109, a contractor is entitled to interim payment unless the duration of the works is specified or estimated by agreement as less than 45 days. But the parties are free to agree the amounts of the payments and the intervals at which they become due. Under s.110 there has to be an adequate mechanism for determining what payments become due and when. So, where the duration is more than 23 months, it is perfectly permissible to provide for 23 interim payments and then no further payment until final payment. Balfour Beatty’s submission that s.109 requires instalment payments to be made for all work under a construction contract lasting 45 days or more was rejected.

Stuart-Smith J noted that it is open to the parties to agree stage payments at highly irregular intervals and highly

variable amounts to be paid. He endorse an observation in Keating that a contract prescribing one periodic payment, even of an insignificant amount, would meet the requirements of the HGCR Act. He stated that there is nothing in the HGCR Act to prevent the parties from agreeing that the amount of a payment shall be nil.

The interim payment provisions of the statutory Scheme did not come into play, because what the parties had agreed met the requirements of the HGCR Act. The judge also rejected the argument that the Contract included an implied term that interim payment would continue to be made after valuation 23.

That would not be consistent with the express provision for the 23 valuations.

Balfour Beatty argued that it would be contrary to commercial sense for progress payments to cease before completion, but the judge did not accept either that this was so or that what was now a regrettable provision, or lack of one, from one party’s point of view, was a sufficient basis for the implication of a term.

Peter Sheridan Partner at Sheridan Gold LLP

How to build your trade website SO you have decided that your business needs its own website? The question then is how do you go about this, how much should you spend and what are the tank traps to avoid?

KEY WEBSITE INGREDIENTS The vast majority of new prospects for construction projects will take a look at your website before they speak to you.

It’s important to think about what they will be looking for?

The quick answer is they want to know if you can handle the job they have at their house or site. They want to know if they can trust you and get a decent job at a reasonable price. Finally they need your contact details.

Apart from these facts, it’s important that you try to build trust. You can do this best by listing any industry qualifications and accreditations held, guarantees, customer testimonials and great pictures of your work, preferably showing before and after images.

THE BIG CHOICE There is one big choice to make when it comes to your web site. Should you do it yourself or employ a professional?

As a professional yourself, you might expect a local web designer to do a better job. But there are cowboys here as everywhere and nothing beats personal recommendation or at least looking at their previous work.

A free Facebook page is another way to get yourself online, and is the cheapest and easiest way.

Finally you can try doing it yourself.

More and more people are using these to browse the web.

USING A WEB DESIGNER It’s important that your web site reflects your company, not the web designer’s funky tastes. Just keep them under control and ensure what they do is appropriate.

For a small site, if you prepare the information and pictures beforehand, you might pay as low as a few hundred pounds, although it will cost much more for top notch, sophisticated sites.

DO IT YOURSELF There is a whole list of services that let you build your own web site such as Wix, Wordpress, Moonfruit and Godaddy. The problem is that you will need to commit time to learning how to get the best from the software that drives them. I personally found them fairly easy but I do work in technology.

As an example, Wix.com has precanned site designs for a handyman, a builder or a construction company, among many others. An ad-free site with your own domain name e.g.

SinclairConstruction.co.uk, and with one email address for your company domain e.g. info@ SinclairConstruction. co.uk, would cost around £110 per annum all in.

KEY OPERATIONAL CONSIDERATIONS

If you want your site to provide you with the best results, there are two golden rules. The first is to respond quickly to any queries you get from your site, which should come to your email. People are impatient and if they don’t hear back quickly, they will be onto another place.

The second is to keep the site up to date. Nothing is more off-putting than a site with old out-of-date information.

Promoting your web site is a bit of an art and there isn’t space to go fully into it here. Matthew Stevenson of The Landscape Company has had a lot of success and puts it this way: “We get a lot of our business through our website but we have had to work hard at promoting it.”

FINAL THOUGHTS Remember that your web site is all about marketing. It can be a force for good but it can equally damage your image. If it doesn’t work properly on mobiles, has obviously out-of-date material or spelling mistakes, these will undermine your professional credibility.

For a serious business that wants to grow, a web site is a necessity. Please just make sure it achieves what it sets out to do.

Benjamin Dyer CEO & co-founder of Powered Now

One important consideration is that you should always check out how your web site looks on a mobile and tablet.

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Cloud-based ERP, automates, consolidates and reports financial and other critical data feeds in real-time, delivering end-to-end value and insight back to the business 20 

Should you be Building a Case for Cloud-Based ERP? FLICKING through back copies of UK Construction, there is article upon article about the new innovations creating better productivity and improved efficiency. Whether boom or bust in construction, similar operational goals generally apply: Make operations more efficient and increase profit.

No different to any other commercial organisation, in any other sector.

Yet when you scratch the surface, there are areas where the path taken by UK construction firms splits from other industries. Take cloud-based ERP, for example.

At the end of 2015, Hitachi Solutions completed a cross-industry, in-depth study of attitudes towards moving ERP to the cloud. If you’re unfamiliar, ERP is a suite of integrated business technology applications, for example core back office systems like COINS. Typically, it allows you to collect, store, manage and interpret data to support your most critical functions like planning, buying, project control, logistics and service delivery. When it works well, ERP delivers unified reporting, supports better decisions, business process modernisation and innovation. The type of benefits that improve operations and profits.

ERP technology is nothing new.

You’ll find it in most large firms, but fast forward to 2016, and senior management teams are deciding whether their ERP systems should move to the cloud. Many already have.

That’s where UK construction firms differ.

Taking an important system off-site was seen as risky, with a list of “what ifs,” with data security typically at the top. Our research found that construction industry CFOs generally fall into this camp. Security and privacy of cloud-based ERP worry them, along with the risks of connecting or depending on third parties.

On the other hand, risks can be managed and benefits including better agility and ability to scale, may justify the switch for your firm. There is no right or wrong answer. Every organisation is different. ERP in the cloud might be perfect for a young and fast-growing organisation, for example, but, if your business needs a certain high data security level, you might worry whether cloud is secure enough to protect your data.

TO CLOUD OR NOT TO CLOUD? Why is this? Without putting too fine a point on it, cloud-based business applications have had a bad reputation.

BETTER COLLABORATION THROUGH REAL-TIME ANALYTICS Construction involves a hefty dose of partnerships, external contractors and outsourcing. That’s a lot of business intelligence potentially sitting in siloes outside of your central operations.

Plus, variances in the way that different suppliers work are not easy to track, which could affect the end-to-end customer experience you’re looking for.

Both knock profits.

Cloud-based ERP, automates, consolidates and reports financial and other critical data feeds in real-time, delivering end-to-end value and insight back to the business, supporting more informed decision-making, better supplier and customer results.

SAVINGS? RIGHT FOR YOU? If you are considering the move (although 29% of the construction industry CFOs in our sample said that they definitely would not switch, now or in the future), cost will be a consideration.

Cloud deployments typically avoid fixed capital investments early on.

Sidestepping large, early upfront investments will attract some organisations – but there’s a caveat.

While there is less initial outlay than on premise (and savings by not running your own data centre or employing in-house support), cloud deployments have ongoing operating annual costs.

ADDED FLEXIBILITY

Where 31% of the CFOs across all industries told us that their organisation have moved, or are in the process of moving to cloud-based ERP, just 18% in the construction industry were in the process – not one had already done so.

soon as updates are made.

Weigh this up against the better business agility and scalability you’ll gain however. A key SaaS (software-asa-service) pillar is the pay per-user, permonth model. Perfect if, for example, you’re quickly setting up a new office, or if you need to downsize. If your physical office launch is delayed, no matter. Cloud-based applications are available remotely. Plus, the very latest technology updates are available as

Looking at the global forecast, cloudbased ERP is on the move. PWC data, for example, predicts that by this year SaaS investments “will more than double, to US$78Bn or more, while investment in traditional ERP systems will decline by more than 30%, to less than $15Bn.” If you came to this article looking for a cut and dried answer, sorry – and beware anyone who says the decision is simple. Often there is years of legacy data to migrate. An expert task on its own. The good news is that lab-style role-playing makes testing different scenarios, customisation and prototypes possible.

Weigh up the benefits, and the specialism you’ll need to manage the people, process and technology changes. Done correctly, the potential for better efficiency and profits is very real, and plenty of organisations outside of the construction sector are already making the move.

Tim Rowe Director of Hitachi Solutions Europe

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HVAC – infrastructure for modern healthcare delivery and patient wellbeing

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HOSPITALS are the second most energy-intensive buildings to run after restaurants. Globally, the cost of operating healthcare sites, including energy costs, are on the rise. Whether building a new hospital, or retrofitting an existing facility, hospitals are under mounting pressure to do more with less, while also complying with strict regulations, ever-changing technology, and crucial health and safety measures.

At the core of this efficiency problem are outdated and siloed processes, along with legacy systems. Fortunately, new advances in technology now make it possible to integrate traditionally separate facility systems together to form an ‘intelligent’ hospital infrastructure.

and optimising environments for enhanced performance and energy efficiency. In hospitals they are a vital part of the infrastructure and have high standards of design.

CONNECTING IS KEY

Preparing for the worst

Power, building management, security and IT can be integrated to enable cross-system communication, as well as real-time monitoring, optimisation and automation. When a hospital’s systems can ‘talk’ with each other without the need for complex interfaces, the resilience of the infrastructure as a whole is strengthened and provides access to greater information and intelligence, leading to more effective use of all resources. Constant power monitoring that provides real time status updates is vital to ensure network recovery time is reduced in case of a fault. This includes identifying and focusing on the most sensitive parts of the network as well as ensuring that the standby system is consistently and effectively tested, thereby reinforcing predictive maintenance.

Hospitals are often directly connected to electricity sub-stations to minimise the risk of power cuts. Nonetheless, it’s vital that hospitals have a power outage solution in place, which monitors critical power availability, power quality and schedules in maintenance at the most appropriate time, along with performing real-time diagnostics in the case of a power failure.

Effectively managing heating, ventilating, and air conditioning (HVAC) solutions is the foundation for taking control of energy usage in a building,

STEPPING UP TO THE CHALLENGE

HVAC controls connect to and are controlled by building management systems (BMS) and respond to environmental conditions such as temperature, moisture and CO2. In hospitals, certain types of rooms have specialist HVAC pressure requirements.

For example, operating rooms and ICUs may employ a positive pressure regime to help to reduce the risk of airborne infection, while isolation rooms may require negative pressure to prevent the spread of airborne pathogens.

Recent developments in building automation system open protocol communications technology allow all of the critical systems within a hospital, like HVAC, lighting, security and electrical power to communicate with one another in a more intelligent way, both improving the healing environment for patients and allowing for more efficient facilities management.

The challenges faced by healthcare providers means that ensuring

operational efficiency is vital. It is imperative that healthcare institutions get a health check of their own as well.

This will allow them not only to check whether they are resilient and getting the most of out their infrastructure – but also to check whether they are compliant with the standards in operation.

Understanding the condition and performance of a hospital’s systems and infrastructure is key to improving safety and efficiency. A successful and effective BMS system is at the core of the ability to do just this. The direct implications on health and wellbeing of patients, together with the need to ensure hygiene and cleanliness, and operational considerations make a BMS a significant factor in ensuring successful outcomes of patients.

Connected, intelligent controls and equipment can now deliver greater insight into the performance of hospital facilities and can provide a significant, measurable return on investment.

The opportunities for savings that exist cannot be accessed through the traditional building approach as this leads to a hospital infrastructure with disparate systems, duplication of infrastructure and inefficient communication.

A significant investment has been made over many years into developing solutions and technologies that can unlock savings, improve operational productivity and patient safety. These solutions are now a reality and are helping healthcare providers do more with less across the world.

Albert Quealy Business Development Manager, Schneider Electric

Securing the nation’s power PROTECTING the infrastructure that makes up the UK’s energy networks is essential in ensuring an uninterrupted supply to our homes and businesses.

Should the UK’s energy infrastructure be targeted by cyber criminals or terrorists, there could be a significant impact on the UK economy and on other vital services that are reliant on power. Whilst the UK has not yet been the target of any significant attack, the threat is very real.

THE TERROR THREAT As well as the cyber threat, the energy network remains a very real target for terrorists. It is imperative that integrated and robust security measures are in place at these critical sites. A combination of technology, physical security and the deployment of trained personnel is often the most effective method of security integration, creating several layers of defence to protect the most sensitive parts of the network.

THE CYBER THREAT In December 2015, Ukraine’s power grid was brought down due to a third party’s illegal entry into computer systems that resulted in the disconnection of multiple substations.

This led to approximately 225,000 customers losing power for several hours. The UK could be susceptible to similar intrusions and it has therefore become a priority for energy suppliers and the UK Government to ensure that energy suppliers’ systems are well protected.

A Government spokesperson said: “Cyber security is a top priority for the Government. We have already invested £860M in defending the UK against cyber-attacks, with a further £1.9Bn dedicated to this issue.

“We constantly work with the industry to ensure we are prepared for, and can defend against, potential risk. The UK has one of the most reliable electricity systems in the world, with dedicated cyber experts and teams in place to protect it.”

A so-called ‘onion ring’ approach is often recommended to protect the most sensitive areas of a site, where the area most at-risk is strategically placed at the core of a layered defence system. This approach involves using several layers of security, starting from the perimeter and working all the way back to individual building or main asset security.

As the first line of defence, physical security measures can provide a daunting deterrent to would-be intruder, while restricting access and directing visitor flow. Security fencing, gates, barriers and doors are the obvious choices for perimeter protection, but it may also be advisable to think about the installation of bollards or barriers at vehicular access points.

CCTV systems should also be considered to act as both a deterrent and an active measure for early intervention at critical perimeter areas.

Detector-activated CCTV can prove useful in providing 24-hour alerts to

site managers enabling them to deploy security personnel effectively when an alert is generated.

Should intruders be successful in breaching the wider perimeter of a site, effective access control measures can play a significant role in preventing further access to buildings. Access control provides the ability to control, monitor and restrict the movement of people, assets or vehicles in, out and around a site. Traditionally, access control consists of three key elements; an identifier, the physical barrier and the door controller software.

As the security risk increases, so too should the identification factors used to authenticate the user: Token (something you have), PIN (something you know), and biometrics (something you are). Apply a single factor for general security, two of these factors where medium to high security levels are required, or all three for high to special security.

There is a huge variety of security solutions available and it can be quite daunting when faced with deciding which solutions will provide the most appropriate level of protection.

Members of the BSIA’s Specialist Services section are best placed to dispense advice on risk assessments and security solutions, and a list of such suppliers can be found on the BSIA’s website.

James Kelly Chief Executive, British Security Industry Association

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A HUG provides information about a home’s Buildmark policy, including regularly updated contact details for use in the event of a claim.

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Why every new home is getting a HUG IN years gone by, when a homeowner moved into a new home, a builder would present them with a shiny set of house keys and a welcome pack.

The pack contained lots of information including manuals for appliances, boiler safety certificates, and customer satisfaction surveys.

It also contained information about NHBC’s Buildmark warranty and insurance policy.

Around 80% of newly built or converted homes in the UK are covered by a Buildmark policy. It offers homeowners protection for three stages of a home’s life: pre-completion insolvency cover, warranty for the first two years after moving in and insurance for parts of the home in years three to ten.

Builders and developers put a lot of effort into creating welcome packs for their purchasers, and these would initially be given pride of place on the kitchen worktop. After a few months though, the folders were generally retired to the largest of the kitchen draws where they’d sit alongside takeaway menus, manuals for defunct toasters and half-chewed pens.

Having the Buildmark details and other information about the new home hidden away in a draw of clutter wasn’t a problem. Until it was needed.

The homeowner would then have to scrabble around trying to find the right sheet of paper and then work out what information was still relevant. Usually they would end up calling the builder, who would then have to spend time finding their details and working out how, and if, they could help.

HOW CAN A HUG HELP? That’s one of the reasons why NHBC, the UK’s leading standard-setting body and provider of the Buildmark warranty and insurance policy, has worked with builders and homeowners to develop

the secure, online Home User Guides (HUG) which are now issued to every new Buildmark policyholder.

A HUG provides information about a home’s Buildmark policy, including regularly updated contact details for use in the event of a claim. Manuals for white goods can also be stored on the site, so that if a homeowner wants to check how to programme the cooker, they don’t need to call the builder’s sales team, they can simply get to the information they need on their phone, tablet or computer. In many cases, builders furnish the HUG with information about the items that come with a home, but homeowners can add and replace manuals and details of the fixtures and finishes in their home as it evolves.

The system has been designed to be simple and intuitive, making it easy for builders to add, maintain and update information that’s relevant to homeowners.

HELPING BUILDERS HUG offers a lot of benefits for builders, not least of which is massively reducing the administration time and hard cost that goes into creating homeowner welcome packs.

Using HUG means that builders are providing homeowners with all the key information about their purchase in one easy to use place. When customised to include a builder’s own company logo or even their full company livery, HUGs can even look like a continuation of a builders’ online presence. They can also simplify communications and make homeowner interactions more consistent, reducing the need for mail drops without taking away from ongoing contact with homeowners.

Combining this information securely online so that it can be found easily when it’s needed is bringing real benefits to both builders and homeowners. Freeing an entire kitchen draw is just one of them.

HELPING HOMEOWNERS Information about fixtures and finishes can also be stored on the HUG. Again, in many cases the builder will add the name of a specific bathroom tile or the make and shade of the paint used in the living room, but homeowners can add to the information as they personalise their homes and quickly match and replace things that get worn out or damaged by everyday life.

Modern homes also have a fantastic array of integrated technology, but to keep systems working efficiently, sometimes homeowners need to carry out basic maintenance. HUGs have an integrated suite of practical, easy-tounderstand guides to the operation and maintenance of ventilation systems, solar energy systems, heat pumps and heating controls so the homeowner can see the steps that they can take to keep the systems providing the most benefit for the house.

Toby Phillips NHBC Operations Manager To see a short video that explains how HUG is helping builders, follow this link: www.ukconstructionmedia.co.uk/ videos/nhbc-building-for-tomorrow2014-hug-video/ If you’d like to talk to us about how HUG can help you improve your customers’ experience, please call us on 01908 746103 or email: hug@nhbc.co.uk

25

Building Site to Boardroom: Cultivating a culture of change in construction ANDY Dean and Dave Lee speak to UK Construction Excellence about Building Site to Boardroom (BS2B) – a selfawareness training initiative designed to support the emotional and inner wellbeing of construction workers.

How did BS2B come about?

We met through a mutual friend some six years ago. Our early conversations focused on stories of our journey through the world of construction and with over forty shared years between us, we had a few to tell!

Our other shared passion was a more personal journey into the world of selfdevelopment and how, through our search for a more balanced happier life, we found ourselves talking openly and honestly with each other.

We started assisting and running workshops and training, looking at ways of creating a happier and more balanced life, and sharing the emotional tools with family, friends and work colleagues.

Soon after, we began to see directives and codes of practice coming out of organisations such as the Construction Industry Training Board (CITB), the Health and Safety Executive (HSE), Considerate Constructors and the Department of Health, which focused on improving wellbeing and the working environment in the construction industry.

That was the light bulb moment! What we had been working on for the last five years was now being asked for by the industry and BS2B was formed.

Is the mental wellbeing of construction workers taken seriously enough?

In short, no. There is such a stigma around the word 'mental'. If you go onsite and start talking about the ‘mental’ wellbeing of the workforce you’re more

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likely to have to fight your way out, and we speak from personal experience here!

We soon learnt not to use the word mental. We ran a pilot scheme in a construction company for six months and found that, by using the words 'emotional and inner wellbeing' people related and understood far better.

Saying someone has emotional issues can mean that they’re sad. Saying someone has mental issues means people feel labelled!

What type of issues do construction workers typically come up against?

Bullying, racism and piss taking. A fear of getting the sack, of being singled out, and a lack of emotional support to name a few.

How is BS2B helping those people to address their issues?

BS2B is supporting those in the construction industry with practical tools, provided through online and face-to-face training and presentations. Our Core Value Approach (CVA) introduces - in a simple way - equal dignity, personal responsibility, personal integrity and authenticity. It’s a tool box full of tips that helps to create a happier and safer working environment all of it user friendly.

Construction Sites are often thought to be quite masculine environments.

To what extent is a change in culture needed to ensure all workers are treated with dignity and respect?

A change in culture is necessary if the construction industry hopes to keep its current workforce and recruit young people into the industry. Why would people want to work in an environment that doesn't allow for someone to be treated as an equal?

We’re getting something wrong more often than not. Ridicule and belittling, being shouted at and sacked. The blame

culture has had its day. It doesn't work.

Where is the emotional support and understanding for the person on-site all the way through to the boardroom that the directives are asking for?

Stress is stress, family issues are family issues, and money worries are money worries. It doesn't matter what your job or role is in the industry. The BS2B training and the introduction of the CVA is working to bridge the gap - giving people practical tools to help with the emotional impact of stress, family and money issues to name a few What advice would you have for those struggling with difficult working conditions?

Take the training - it really makes a difference if you work at it, follow the steps, lay the foundations and build a happier more balanced life for yourself and others.

To provide further support to people during times of crisis, BS2B has joined forces with construction industry charity The Lighthouse Club. The charity provides a 24/7 helpline to offer advice on a range of topics from wellbeing and occupational health to financial aid in times of hardship.

BS2B's Self Awareness training is a CITB approved e-learning modular training course. As such, companies using the programme are able to claim back the purchase cost from the CITB. For more information contact BS2B at info@bs2b.co.uk or visit http://bs2b. co.uk/ Construction Industry Helpline: 0845 605 1956

Water Industry Registration Scheme: What you need to know THE Water Industry Registration Scheme (WIRS) has been developed to allow contractors who meet the scheme’s requirements to become registered as accredited WIRS providers. Any business looking to carry out work on the installation and commissioning of water mains and services to be implemented by a Water Utility - including Project Management, Design and Construction - need Water Utility approval.

discussed and agreed upon when the group meets every four months.

There are three main categories of accreditation available:

WIRS is backed by Water Utilities as it negates the need for them to run their own approval schemes. As such, they encourage all WIRS providers involved in the construction of new water mains and services for adoption to obtain the WIRS accreditation.

Design: For those WIRS providers who want to carry out the design aspect of the installation of the infrastructure.

Being an accredited and subsequently registered WIRS provider gives companies the opportunity to tender for and undertake installation and commissioning of water mains and services, in keeping with their accreditation level and the Water Utilities in whose area the work is being done.

Any WIRS provider contracted to undertake contestable work (as defined

by OFWAT and detailed in the National Self-Lay Code of Practice) can be accredited, and registered under this scheme. The scheme is recognised by all Water Utilities within England and Wales and enables WIRS Providers to tender for, and if successful, carry out design, installation and commissioning of water mains and services.

The Water Industry Regulation Scheme is operated by the Lloyds Register Group and is used to independently assess service providers looking to work within the water industry.

Lloyd’s Register EMEA is a worldwide accreditation and inspection body that has been chosen as the Scheme Operator for WIRS. The controlling body of WIRS is the WIRS Advisory Panel (WIRSAP), which consists of representatives from WUs and WIRS providers and has input from OFWAT, Energy and Utility Skills and Lloyd’s Register.

The requirements of the scheme are

Project Management: for those WIRS providers who don’t have construction site staff but want to engage in contract negotiations with clients for connection work and play a role in the adoption agreement with the relevant Water Utility.

Construction: This is divided into seven sectors that include: • Work on development sites with mains up to 355mm diameter.

• Off-site work with pipe diameters over 355mm diameter.

• Service laying on development sites (where mainlaying is not done by the WIRS Provider laying services and service diameters do not exceed 63mm).

• Making routine in-line mains connections (only allowable when a mainlaying scope is already held).

• Construction of routine and non routine under pressure mains branch connections (Scotland).

• Permanent disconnections (Scotland).

• Meter installation maintenance activities (Scotland).

The assessment for accreditation is split into two parts – partial and full.

With the partial element of the process, the WIRS provider must be verified to ensure it has the requisite management systems, method statements and competencies and that their health and

safety capability is appropriate for the work being undertaken.

The partial accreditation allows for contractors who don’t have a track record in the water industry to gain a foothold as a WIRS provider. If the company can demonstrate their competencies, they could be awarded partial accreditation and be able to bid for work.

Once successful, the company would be required to contact Lloyd’s Register who would undertake a site assessment on their first contract to enable them to gain full accreditation. Without the partial accreditation and subsequent registration phase it would be difficult for contractors with no water track record to enter the contestable market.

For a company to achieve full accreditation, it must be verified that it has work control, contract change control, HR, procurement and storage systems available to make sure work processes are consistent and competency is maintained both onsite and in office-based support services.

Full accreditation can only be attained upon the company being awarded work and undertaking the full scope of works for which accreditation was sought. An assessor will visit one or more of the sites where work is being performed to assess the competency and methods of work applied, and to make sure it is consistent with the competency and method statements reviewed under the partial assessment process.

The costs of accreditation are based on a set of standard charges and an information sheet outlining costs is available on the Lloyds Register WIRS website. The cost will depend on the scopes requested and the size of the WIRS provider.

Further guidance is available at www.lr.org

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Birmingham ‘resilient’ as Elan Valley Aqueduct restoration gathers pace

Severn Trent Water has proposed a sludge treatment plant which will make safe any hazardous particles removed from raw water.

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FOR over a century the iconic Elan Valley Aqueduct (EVA) has channelled water from the Welsh vales towards the city of Birmingham, some 73 miles away.

A Victorian-era feat of engineering, the EVA has remained at the forefront of Birmingham’s water provision since its opening in 1906. Indeed, so reliant is Birmingham on the historic aqueduct that Severn Trent Water has been unable to close the EVA to accommodate much-needed restoration and modernisation works.

Hence, the Birmingham Resilience Project (BRP) - one of the greatest engineering challenges ever undertaken by Severn Trent Water.

Through the BRP an alternate source of water is to be created to facilitate periods of maintenance. Birmingham’s water supply will be entrusted to this second source for up to 50 days every other year, during which the EVA will be structurally assessed and repaired as required.

require a 45 metre wide working area.

Trenchless tunnelling techniques will be implemented at particularly sensitive points, allowing contractors to bypass nearby roads without the need for unnecessary closure. Severn Trent Water will also liaise with those landowners affected to minimise disruption to their grounds.

Water from the River Trent differs greatly in composition to its Welsh equivalent however. Thus, Frankley water treatment works must be upgraded and extended if it is to accommodate an additional source. Clarification tanks are essential to treating raw water, while rapid gravity filters, chemical dosing facilities and safe storage for substances used will all be necessary if safe drinking water is to be ensured.

Furthermore, Severn Trent Water has proposed a sludge treatment plant which will make safe any hazardous

In recognition of the River Trent’s standing among fishermen, Severn Trent Water will also collaborate with angling groups to ensure that high fish populations and cherished angling spots are preserved.

CONTRACT AWARDED In recent weeks, Severn Trent Water has awarded civil engineer Barhale with its raw water contract.

In recognition of the Contractor’s commitment to innovation and efficiency, Barhale will now oversee installation of 25km of pipeline, in addition to the construction of the intake pumping station. This initial phase is expected to continue until October 2018.

Dennis Curran, Barhale’s Company Chairman commented: “We will work closely with Severn Trent Water to ensure the goal of ‘investing efficiently for our customers and leaving a legacy to be proud of’ is achieved on the Birmingham Resilience Project.”

To enable this ambitious undertaking, water from the River Severn will be abstracted at Lickhill and pumped 16 miles cross country to a newly built treatment plant at the existing Frankley water treatment works.

The Birmingham Resilience Project is a considerable undertaking then, both logistically and financially. In total an approximate £300M will be invested by Severn Trent Water over the five year lifespan of the project.

Ofwat, the economic regulator for the water sector, expects the project to be delivered ahead of AMP6’s end date March 2020.

One of 22 potential sites surveyed by Severn Trent Water, Lickhill was chosen for its depth of water and geographical features, which will ensure that the pumping station remains above projected flood levels.

Severn Trent Water will construct a water intake on the riverbank, alongside a pumping station with four large pumps, each buried 15 metres into solid rock. Once built, the vast majority of the facility will be obscured from view, while those elements that are visible will be housed within a purpose-built farmer’s barn.

particles removed from raw water.

Though much of the build will occupy a former brownfield site, the sludge treatment plant will be built on land designated as Green Belt. Severn Trent Water is therefore limiting the height of the facility to no more than nine metres, with a view to minimising its visual impact.

A PIPELINE TO PROGRESS

The environment will remain a constant consideration throughout.

Progress will be closely monitored by the Environment Agency, while abstraction will be permitted only if the river flow remains above the agency’s ‘Hands Off Flow’ levels. These figures are calculated to ensure that there are no adverse effects to the river, its ecology and any users downstream.

As such, operations will take place in the autumn and winter when river flows are typically higher. Effort will

The preferred pipeline route was agreed following two years of preliminary technical work and an extensive first round of public consultation. The route - which spans communities, road and rail infrastructure, nature reserves and sites of specific scientific interest - provides its own unique challenges however.

To be constructed in an open trench, the one metre wide pipeline will

also be made to restore the landscape to its natural state once construction is complete.

But it is a necessary undertaking also. Without this intervention Birmingham’s water supply is left increasingly vulnerable. By investing in new infrastructure, Severn Trent Water is creating a more sustainable water supply for Birmingham and its surrounding communities. A fact to which Liv Garfield, CEO of Severn Trent Water, can attest: “This project is all about securing the fantastic legacy the Victorians left us in the Elan Valley Aqueduct and creating a more resilient water supply for 1.2 million of our customers in and around Birmingham.

“We aim to invest efficiently so we can continue to deliver the lowest household water bills in England and Wales and we’re delighted to be working with Barhale to help us achieve that.”

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Is a National Housing Service the solution to the UK’s residential shortfall?

JAMES Knight, Head of Residential at Arcadis, speaks to UK Construction Media about the global design and consultancy firm’s innovative new report - ‘Solving the housing crisis: THE BIG IDEA’ - and the prospect of a National Housing Service.

Arcadis recently released an ambitious new report - ‘Solving the housing crisis: THE BIG IDEA’. Could you provide a bit of background to this? What was the reasoning behind the report?

Over the last 12 months, Arcadis has seen the industry’s focus shift towards the capacity issues that the residential sector is currently experiencing. At the moment the industry is building around 140,000 units per year.

Depending on who you want to believe, we need to build between 220,000 and 320,000 – a lot more than we have built for a number of years.

Looking at the total completions since 1969, you don’t need to be a statistician to work out that there’s a trend; they’re going down, and even if you remove the blips, the underlying trend is

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decreasing numbers.

As a country, we’ve had a very strong public housing sector. In times of recession, when private unit completions have towed off for obvious reasons, the public sector has stepped in and ramped up delivery, and if you look at our research that’s quite clearly shown. Historically, this was done through a number of vehicles including local authorities, the GLA and registered providers with access to social housing grants.

Previously, in London you could get anything up to a £120,000-a-unit social housing grant to build social rental properties. This has gradually diminished to basically nothing. In fact, the social housing grant is now at such a paltry level that the developing housing associations would almost rather not have it so as not to be bound by the onerous compliance that comes with it. Many of the big providers have instead become property developers in their own right - using the funds from their programme of private delivery to reinvest in social housing.

This is well documented, everyone talks about it and the discussion is not just restricted to people in the industry - its everyday news. The thinking behind the report was to do something game-changing - something substantial yet sustainable.

Whether the National House Service is a solution or not, it’s a bit of thought leadership that’s aimed at provoking people into thinking about the issue on a national rather than local level.

Could you explain the National Housing Service concept? How would the Agency work in practice?

The recognition is that it would have to be self-sustaining. It’s the worst time ever to suggest creating a quango, which some might say the National Housing Service is. The Government is currently trying to do away with quangos and the Homes and Communities Agency (HCA) is diminishing in power, almost by design.

This is different.

As an example, London and Quadrant (L&Q) is a top five, if not top three,

London developer of any residential units by unit number. In their own right, they are a big player in the development market. They’re credible – they deliver a lot of units and they enter into a lot of joint ventures with the likes of Bellway, Barratt and Taylor Wimpey.

In 2007, L&Q realised that they needed to rework their business model and proceeded to re-structure the organisation into separate arms, just as a developer would. Acting as a developer, they have delivered significant numbers of units and reinvested the proceeds in new sites and acquisitions. This has also helped them to deliver affordable housing that is not reliant on the HCA or government grants.

Our idea is; what if we scaled this up to create a National Housing Association, not paid for by the Government but independently financed with the profits from development reinvested – a not for profit organisation.

How has THE BIG IDEA been received?

It’s been pretty well received. The Housing Finance Institute was very interested to hear what we had to say and we’ve been speaking with them quite closely. There is an element of

cynicism around ‘What do the HCA do?’ however. I suppose that’s the immediate reaction – ‘Isn’t this just the HCA?’ – which it’s not.

But I think the general acceptance is that, if you could create an organisation that brought some of those essential ingredients together – whether it’s the National Housing Service or something different – then it would be a sustainable long-term solution to a problem that desperately needs it. This isn’t something you can fix in a single political cycle.

I think one of the biggest drivers behind THE BIG IDEA is the lack of capacity. We estimate that anything up to 250,000 people could have left the industry since 2007, through early retirement during the credit crunch or a lack of new graduates. This has filtered down to the trades as well.

You can’t scale up the industry again to deliver the capacity that you need in a short space of time. It may take five years or more to get an additional 100,000 people into the industry.

The recognition that there needs to be a more holistic approach is certainly there. I’m not sure we’re saying that we have the right answer, but what we do have are some ideas that have been tested and may have some of the ingredients of a potential solution.

Are we any closer to the National Housing Service becoming a reality?

I think that something relatively major will be done in the next three years.

Whether it’s a National Housing Service or a holistic coordinated approach to training and recruitment remains to be seen.

The recent merger between L&Q, Hyde Group and East Thames is just one example of how things are going to start being done differently. The move makes them one of the country’s top four housebuilders and signals a real step-change in delivery mechanisms.

The Government also recently announced a £1.3Bn fund to remediate brownfield sites. Should they invest in a training academy or would a number of major developing registered providers group together to set up their own manufacturing facility? That’s something that I could see happening.

The restricting factors would be the practicalities associated with different organisations working together. How would you get them to talk to each other? How would they share delivery from that facility? If they were able to share regionally, it might be achievable; and if Legal and General has done it, someone else will.

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I saw an opportunity that existed so I created something and it has driven me to keep it going ever since.

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Exclusive Interview: Rebecca De Cicco UK Construction Excellence talks to Rebecca De Cicco about the BIM Level 2 mandate, Women in BIM and training within the construction industry.

Rebecca has lived in the UK for almost ten years and following a series of successful senior roles in varied architectural organisations, Rebecca now manages her own consultancy, Digital Node, providing advice and insight to construction professionals all over the world on advanced digital solutions on projects as well as implementation and management processes. It is with this knowledge that she is able to communicate, train and manage teams in a BIM environment as well as ensure her knowledge is spread throughout the industry within education and focused groups.

Rebecca works with Building Smart UK, sits on the Autodesk Developer Network and feedback community and supports the London BIM initiative within the BIM Regions that help support and grow an industry. She is also a strong advocate for diversity and young people (having been part of a future focused industry group, BIM2050) and also teaches, mentors and trains young people regarding future processes and BIM. Her interest in training and upskilling also involved a strong social media presence for herself (@becdecicco), her organisation (@digital_node) and finally her diversity group (@womeninBIM).

Could you tell us about your background in the industry?

Yes, sure. I started off in Australia as an architect and always had a passion for how technology could start to influence and help buildings take shape and form. As a result, I moved into a variety of differing roles before moving to the UK in 2006 where I have worked in architecture and construction since.

I was employed by a variety of both small and large scale architectural firms before founding my own business

Digital Node two years ago. My roles evolved in industry. I became fascinated by how BIM can start to shape how we design, build and manage our projects and I now focus on supporting companies implement, develop and utilise the BIM process.

There was a good opportunity for me to do this at the time, due to the lack of current skills in industry and a poor pool of resources to support.

How old were you when you first realised you had an interest in construction and was there anything in particular that inspired you?

I was always passionate about starting my own business, even as a young girl, and as a result drove myself hard to become the best at what I did. I never really felt that I was interested in construction as such, but I was always fascinated by technology and how it evolved as I was growing up, shaping how we work and interact. I would have been about 12 or so when I realised this.

I studied architecture in Australia and always had a passion for creating spaces that challenged existing conditions whilst exploring ways to justify why space and the way it functioned could exist as it did. There were no real role models back then for young women in construction and it was a shame that I had very few people to look up to. However, my father as a small business owner in the supply chain side of delivery of construction always influenced me in making decisions and thinking about construction as a career.

Was running your own company always part of your career plan?

Yes. Digital Node was formed out of the creation of Conceptual Node back in 2002 which focused on supporting companies utilise digital technologies in a construction context (when I

lived in Australia). BIM felt a natural progression of this, and I felt there was a huge opportunity for me to grow a business in this context, relative to the UK mandate and how the industry was evolving from 2011 to today. Digital Node was formed in 2012 and has been around ever since. More recently I have scaled the business and now have clients in Australia supporting Digital Node Australia where I am co-located.

There are many opportunities for the business both in Australia and in the UK and I hope to work in both locations as much as I can.

How did Women in BIM come about?

As I worked in construction and in a variety of roles at the early stages of my career, I never really noticed an issue with the gender and diversity gap in construction. It wasn’t until I started to move to more senior roles, that the numbers of women began to drop and the perception of women in industry was poor. At that time, I was also attending a variety of BIM related events in the UK and become a key part of the BIM community and felt it was a huge problem that I was a minority as I knew there were other women who were also challenged by the same issues. I therefore founded the group in 2012 following some key global BIM events and the numbers have continued to grow since then. We now have over 200 people connected to the LinkedIn group, an active Twitter following, and connections to other diversity groups globally.

I saw an opportunity that existed so I created something and it has driven me to keep it going ever since.

What do you think needs to happen to get more women involved in the construction industry and do think BIM has a big part to play?

As I said, there is not one way in which we can address this issue. We all need

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to focus on ensuring women are encouraged and retained. I have always said that there are many young women entering construction related roles, but the number who remain and work their way into senior roles is still too low. The issues are not BIM related, but there are many key BIM related themes that women can aid in developing as part of a future workforce.

Diversity and inclusion of all genders, ages and minorities must be addressed in order to tackle the skills gap. This is especially relevant within the context of BIM as we have a large workforce in the UK, but the skills are often not available.

The construction industry is still very male dominated. Do you think there’s a glass ceiling that could see women leave the industry simply because they feel they can’t break through it?

Culturally, the industry is still struggling to be inclusive on a gender front. As a result, I do believe there is a glass ceiling we still need to break through. One issue is still equality in salary and pay. Why this is still happening is ridiculous and must change in order for our industry as a whole to change. The need to break through a ceiling is a ridiculous concept but we do need male dominant figures to help support this.

What are reasons for this and what can be done to help?

As an industry we need to support education and drive the diversity incentive to young people as much as possible. The only way to do this is to support the drive via industry. Industry and education need to ensure that they collaborate and support incentives such as ‘Design, Engineer, Construct and Stemettes’. These sorts of groups can begin to influence young adults and therefore grow a more diverse workforce for construction. As I already explained though it is a bigger issue that the numbers drop as we move up

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the ladder, so the retaining of women in construction is an equal, if not bigger, issue.

Do you have any plans for Women in BIM going forward?

As a group, we are a networking team, but the aim to grow the group was to ensure we had support, a soundboard and a place where we could discuss these types of things openly. It is important to be able to openly discuss these types of issues and therefore the group works predominantly to provide a voice. However, moving into 2016 and beyond the aim is to grow a database of BIM experts that can be utilised to support showing presence at industry events in regard to BIM and we are currently working on a way to create this database and share it to the wider industry.

With the UK mandate for BIM Level 2 behind us, how well placed do you think the construction industry is?

Industry consists of over three million people and it was an ambitious attempt that the Level 2 programme would be completed satisfied across industry.

There are many companies and organisations rapidly advancing their skills but this is not telling of the entire workforce. There are some individuals who are more advanced than others, some companies who are pushing the drive more than others and therefore it is impossible to predict where we currently are placed in regard to our knowledge and skillset. Industry reports such as the NBS BIM Survey help us to establish some gauge of current industry positioning but again this would only reference a small portion of industry who are well engaged already.

What the Level 2 BIM programme has enabled is the rapid change throughout industry to grow, build capability and work in a digital environment. The mandate has only propelled us to change the way we work and interact

in construction as we were an industry known to be culturally incapable of change, poorly using technology and procuring work based on price over skill. This has now begun to change and we are seeing positive results on live projects.

You were involved in the BIM 2050 programme, did that play a part in you wanting to get involved in the teaching and training of BIM? Not particularly no. I was always passionate about teaching. I started teaching very early after graduating as I had a particular skill in being able to relate to and engage with students. This has obviously grown as I continually support Design, Engineer, Construct (http://designengineerconstruct. com/) workshops and mentor students in construction related careers. I have also more recently supported two MsC programmes for the Universities of Westminster and Bath, and both of these opportunities have enabled me to not only interact with students, but understand their perceptions of the way the construction industry currently works.

Is a lack of training holding back the industry?

As most aren’t aware, statutory training requirements in the UK are at a low level of l.5 days per employee per year.

We are running at risk of not training staff properly in order to be able to deliver and there is no consistent training methodology we can go by. The positive is that the BIM Task group have provided a framework to utilise in regard to BIM Level 2 training, in particular with the BIM Learning Outcomes Framework. The framework ensures that all of those providing training consistently deliver to a level and that they can be compared against.

Currently Digital Node has been working alongside the BSI to ensure the BSI BIM Course offering aligns to these learning outcomes and therefore are a good framework to go by.

a technological divide is already apparent, a mere two months into the mandate.

BIM and the SME perspective WHEN the Government first announced its intention to mandate Level 2 BIM on all public sector projects, the SME perspective was an obvious concern. In moving forward, how could the industry be certain that smaller businesses would not be left behind? They couldn’t, of course, though steps were made – through organisations such as BIM4SME – to engage the entire supply chain in the process.

But according to Brendan Patchell – BIM Strategy Manager for Morgan Sindall Professional Services – a technological divide is already apparent, a mere two months into the mandate.

The key, Brendan says, is scale.

BIM is now a requirement for all Government projects over £5M. Those schemes that fall below this threshold are under no obligation however, meaning that there is little or no impetus to adopt BIM as best practice at SME level.

Speaking at the Regional Conference for the Royal Institution of Chartered

Surveyors (RICS) in Birmingham last month, Mr Patchell claimed that this ‘engagement gap’ was causing smaller businesses to miss out on invaluable time and cost efficiencies, further widening the gulf between the BIM haves and the BIM have nots.

Brendan Patchell explains: “The construction industry as a whole is late in adopting 3D modelling practices. If you look at the aerospace and automotive industries they have been using it for 20 years plus, whilst construction has only recently recognised the benefits.

“Although the government mandate for larger projects has increased engagement, there still remains a significant gap in the understanding and use of BIM - especially in smaller value projects and those outside of government influence. By making BIM mandatory on lower level projects we would see firms of all sizes benefitting from the time and cost savings BIM brings.

“MSPS has been using 3D design on

all levels of projects for over 15 years, and we know from experience that BIM can work on any project size or type. It can be reconfigured as projects evolve, leading to significant efficiencies, ultimately reducing capital and life cycle costs. By making the use of this technology mandatory across all projects, regardless of size, we as an industry would not only be ensuring best practice is followed, but we will be looking after our smaller businesses where the benefits BIM brings will really be felt.”

SME uptake of BIM was hotly debated in the run up to April’s mandate. Earlier in the year, Raj Chawla - Vice Chair of BIM4SME - told UK Construction Excellence of his own concerns: “For the SMEs that we have been in touch with, I am happy to say that they are capable of participating in Level 2.

However, if you’re talking about the entire country then I’m afraid that, out of the 2.5 million people employed in the construction industry, maybe just 5-6% know what Level 2 is about. That is the biggest problem we are facing at the moment.”

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An interview with Matt Underhill, Event Director Part THREE 8. What workshops, seminars and guest speakers can visitors look forward to this year?

Vision is the only event in the UK specifically targeted at architects, specifiers and their clients and the education programme reflects this. At Vision 2015 the educational programme was a great success, with several sessions oversubscribed, so we have developed this further for the 2016 event. The programme will once again run across both days of the event (7 and 8 June), covering 7 key streams. All sessions are free to attend when you register in advance, and visitors can pick and mix from the different streams to create their own learning programme. Alongside the education programme visitors will also have the chance to visit our exhibition in between seminar sessions, where they can see some of the most innovative products and solutions on the market today.

The 2016 programme builds on the most successful seminar streams from 2015 and also includes some new ones. Our core streams are still focused heavily on, for example the Future Materials & Systems stream, as after all that is what our exhibitors are delivering on the show floor – cutting-edge materials and innovations.

This stream includes some exciting sessions on the use of nanomaterials and organic biomaterials as well as looking at the reuse of traditional materials such as steel. Other core streams from 2015 include Innovation in Architecture & Design sponsored by Marshalls – a chance to learn from leading architects about the latest architecture and design projects across domestic and commercial, retail, education and health – and Building Health

& Wellness, which looks at how the buildings we live and work in can affect our wellbeing and how new standards in design and construction can alter this. This stream is sponsored by Saint-Gobain who will be outlining their new Multi-Comfort concept at the show.

Our popular Technology Talks will form part of the programme again in 2016 - with key sessions including talks on robotic fabrication and 3D printing - and we are also adding three brand new seminar streams, Offsite & Modular Construction, Smart Buildings and Building Information Modelling (BIM). These are three areas that are becoming increasingly important to architects and specifiers as the market grows, so are a natural extension to our seminar programme. In the case of BIM we are taking a new angle, looking at the challenges as well as the positive aspects of the technology. For example it’s a great opportunity but it does carry a security risk, so we are exploring how the industry will deal with those pressures as well as the good points about BIM. Altogether the 2016 education programme will provide over 150 hours of CPD accredited seminars and workshops, running across four theatres over the two days of the event, all free of charge to visitors. The full programme is published on our website. We are very excited to be welcoming over 120 international speakers to Vision 2016, including prominent figures such as Professor Rachel Armstrong, Professor of Experimental Architecture at Newcastle University; Anssi Lassila, Director & Founder of OOPEEA; Professor Arch. Fabrizio Rossi Prodi, Lead Architect at RossiProdi Associati; and Professor Tim Sharpe, Director of The Mackintosh Environmental Architecture Research Unit.

9. Given the success of the inaugural event, has it been easier to organise the 2016 event? Where have the major challenges come from?

We’ve learnt a lot from the success of the last event but it doesn’t stop there, and it certainly never gets easier if you want to nurture and grow an event. The major challenges have come from identifying the key themes in the industry and then finding the right ways to deliver this to our audience. Vision is all about the future of the built environment and innovation in the industry, so we need to stay on top of all the latest trends and technology available, to ensure that the event stays current and leads the field. So in 2016 we are developing our educational programme, growing the exhibition to include even more products and solutions, and adding more innovative features.

10. Beyond 2016, how do you see the event developing further in the future?

Vision will continue to develop along with the industry and stay relevant to our audience of architects, specifiers and their clients. We hope to develop long term partnerships with our exhibitors who will continue to support the show and to use it as a platform for their own innovations.

We will never lose sight of what our visitor audience needs and wants and where the market is moving.

Vision 2016 takes place at London Olympia on 7th and 8th June 2016. To claim your free visitor pass visit www.

visionlondon.com/register

Union Square: A simple solution to BIM integration IN AN EXCLUSIVE INTERVIEW, UNION SQUARE DISCUSS BIM INTEGRATION, THEIR WORK WITH THE OPEN BIM ALLIANCE, AND THE INDUSTRY’S MOVEMENT TOWARDS FULL BIM COMPLIANCE. For the uninitiated, could you provide our readers with an introduction to Union Square and the services available?

Union Square are a construction specific software provider delivering a browser and mobile based solution that helps organisations manage business and project information better. It connects directors, project teams and business support people to the information they need to do their job when and where needed. The system helps to create, manage and control all of the structured data (clients, enquiries and project details) and unstructured content (emails, drawings and documents) across departments, and through the processes of winning and delivering project work. Since 2000, we have supported architects, engineers, consultants, contractors and trade contractors to manage their transition from paper to digital, and enhance their day-to-day project working processes.

With Building Information Modelling (BIM) high on the industry’s agenda, how is Union Square able to support businesses looking to integrate data between BIM models and other operational systems?

Union Square offers a range of productivity tools, which allow the integration of data between BIM

models and other operational systems.

This includes Revit but also increasingly features the utilisation of IFC to share and repurpose data. At a practical level, Union Square support our clients by: • Providing a framework to control information approval and flows through Governance gateways.

• Delivering a Common Data Environment (CDE) to manage the secure and controlled exchange of model and design data.

• Supporting design team productivity by integrating Revit with design management workflows for approval and issue.

• Ticking the box on compliance by tracking all project communications in a robust, secure and auditable way.

In 2015, Union Square joined the Open BIM Alliance. Could you explain the rationale behind this? How is the Alliance benefitting Union Square’s clients?

Union Square are proud to be part of a collective and a contributing voice driving Open Standard BIM exchange.

Since 2000, we have helped to support change in traditional working methods as technologies like email, mobile and more recently file sharing software have changed the means for working. BIM is another game changer for the industry, representing a maturing of project procurement and delivery processes.

History tells us that complimentary and competing industry bodies and software

vendors will define their own agendas if left unattended. Being an active part of the OBA is a clear indication that Union Square actively promotes the adoption of open standards and is proud to support any initiative that will increase awareness of the need to adopt BIM strategies, drive efficiency and remove waste from within the construction industry.

From Union Square’s perspective, how are companies coping with the transition to BIM Level 2?

Are businesses receiving enough support?

The reality of BIM adoption and Level 2 compliance ‘on the ground’ is somewhat different from industry media coverage and government messaging. In summary, it’s a real mixed bag. Tier 1 contractors and consultants are most invested in BIM L2 adoption, and they are starting to educate and support their supply chain get up to speed. Interestingly, some of the best innovation in our client base is being driven in the supply chain through trade contractors (like Caunton and Lakesmere). They have been using modelling technologies and robust data management policies with the structural designers for a decade or more. Within the regional SME market, there are clusters of organisations, and small pockets of BIM brilliance to be found, that are delivering exemplar projects and positive project outcomes.

Depressingly though there are still too many businesses with their heads down, underinvested in training and technology that haven’t caught up or don’t want to get aboard the train!

More information is available on the Union Square website: www.unionsquaresoftware.com

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Construction Software: A frontier for innovation Software is currently revolutionising not only the way in which buildings are conceived and constructed but also how they are operated and maintained.

THE lofty concept of Building Information Modelling (BIM), first endorsed by central government in May 2011, has brought about renewed interest in 3D modelling software and the possibilities it affords collaborative thinking throughout the construction process.

BIM is but one avenue however, and companies across the supply chain are now beginning to consider how the right software might benefit their business.

Just Housing Group (JHG), an east London-based housing and support services business, is one such organisation.

Working in partnership with the Derbyshire-based social landlord Futures Housing Group, JHG has implemented an extensive procurement system that will allow the social housing provider to make substantial efficiency savings, curtail unnecessary spend and avoid

potential pitfalls in the Group’s contract management programme.

The software management system integrates a full contracts register with supplier performance management and contract compliance monitoring - effectively managing the delivery of multiple contracts across a housing portfolio some 8,000 properties strong, while simultaneously creating opportunities for increased efficiency.

The results are undeniable. In recent months, Futures Housing Group has been hailed as a beacon for contract management delivery, having secured ‘Contract Management Initiative of the Year’ at the Government Opportunities (GO) Excellence in Public Procurement Awards and an ACA Annual Award for Innovation in Partnering.

John Thornhill, Procurement and Contracts Manager for Futures Housing Group, said: “We needed an uncomplicated system that would appeal to service users yet provide

a robust platform of recording and monitoring contracts that leaves service users able to get on with their day jobs.

“In the background, the JHG system keeps an eye on progress providing timely contractor surveys and assessments. It drives our procurement programme allowing my team to provide budget holders ample time to help us prepare for re-tender.”

Ian Hippach, Partner at Just Housing Group and Head of the Group’s Systems and Technology Division added: “We are delighted to have implemented a system that has transformed the way in which Futures Housing Group works with its contractors and as such has led the housing association to now be seen as an innovative and progressive leader in the supply chain.”

Elsewhere, Essential Living - a developer and operator of private

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rental homes in the UK - has employed similar methods to better manage its own portfolio, which includes a pipeline of 5,000 homes across London and the south east.

Sophisticated new procurement software is enabling Essential Living to track project spend against budget for greater control over costs and expenditure. The entire purchase to pay workflow cycle has been streamlined with a web portal for invoice approval by authorised personnel, while a range of comprehensive reports give an instant view of all business operations.

INTELLIGENT SOFTWARE SOLUTIONS Intelligent software is, of course, a natural fit for asset management. As such, Highways England has piloted an innovative new asset tool, RedBite, to better monitor the condition of highway infrastructure, such as street lighting and drainage.

The trial forms part of Highways England’s £88.4M A160 Port of Immingham improvement programme, intended to upgrade access to one of the UK’s busiest ports.

Using RedBite, contractors are now able to ‘tag’ Highways England owned assets. Once tagged, data can be transmitted to a secure webpage where all information relating to that asset can be found.

This information is, in turn, providing Highways England with a fuller picture of their assets as Highways England’s

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Project Manager, Ben Ridgeon, explains: “Managing and tagging assets using intelligent software has many benefits, not only in recording the location of that equipment but, more crucially, in monitoring that asset in the future.

“With such heavy usage on our assets, wear and tear is inevitable. By using a system where we can record and maintain a large amount of data on a range of different equipment, we can improve accuracy on the condition of those assets.”

Online innovation is also rationalising business process. Much has been made of cloud computing, for instance - an approach which employs a network of remote servers hosted on the Internet to store, manage, and process data, rather than a local server or a personal computer.

Research indicates that 90% of all UK businesses are now using at least one cloud based service. For the construction industry, this could lead to improved efficiency, greater flexibility throughout the supply chain and truly collaborative working.

Pete Watson, CEO of Atlas Cloud - a UK firm of 3D virtualisation specialists - adds: “Cloud based software allows the site worker, the home worker, the worker on the move, and the worker at the international office to connect to a virtual workspace from everywhere.

It’s a strategic fit with the very nature of the work of the construction industry, where collaboration and communication are key.

“IT was once a central overhead for construction companies. But embracing cloud connectivity could allow firms to save money, working on cost-per-user basis, dependant on the number of people working on a project.”

Historically, the construction industry has been slow to embrace innovation, but these examples underscore the impact of construction software on business performance and process.

When implemented correctly, the right software can revolutionise the way in which companies do business and, in a highly competitive landscape, this may prove to be the deciding factor.

Conversely, if the software chosen is a poor fit for the business or implemented incorrectly, the results can be disastrous. Considerable investment is therefore critical - both financially and in terms of time, training and manpower.

Such costs can easily spiral out of control however. Companies are therefore urged to exercise caution when implementing new systems.

What are your requirements? What alternatives are there? Is the software being used to its fullest or is it an unnecessary drain on resources?

April’s BIM Level 2 mandate is the most recent milestone in the construction industry’s cultural shift towards digital integration. Increasingly, software is proving the differentiator, and those businesses that opt not to invest risk being left behind.

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Japanese knotweed eradication and control Several hundred invasive plants are prevalent in the UK and Japanese knotweed is chief amongst these, with the capacity to cause untold damage.

If left untreated, it will invade sensitive wetlands and drive out native wildlife, taking over further as time goes by.

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JAPANESE knotweed continues to be a problem for the construction industry, but it is one that is being taken more seriously than ever.

Discovered in Korea, Japan and China in the 18th century, the plant was brought to Europe and imported into the UK by the middle of the 19th century.

Japanese knotweed has hollow, bamboo-like stems reaching heights of six to nine feet. It spreads by horizontal stems that can grow 50 feet long.

The leaves are large and oval shaped with pointed tips. The plants produce branched clusters of white flowers in late August and September but produces minimal seed. It is spread when small pieces of the plant or rhizomes – which are the underground root-like stems – are broken off. Just one piece of rhizome or plant can produce a new plant. These can be transported to a new location if soil is moved that contains them, by water if the parent plant is close to a river or stream, or by fly-tipping cut or pulled stems.

Currently, several hundred invasive plants are prevalent in the UK and Japanese knotweed is chief amongst these, with the capacity to cause untold damage. If left untreated, it will invade sensitive wetlands and drive out native wildlife, taking over further as time goes by. Other problems can arise from Japanese knotweed, such as blocking footpaths, damaging concrete, tarmac, flood defences and the stability of river banks. Consequences are wide and varied, with economic loss primarily associated with control costs in the construction sector. Having Japanese knotweed can cause damage to hard surfaces, built structures and will discourage financial institutions from providing building insurance. In addition, if a property has Japanese knotweed, it will impede the sale of such a building.

The main issue is whether or not they stand by near water. There must be consent from the Environment Agency if herbicides are to be sprayed near water, and there are only two types of herbicides that are approved.

Health and safety must be taken into consideration, with the person who is administering the spray properly trained and a holder of a Certificate of Competence. If the spray is not administered following the advice on the label, with the correct certificates, it will be considered an offence. The treatment must be carried out in dry weather, with the recommendation of waiting at least six hours after rain before applying the spray to avoid the herbicide spreading.

With Japanese Knotweed known for growing very tall, the best time to apply treatment would be in the Spring when they are around 1 metre tall, or after cutting once they are around this height. Various methods of application include tractor-mounted spraying for large areas; knapsack spraying for small areas; lance sprayer for tall stands or for stands in inaccessible places (such as steep slopes and river banks); controlled droplet application; injection method for small stands and weed wiper or herbicide gloves for direct application onto leaves of specific plants.

PULLING Regular pulling after a number of years will eventually kill the plant by exhausting the rhizome. This method is only effective on small or newly established plants, where only a few stems have established. It is good technique to use in areas where there are native or sensitive species growing, and where herbicides are not appropriate (wildlife sites or riverbanks).

The plant should be pulled near the base to include the rhizome. Cutting and mowing can be used to prevent

spread, however it is important that all cut and pulled stems of Japanese Knotweed are kept on site or disposed of in a licensed landfill site that can carry out deep burial.

CUTTING Cutting can be carried out with tools that have a metal circular blade or strimmer’s with a metal blade, with the cut material collected up, dried out and burnt on site or removed and taken to a landfill site. Individuals should use protective clothing and a face visor, cleaning any equipment before leaving the site to prevent the spreading of any fragments of knotweed around the site.

The plant should then be monitored to make sure it is not spreading sideways as there is evidence that cutting can cause the rhizome to spread laterally.

MOWING It is recommended that mowing is a good way of controlling the growth of Japanese Knotweed, however if the mowing is stopped, the plant can reappear. It is recommended that a mower with a collecting box is used, where all mowing’s can be contained.

GRAZING In the UK, a variety of animals graze on Japanese Knotweed. They prefer the younger plants, where the steams are less tough. Grazing can help reduce shoot densities and height, but it will not eradicate it. Although it can help reduce the spread into uninfested areas, it is not a method of control.

Dead stems should be cut back in winter as these can deter grazing in the spring. Continued grazing will ensure the supply of new shoots throughout the growing season.

METHODS OF CONTROL: CHEMICAL TREATMENT Although herbicides are one of the most effective options for the control of Japanese Knotweed, there are issues that must be taken into consideration.

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The Knotweed Code of Practice UK Construction Excellence considers Japanese knotweed from the developer’s perspective.

and the potential impact on overall profitability. Is the development still viable?

Effective management of land infested

by Japanese knotweed can avoid issues of cost, potential prosecution, physical damage to buildings and surfaces, and lasting environmental repercussions. For any prospective developer, overcoming these issues should be a priority. But where does a developer go for guidance?

If so, the appropriate treatment must be identified and integrated into the development schedule as promptly as possible. Early and effective action has proven to significantly reduce the chance of Japanese knotweed reoccurring. Adequate time must be allocated to develop and apply an invasive species management plan however. For this, a phased approach may afford developers with additional time to tackle the problem head-on.

Both the Environment Agency and the Property Care Association (PCA) have established codes of practice, intended to provide clients and contractors with valuable advice on the appropriate treatment of Japanese knotweed.

ADVICE FOR DEVELOPERS The redevelopment of brownfield land plays a vital role in urban and rural regeneration. Many of these sites are host to Japanese knotweed however, which can flourish in poor soil and quickly contaminate land adjacent.

While careful consideration is advised when deciding on a potential development site, the mere presence of Japanese knotweed should not discourage investors outright. Instead, developers need to assess the extent of the infestation, the cost of treatment

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Preventing further spread during treatment is crucial. Typically, the area of infestation is 7m horizontally from the nearest visible growth. To establish exactly how far the rhizomes have travelled, a network of ‘test pits’ must also be dug so that the soil can be carefully examined. Infested areas should also be cordoned off - with fencing or a root barrier membrane and signposted clearly.

Site hygiene is an additional concern.

Construction plant could worsen the spread for instance - something that the contractor must take into consideration. Caterpillar tracks should not be used within infested areas, while any vehicles used to transport infested soils should be pressure washed in

designated areas before being brought elsewhere.

Often, the simplest and best course of action is to seek the advice of a PCA approved specialist. The Association’s diverse membership is able to complete highly specialised repairs and treatments effectively, efficiently and safely. Their expertise should be sought in the first instance, as an unskilled intervention is likely to aggravate the issue.

However comprehensive the treatment, the possibility of Japanese knotweed remerging remains. Current owners have an obligation to record within the deed of the property the location of any buried material. This information should be readily available to all subsequent owners to ensure that the material is left undisturbed.

If the site is free of Japanese knotweed however, the Environment Agency recommends that developers secure legal guarantees saying so prior to purchase. All eventualities must be covered.

To view the Environment Agency and Property Care Association codes of practice, please visit their respective websites.

ALL WORK IS COVERED BY OUR MIDLAND OFFICE

CAMBRIDGE OFFICE

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HEAD OFFICE

M 07843 017 974 T 01902 650 094 E kevin@i-v-m.co.uk

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www.knotweed-uk.com

A Guide to Japanese Knotweed Hello, my name is Patrick Horsley and on behalf of everyone at Invasive Vegetation Management and Treatment Limited, I trust that this guide will assist you to understand Have you ever heard someone say ‘you cannot kill Japanese Knotweed’ well it is not true.

It is now over 20 years since I first started trials, field tests and controlled experiments establishing a design method which would consistently work.

Even today we continue to conduct trials to improve the translocation rates, improve our knowledge for various soil conditions, locations and maturity of the plants.

Our mission remains to improve our service to you and exceed your expectations.

Research and development is important as we strive to prove new and alternative treatment options designed to meet customers needs.

Our expertise is supported by our guarantee to all our customers.

Every single IVM treatment programme includes a completely free 2 year monitoring period, a completely free 10

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year guarantee and we can also offer you the option of 10 year insured guarantees and 25 year structural guarantees in support of the IVM warranty.

WHAT IS JAPANESE KNOTWEED? Japanese knotweed or J.K. as it is commonly known is a highly invasive, non-native plant found in the U.K. It has the potential to damage buildings, structures and over-power native species, eventually eradicating them from their own environment.

Japanese Knotweed is proscribed under the Wildlife and Countryside Act 1981, making it an offence to allow the plant to spread. All parts of the plant, and any soil contaminated with the rhizome, are classified as "controlled waste" requiring all the "duty of care" requirements under the Environmental Protection Act 1990 to be met.

The Japanese knotweed plant can regenerate from rhizome fragments as small as 0.7gram and can remain dormant in the soil for over four years making a professional and scientific approach to its eradication vital if 100% success is to be guaranteed.

Japanese Knotweed is without doubt among the biggest challenges for

today’s construction industry. As it is a highly invasive weed, which can spread very quickly from only a small fragment, and cause extensive damage to property and displace native species of flora. In addition the plant can regenerate from rhizome fragments as small as 0.7gram and can remain dormant in the soil for over four years making a professional and scientific approach to its eradication vital if 100% success is to be guaranteed.

Japanese Knotweed is proscribed under the Wildlife and Countryside Act 1981, making it an offence to allow the plant to spread. All parts of the plant, and any soil contaminated with the rhizome, are classified as “controlled waste” requiring all the “duty of care” requirements under the Environmental Protection Act 1990 to be met. See our Japanese Knotweed & the Law page.

Most guidelines suggest a program of eradication works lasting three years.

IVM feel that it is unacceptable for development companies, builders and the like to have to wait this long.

Invasive Vegetation Management developed the 'FAST' system for eradicating Japanese Knotweed. It uses a range of application techniques developed which significantly increases the effectiveness of a standard

herbicidal treatment method. When used alongside IVM's tailor-made site solution, they make a formidable partnership! Sometimes even allowing the construction program to continue un-affected.

The cost of the FAST system is approximately 15-20% of dig and dump.

Its main application is for development sites, where there is a timeframe of around eight months or more prior to construction activity and/or where circumstances prevent an effective dig and dump strategy. The FAST system also has additional environmental benefits in that typically the eradication process results in significantly lower rates of herbicide application when compared with the standard herbicide treatment methodology. If Japanese knotweed is left un-treated it can damage;

• Pavements, Roads and Car Parks • Retaining Wall Structures • Building Foundations • Flood Defence Systems • Archaeological Sites

In addition knotweed can;

• Reduce Land Values • Delay Construction Projects • Reduce Biodiversity Through Out-

Shading Vegetation • Restrict Access to Riverbanks for Anglers, Bank Inspection and Amenity Use • Reduce the Visibility of Roads and Railways

DISPERSAL & REGENERATION

• In the UK all recorded Japanese Knotweed have been female plants. Although we now have a few hybrids.

• Outside of Japan almost all regeneration is therefore exclusively by vegetative means.

• Spreads from rhizome and stem materials.

• As little as 10mm length or 0.7g fresh weight of rhizome can give rise to new plants.

• Stem regeneration can occur successfully in both terrestrial and aquatic media.

• This rapid growth provides an advantage over other species.

Over time buds adjacent to old stems will develop into large crowns.

• Once leaves are formed flow of nutrients are reversed and photosynthetic products are translocated down to be stored in rhizome.

• Rhizome system can reach a depth of 3m (10 ft) and extend 7m (25ft) away from the parent plant.

• Rhizomes range from 5mm to 100mm in diameter.

• Rhizomes are fleshy to woody & dark brown on outside, orange in the centre.

RHIZOMES & CROWNS

• Strictly an underground stem.

• Acts as storage organs.

• Buds form at base of stems in Autumn.

• In Spring Rhizomes provide nutrient reserves to buds to enable rapid growth of shoots from buds.

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The Property Care Association: Addressing the issue at its root

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Japanese knotweed continues to cause huge problems for the UK property market as it puts down deep roots, impacting the foundations of buildings and invading drains. But the Property Care Association (PCA) insists there's a straightforward approach to tackling the problem.

Since being established in 2003, the PCA has built a strong reputation for promoting skills and good practice.

Today, it continues to represent the best interests of building preservation specialists, as a means of helping consumers to deal with a broad range of building defects.

Increasingly, Japanese knotweed has fallen under this remit, and with good cause. The potential cost of eradicating the invasive species in Britain is estimated to be in excess of £1.25Bn. Previously, a staggering £70M was spent clearing Japanese knotweed from a ten acre London 2012 site.

In recognition, the PCA has worked alongside the Royal Institution of Chartered Surveyors - supported by the Council of Mortgage Lenders and The Building Societies Association - and in conjunction with Japanese knotweed control companies to establish the Invasive Weed Control Group.

The trade association has also developed a code of practice and an industry-recognised training programme for its professional members and those interested in the biology and control of the species.

Steve Hodgson, Chief Executive of the PCA, explains: "The control of Japanese knotweed has attracted a string of rogue traders claiming they're able to eradicate problems in a short space of time and for very little money.

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

Moreover, the widespread flooding experienced throughout December has spread the plant’s seeds further afield, meaning that more households are now at risk.

The mere presence of Japanese knotweed can drastically devalue property and land, while mortgages on those properties effected are often denied, rendering them unsaleable.

Thus, the PCA is urging special caution.

Mr Hodgson said: “We’ve had reports from our members of the plant taking hold earlier than usual.

“Japanese knotweed is just a plant and we are taking all steps necessary to ‘normalise’ it, so it is viewed generally as any other type of property problem, in that it can be identified and treated, with minimal impact.

“However, its effective eradication is a job for the experts, so it’s vitally important for anyone who thinks they might have an issue to seek advice.”

Normalising Japanese knotweed is fundamental to addressing the issue.

The invasive species has, in recent years, achieved near-mythical status - thanks in no small part to extensive media coverage.

Misconceptions are rife, despite the best efforts of the PCA. Most infamous is Japanese knotweed’s supposed ability to tear through concrete. In truth, any plant that roots in cracked masonry and grows exerts a force that might eventually widen the crack. Growth through solid concrete is simply not possible however.

At its core, Japanese knotweed is a plant like any other and the PCA has gone to great lengths to highlight a straightforward approach to its removal.

Mr Hodgson continues: “Japanese knotweed has been in the news a lot recently as it has caused big problems within the UK property sector.

and producing the right specifications for treatment.”

A SHARED RESPONSIBILITY Those effected now have an additional incentive to act. In October 2014, the Home Office announced that it had reformed anti-social behaviour powers to introduce Community Protection Notices. These can now be issued in connection with Japanese knotweed and other non-native invasive species.

A Community Protection Notice is applicable if an individual or organisation’s conduct is deemed unreasonable or having a detrimental effect on the quality of life of those nearby.

Any organisation failing to address such issues could be fined up to £20,000 as part of the Anti-Social Behaviour, Crime and Policing Act 2014. Individuals are also being compelled to comply or face penalties of up to £2,500.

Somewhat controversially, officials and environmental pest control services are now able to enter private property without permission if that land is thought to contain Japanese knotweed or any other potential threats.

In response to the reforms, the PCA has drawn up a new training programme specific to local authority professionals looking to broaden their knowledge surrounding Japanese knotweed.

Mr Hodgson said: “The recent Home Office Guidance that could be applied to Japanese knotweed means there is a requirement for those in local authorities to be able to correctly identify Japanese knotweed and also to identify workable strategies for its control and eradication.

“As a result we are offering this short course to council officers, who need to understand the technical problems and solutions to dealing with Japanese knotweed, as part of their updated duties.

GLOBAL WARMING High on the Association’s agenda is climate change and its contribution to the spread of invasive species.

According to the PCA, the recent wet and mild winter has resulted in the early appearance of Japanese knotweed.

While the non-native plant typically emerges in April, uncommon weather conditions have provided Japanese knotweed with an ideal environment for early growth.

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

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

“People effected by the plant just need to make sure they get the right people doing the right diagnostic investigation

“The training will include modules on the identification of Japanese knotweed, setting and defining community trigger points and an outline of suitable control and eradication strategies.”

For more information on the effective control and eradication of Japanese knotweed or the training and qualifications available, please visit the PCA website - www.property-care.org

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IMO discuss container weight verification THE International Maritime Organisation has met to discuss the implementation of the new container weight verification rules due to come into force this July.

The need to verify the gross mass of a loaded container (VGM) before loading will become legally binding on 1 July 2016 with two weighing methods have been put forward.

At the meeting organised by the International Cargo Handling Coordination Association in London, the Global Shippers’ Forum highlighted the need for countries to work together.

Also on the panel were representatives from the World Shipping Council and TT Club, with Alex Veitch - Head of Policy for the Global Shippers’ Forum - putting the focus on ‘Method 2’. This sees the weight of all individual items and

packaging added together. ‘Method 1’ involves weighing the packed container using certified and calibrated equipment.

Shippers who use ‘Method 2’ are allowed to calculate the gross mass of the item and packaging instead of weighing them individually on the proviso that an audit system authorised by the national government of the country in which they are operating is being used. This can lead to efficiencies in both time and expense.

As the July deadline looms, international companies are struggling to come to terms with understand the requirements of ‘Method 2’. There also appears to be some variance in the guidance given in some countries.

The Global Shippers’ Forum has advised member states to follow international standards as far as possible in their

‘Method 2’ authorisation process, such as ISO 9001 or comparable quality management standards. It is envisaged that this will help companies to create accurate container weight information without impacting too much on trade.

Looking forward, the Global Shippers’ Forum called for member states to mutually recognise each other’s ‘Method 2’ authorisation, operating on a similar basis to bilateral arrangements between countries on customs issues.

Mr Veitch said: “International shippers prefer to use international quality management standards as far as possible, to ensure all their sites around the world meet regulated requirements. We urge governments to publish their guidance for Container Weight Verification as soon as possible and to consider the use of ISO 9001 or similar standards in their ‘Method 2’ requirements.”

FTA boss seeks London Mayor meeting CHIEF Executive of the Freight Transport Association (FTA), David Wells, has written a letter to new London Mayor, Sadiq Khan, to ask for a meeting to discuss how his air quality plans will hit the freight and logistics industry.

A raft of proposals have already been announced by Mr Khan that will target improving air quality in the capital and include an additional central London charge in 2017; vans and lorries will be required to be Euro VI/6 across inner London by 2018, and a ruling for lorries to be Euro VI across all of Greater London as early as 2020.

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The FTA argue that these plans will put a considerable financial strain on transport operators and companies and may result in smaller firms going out of business completely.

on safety and emissions in London but more can be done, and crucially we believe it can be achieved without adding any unnecessary cost to London life and development.

Mr Wells provided the Mayor with a copy of FTA’s Freight Manifesto for London, which outlines how the Mayor and London Assembly can collaborate with the logistics industry to strengthen the economy, improve safety and the environment.

“I must be honest and say that, given calls for simplistic HGV bans, the way policy may develop in London concerns our 15,000 member businesses more than almost any other issue in the UK.”

Writing in his letter, Mr Wells said: “The logistics industry is working – and succeeding – in improving its record

FTA’s 15,000 members operate more than half of the UK lorry fleet, and consign over 90% of rail freight and 70% of exports by sea and air.

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Conservation of iconic Glenfinnan Monument underway CONSERVATION of the iconic Glenfinnan Monument has begun on the shores of Loch Shiel.

Substantial repairs will be made to the tower’s 200 year old stonework, with specialist contractor Masonry and Lime at the helm.

As part of the project, lime pointing will be replaced as needed and worn roofing will be comprehensively renewed, while accessibility to the monument’s highest point will be enhanced with the addition of a new hatch and handrail for those looking to scale Glenfinnan’s 62 steps.

Property Manager Kirsteen Nielsen explains: “The Glenfinnan Monument is one of Scotland’s most photographed locations, and after 200 years in this exposed location, it’s in need of some TLC to make sure it still stands tall for generations to come.”

The National Trust for Scotland is also trialling innovative techniques to detect any inconsistencies in the monument’s structure. Trust Surveyor Glyn Young explains: “We’re installing a new system to help us monitor movement of the monument more accurately.

Laser survey points are being put in place at the top and bottom of the 18 metre structure, and fixed ground survey points are being put in place too with the agreement of our neighbour. This will mean that we can be confident that the information about the position of the tower is completely consistent, which makes it easier to spot patterns, telling us, for example, if the movement is linked to the seasons or to the water table.”

Financial backing for the £170,000 restoration has come from Historic Environment Scotland, the National Trust for Scotland’s Canadian Foundation, and a number of generous individual donors.

Completion of the restoration works is anticipated for early July.

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Cumbernauld studio expansion approved NORTH Lanarkshire Council has officially approved plans to enhance existing production facilities at Wardpark Studios. The Cumbernauld facility - current home to the critically acclaimed television series, Outlander - is to be bolstered by six additional sound stages, production offices, ancillary space and a backlot.

Welcoming the Council’s decision, Terry Thomson - Chairman of Wardpark Studios Limited - said: “This planning permission means we can move forward with the initial preparatory work to create new site access, car parking and building alternations.

“The entire complex is currently let to Sony for Outlander, so we’re seeking their co-operation to start these works as soon as possible without disrupting their filming schedules.

“We’re committed to making this expansion happen. When the development is complete, we’ll have added a further 30,000sq ft across two new 50ft high sound stages, bringing our total facility to 78,000sq ft across six sound stages.

“We still have work to do before we can fully embrace the expansion project.

We need to finalise our business plan, confirm some commercial

arrangements to ensure we can fund the development, and agree the potential package of public sector support.

“We’ve already attracted Sony’s award-winning historical drama Outlander’s first and second series, and we know there is demand from other international and indigenous productions for purpose-built studio facilities in Scotland. We’re confident we can make this expansion a commercial success.”

Speaking on behalf of the Film Studio Delivery Group, David Smith - Director of Creative Industries at Scottish Enterprise - said: “Securing this planning permission is a further milestone for Wardpark Studios and their ambitious expansion plans. UK production spend continues to grow as a result of tax relief schemes, creating strong demand for studio space across the UK which Scotland can exploit through private sector developments such as Wardpark Studios.

“We and our Film Studio Delivery Group partners remain fully committed to working with the private sector to support additional screen infrastructure developments in Scotland. We remain keen to hear from any developers with projects they want to bring forward.”

ISG secures Scottish hotel contracts worth £20M ISG has been appointed by TH Real Estate, to create the country’s newest ‘hub by Premier Inn’ hotel, in two contracts worth a combined total of £20M. ISG is also main contractor for the first venture in Edinburgh by European operator, the Carlton Hotel Collection, delivered in partnership with The EDI Group.

The Hanover Buildings in the city’s popular Rose Street will be transformed

by ISG, into Premier Inn’s innovative new hotel format, becoming the second ‘hub’ site in Edinburgh.

The transformation will include modernising and extending the former Edinburgh office building by adding a two-storey steel frame extension at roof level and increasing the property’s

total floor area by circa 4,900sq ft. The existing facade will be cleaned and repaired, and curtain walling elements installed to enhance the building’s aesthetics and improve thermal performance.

The Market Street Project will create a new four star 98 room boutique hotel, which will transform a key under-used site located next to Craig’s Close. It has been vacant for more than 50 years.

Work on what is currently a site gap will include the removal of the current building, followed by associated works, before construction can commence on the seven-storey, steel-framed building.

It will be clad in natural sandstone, granite rainscreen and zinc wall, and will house the hotel and transform the cityscape.

Andy McLinden, ISG’s Scotland Regional Managing Director, said: “As Scotland’s hospitality scene continues to thrive, these important new wins, which will further enhance Edinburgh’s burgeoning hotel sector, demonstrate our strong sector credentials and reputation for delivering complex change-of-use schemes in logistically challenging city environments.”

ISG is also the contractor for a multimillion pound upgrade at the Trump Turnberry resort, and counts the iconic Old Course Hotel and Hamilton Grand development in St Andrews - as well as at the world famous Gleneagles Hotel and the luxurious Cameron House Hotel in Loch Lomond - among its customer base.

Transformation of Public Sector Procurement Scotland’s new procurement rules have come into force. The new regulations will see contracts no longer awarded on the sole basis of price or cost, with companies now required to demonstrate the wider benefits of their bids to the local community; such as apprenticeships and training, employment and educational opportunities.

SME’s can reasonably bid for.

Fair work practices will also be promoted through the scheme, with companies needing to show their tax and social security payments, the prohibition of blacklisting and the use of zero hours contracts monitored.

Hoping for a transformation in public sector procurement, Julie Welsh, Director of Scotland Excel the woman in charge of Scotland’s centre of procurement expertise for local government - says that the introduction of the Public Contracts (Scotland) Regulations 2015 and Procurement (Scotland) Regulations 2016, together with the provisions of the Procurement Reform (Scotland) Act, will empower public bodies to deliver effective, sustainable procurement with lasting benefits for communities across Scotland.

The new rules will allow more SME’s to compete for public sector work alongside larger businesses, with public bodies required to break down the larger contracts into small lots that

She said: “I believe in procurement as an agent for positive change and the new procurement rules that have come into force this week act have the capacity to accelerate a transformation

in public sector procurement.

“Scotland Excel has pioneered many of the reforms contained in the new regulations. As our portfolio has grown from £100M in 2008 to almost £700M today, we are not just helping councils to deliver savings and improve efficiencies, we are supporting them in the delivery of a range of social, economic and environmental improvements.

“Procurement is now so much more than just the buying of goods and services. It goes far beyond that, realising added value for our communities in the form of opportunities for local business supporting the creation of jobs and apprenticeships and helping make Scotland a fairer, greener place.”

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Controversial Edinburgh ‘Garden District’ gets go ahead EDINBURGH Council has given the go ahead for plans to build a 1,350 housing development on green belt land on the outskirts of the city.

The decision came following a lengthy five and a half hour meeting in which the Council’s own officials recommended that the proposals be rejected. Planners said the development went against the Local Development Plan and would impact upon a replacement plan, which is currently under consideration.

The approval has been criticised by those who see the development as an encroachment into the city’s greenbelt area, despite the inclusion of huge amounts of parkland in the plans.

Green Planning Spokesman Councillor Nigel Bagshaw said: “Sticking the adjective ‘garden’ in front of a development neither

makes it green nor in the city’s best interest.”

finalised in the next few weeks.

The developer, Murray Estates, described the project as a “world-class extension to the nation’s capital”.

The Council hope that by pushing through the proposals, the need to build homes in more controversial areas can be lessened.

The development will see the construction of a new primary school, shopping centre, sports facilities and a 60acre national garden. The overall project is valued at £1Bn and will ultimately see 6,000 new homes delivered.

Councillor Sandy Howat commented: “We need to build in the right places - to make the reporter see sense, to make the Government ministers see sense. We need to give a very strong message.”

Jestyn Davies, Managing Director of Murray Estates, said: “Obviously, we are delighted to have secured overwhelming support from the committee today.

Approval of the first phase is subject to further examination on flood prevention and traffic and public transport. It will then be referred to the Scottish Government for final approval.

Edinburgh Council’s Local Development Plan was signed off last year but is still under review by the Scottish Government’s planning reporter. It is expected to be

“We believe that this will be a worldclass extension to the nation’s capital, and this will become one of the city’s most successful housing developments.

We look forward to making the case for the proposals to all members of the Council in due course.”

New College Lanarkshire's Construction PreApprentices to gain work experience NEW College Lanarkshire is sending 50 young construction students to experience work on the frontline of the industry as part of the college’s largest ever training placement scheme.

The Construction Pre-Apprentices, aged between 16 and 24, will spend six weeks taking part in work experience with nearly 20 companies based in Lanarkshire and Glasgow. The businesses taking part in the scheme include some of the biggest names within the construction industry but also smaller local firms who help to demonstrate the skills of the would-be trade apprentices to potential employers.

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“This New College Lanarkshire initiative is an excellent example of how industry, colleges, local employers and the CITB are working together to ensure we get the right people into the industry and offer young people a rewarding career in construction.”

The Construction Pre-Apprentices will be able to gain skills in carpentry and joinery, painting and decorating, bricklaying, plumbing, construction drawing and health and safety.

Before starting their placements on site, all students have had to pass the Construction Skills Certification Scheme (CSCS).

Some of the projects that the students will be able to work on will include Graham Construction’s £18.6M 416bed student accommodation project at St James Road, Glasgow and at the new Greenfaulds High School in Cumbernauld, carrying out work for Morrison and Allied Interiors.

Kim Scanlin, Work Placement Coordinator for the Construction Industry Training Board (CITB), said:

Martyn Campbell, Curriculum & Quality Leader (Construction), at New College Lanarkshire said: “We have been

running the Pre Apprentice course for ten years in different formats and it has had significant success in securing apprenticeships for students wanting a career in the manual construction trades.

“The fact that we have been able to send so many students on placement in 2016 highlights the strong relationship we have with employers and their confidence in the quality of basic training we provide.

“We know employers are very keen to offer apprenticeships to bright and motivated young people and so they will be watching the performance of students very closely over the next few weeks.

“We hope this exercise will allow employers to spot the potential of our students at first hand, while giving the students themselves valuable insight to day-to-day working life in the industry.”

SSE reach financial close on Moray Firth windfarm THE go ahead has been given for construction to begin on the £2.6Bn Beatrice Offshore Windfarm Ltd (Bowl) project.

Energy company, SSE, has said that it has now reached financial close on the wind farm to be located off the Scottish coast. Work is due to begin on the project this year with offshore construction due to start in 2017.

The scheme is a joint venture with SSE owning 40%, Copenhagen Infrastructure Partners 35%, and SDIC Power with 25%.

The project will see the installation of 84 turbines, which will be able to generate 588MW of power when up

and running in 2019 – enough to power around 450,000 homes.

Paul Cooley, Director of Renewables at SSE, said: “We are delighted that Beatrice has achieved financial close.

Contracts have already been placed with many UK based suppliers, and Siemens intend to undertake turbine blade construction from Siemen’s new manufacturing facility in Hull.

“Around £10M of investment is planned at Wick Harbour to house the wind farm’s operations and maintenance facilities and improving the existing RNLI facilities.

“We expect a peak of around 65 jobs during construction of the base with around 90 long-term jobs anticipated during the operational phase.

“Today’s decision reaffirms SSE’s commitment to offshore wind and we are proud to progress such a flagship project for the Scottish offshore wind industry and the UK’s skilled supply chain.”

WWF Scotland Director Lang Banks

said: “Proceeding with the Beatrice offshore wind farm is great news for the climate and Scotland’s economy.

“This single project will almost quadruple our offshore wind capacity, helping to reduce our greenhouse gas emissions as well as creating jobs and supporting local economic renewal.

“Scotland’s waters boast 25% of Europe’s offshore wind resource and it is vital that we continue to tap into this invaluable resource in the future.”

The project was given consent by the Scottish government in March 2014 and the UK government a few months later approved an investment contract.

Amber Russ, Secretary of State for Energy and Climate Change, said: “The UK is the world leader in offshore wind, and this industry, backed by the UK Government and benefiting from our access to the EU single market, is a success story going from strength to strength.

“This project will provide home-grown clean energy boosting skills and creating jobs and financial security for working people and their families in Scotland, and across the UK.”

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Construction of Caol Campus moves on apace CAOL Joint Community Campus is a school and community centre development in the village of Caol near Fort William, in the Highland Council area of Scotland, and is part of a tranche of three new schools in the local area.

The project is a Design and Build contract led by Kier Construction, with a design team comprising of architect, Holmes Miller, structural engineers, Ramage Young Partnership, and M&E designer and contractor Castle Building Services (Castle).

Replacing existing community and school facilities, the £14.6M new build development comprises two separate two-storey buildings; a community centre of approximately 1,500sq m and a primary school of approximately 4,100sq m, linked by a shared energy centre. Construction is being carried out over a number of phases within the grounds of the existing buildings.

The project’s sequencing is such that the new community centre has

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been constructed on vacant land and was made ready for handover and occupation in September 2015. It is now fully operational.

To make way for the new school the original community centre was demolished, with construction now well underway.

ADVANCED MODELLING TECHNIQUES APPLIED A collaborative approach to design was adopted, with the design team targeting BIM level 2. The building design was carried out in Autodesk Revit, with architectural, structural and M&E design all being produced and shared in a 3D format.

The design team’s utilisation of online collaboration software to share building models for coordination, along with regular coordination workshops, has helped to ensure that construction works have progressed with minimal onsite coordination issues.

Each building has been designed and constructed to achieve a final building energy performance rating of B+. Advanced thermal modelling techniques have been employed by Castle’s design team to inform the specification of the building fabric and building services and ultimately ensure that the targeted energy performance can be met.

The buildings’ thermal performance has been improved by targeting an air permeability of 5m³/h.m² @ 50Pa and utilising building components with u-values which are a significant improvement over the minimum requirements of the relevant building regulations.

Single boiler solution saves expense In order to meet the targeted building energy rating, a biomass boiler solution was adopted to service both buildings from a common energy centre, which adhered to The Highland Council’s own preferred servicing strategy for similar new builds. The choice of a single boiler solution, relying solely on

biomass as the primary source of heat, thereby limits the capital expenditure and ongoing maintenance costs of standby heating plant, which would rarely operate.

Prefabrication speeds up construction Due to the phased nature of the development the energy centre had to be made operational early in the programme. A particular challenge of this project is its remote nature, and a prefabricated energy centre solution was adopted, allowing the plantroom works to be completed offsite in a workshop environment, and delivered completely piped, insulated, wired, tested and commissioned.

As well as all heating plant such as the boiler, pumps, pressurisation and controls equipment, the energy centre came prewired with all lighting, small power and fire alarms. Additionally, the building included an inbuilt wood pellet store for the biomass boiler, space allocation for the sprinkler tank and pump room and storage space for use by the community centre.

The entire energy centre building was delivered in four sections, and positioned onto a precast concrete slab, with all necessary incoming and outgoing services already in place.

Following final connection, the energy centre was able to be brought online providing heat to the community centre building within a week of delivery to site.

Speaking about the Company’s involvement in the multi-million pound project and the need to have a fully operational energy centre early on Castle’s Director for Scotland, Derek Reid, said: “We were delighted to have the opportunity to work as part of

Kier Construction’s team on such an important scheme for the area. Due to its location, the project, as you would expect, presented some challenges.

“The project, has allowed us to demonstrate our full capabilities and experience we have, of working on both challenging sites and education sector projects. Furthermore, by applying our usual considered approach to design and installation, the scheme has benefited from the use of prefabrication of the building services, particularly in the case of the shared energy centre. By prefabricating the services we were able to have the centre fully operational in an usually short time frame, which was essential in the phasing of the overall scheme.

“In keeping with Castle’s ethos of resourcing projects locally whenever possible, we have been able to call upon the local supply chain to great effect. Indeed, many of the local tradesmen who are working on the project and their families will benefit from the state-of-the-art facilities, once they complete this summer.”

Natural ventilation minimises heat gain Ventilation in occupied spaces throughout both buildings is through a natural ventilation strategy utilising openable windows. The thermal modelling process advised a number of aspects which impacts on the ventilation strategy.

Firstly, summertime overheating and carbon dioxide concentration analysis was conducted, informing the architectural team of minimum window openings required in each space. This ensured that each room met the standards and requirements for overheating as set out CIBSE

TM36:2005 for staff and community spaces and Building Bulletin 101(BB101) for classrooms.

Where sufficient openable window areas could not be achieved to limit summertime overheating, further modelling was conducted to identify whether heat gains could be limited by other means. An improvement in the glazing g-value on certain elevations was sufficient to reduce solar gain, thus allowing a naturally ventilated solution to be adopted.

Classrooms had an additional more onerous ventilation criteria applied to them mid-way through the design period, requiring them to be capable of being ventilated to the requirements of BB101 in winter months without risk of causing cool draughts to occupants.

While many possible solutions were explored, the design team opted for a mixed-mode mechanical/ natural ventilation strategy allowing classrooms to be mechanically ventilated in winter and naturally ventilated in summer. This strategy had minimal impact on the overall servicing strategy and was achieved via two heat recovery units located at first floor level. Not only did this solution prove to be the most cost effective, it also delivered the best overall operational efficiency over alternate solutions.

On-site construction works are currently progressing well, with the school building due for completion in the summer of 2016. Following this the existing school building will be decanted to the new building before being demolished to make way for new public spaces and drop off points, as well as community multi use games areas.

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£95M Ulster Hospital scheme appoints main contractor THE Graham-Bam Healthcare Partnership has been appointed to deliver Ulster Hospital’s new £95M Acute Services Block by the South Eastern Health and Social Care Trust.

Forming part of a wider redevelopment of the Belfast hospital, the Acute Services Block will replace the out-dated existing main ward block and other specialist acute services within the hospital.

new eight-storey, 31,000 sq m Acute Services block that will include specialist wards, support services, assessment unit, inpatient imaging department, and a new emergency department, which will be able to handle 110,000 attendances per year.

The project is designed to achieve the BREEAM Excellent standard and will see flat slab construction used to integrate

The new building will be located next to a new £86M ward facility currently being built on the same complex by GrahamBam Healthcare Partnership, which to due to complete this autumn.

The Graham-Bam Healthcare Partnership was appointed to the £185M four-year framework in 2013. The Company is currently working on the first phase of the redevelopment programme at Ulster Hospital. The current seven-storey new build Inpatient Ward Block will contain a ground floor procedural area, with four upper floors providing 288 en-suite bedrooms within 12 inpatient wards.

the structure with its services and the clinical spaces. Operational running costs will be reduced by the building’s high thermal mass, while structural and acoustic solutions will enhance the healthcare services provided.

Hugh McCaughey, Chief Executive of the South Eastern Health and Social Care Trust said: “We are investing heavily in our modern and fit-for-purpose facilities so we can give our patients the best possible treatment. The redevelopment of the Ulster Hospital will enable us to implement a new service model with future focus on the management and treatment of acutely ill patients within the hospital setting.

Peter Reavey, Director, at Graham-Bam Healthcare Partnership said: “This is a state-of-the-art building designed to provide specialist care at the highest level, from operating and post-operative care facilities to high tech containment laboratories. We will be drawing on our strong track-record of delivering worldclass medical facilities as we prepare to start the 39-month construction programme, which is expected to complete in summer 2019.

The Graham-Bam Healthcare Partnership will now act as Main Contractor on the

Housing Actions Report for Ireland published ALAN Kelly TD, Minister for the Environment, Community and Local Government, has published ‘Laying the Foundations: Housing Actions Report’, which sets out 31 actions taken across the housing spectrum so far. This is in response to Ireland’s need for 25,000 new homes to be built each year in order to recover from the economic collapse in the property market, only half of which Ireland is currently providing.

The report includes such actions as the publication and implementation of a €4Bn Social Housing Strategy, which explains how an additional 35,000 homes are being added to the social housing system by 2020, while a further 75,000 households could be accommodated with support in the private rented sector.

The report also examines the kickstarting of local authority direct-build social housing programme, the refurbishment and return to the use of 5,000 vacant local authority social housing stock between 2014 and 2015, and an additional 420 housing staff

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posts to local authorities to direct build.

Local authorities have lacked the staff needed to engage in the major house building programmes that are now required, and so new staff has been sanctioned to speed up the delivery of such projects.

Part V of the Planning and Development Act has been reformed, meaning that social housing dwellings will be delivered creating mixed tenure developments, ensuring local authorities will have a steady stream of social housing units from the private sector for years to come.

There has been a continued roll-out of the Housing Assistance Payment (HAP), which is operational in 19 local authority areas, the establishment of the Dublin Housing Supply and Co-ordination Task Force and the establishment of an affordable rental pilot scheme, which will be rolled out this year.

A Vacant Site Levy has been introduced to tackle the hoarding of land which is suitable for housing, and will take effect in 2019.

These are just a few of the achievements set out in the report. The Minister called on the Government to “continue to implement the Social Housing Strategy 2020, and to continue to ramp up the delivery of social housing that has already begun. Our local authorities have not had the capacity to engage in multiple building projects until now.

“The foundations for dealing with the problems in housing have clearly been laid.

“And, if built on correctly by the incoming Government, will bear fruit in the time ahead.”

Irish construction growth continues to slow Irish construction output continued to slow in April according to latest figures from the Ulster Bank Construction Purchasing Managers’ Index.

There was also a slower rate seen in employment but was still high with the signing of new contracts leading to firms increasing staffing levels.

April dropped to 56.4 from March’s figure of 62.3. Although above the threshold of growth, this was the second consecutive month showing a reduction in growth and was the weakest since November 2015.

The use of sub-contractors fell for the first time in 14 months but their availability still fell at a steep rate.

Irish construction companies also reported a sharp increase in purchasing activity due to the high number of new orders.

Readings above 50 are an indication of growth on the previous month.

A slowdown across the three categories of construction covered by the survey was recorded. The best performing sector was housing, followed closely by work on commercial projects. Civil engineering activity saw only moderate growth and was the worst performing sector.

A rise in new orders of work was reported for the 34th consecutive month but at a slower rate than previous months.

More two than thirds of companies said that they expected to see business increase in the coming year. The level of optimism in April was second highest in the series history, behind November 2014’s record.

This wave of positivity would appear to be supported by improving economic conditions and higher new business.

Simon Barry, Chief Economist Republic of Ireland at Ulster Bank, commented: “Irish construction activity continues to grow at a solid, albeit slower, pace according to the latest results of the

Ulster Bank Construction PMI. The headline PMI index declined markedly for the second month in a row to leave it at 56.4 in April – its lowest level since last November. It was a similar story in the details beneath the headline figure, with slower rises in activity also recorded in each of the major subsectors of Housing, Commercial and Civil Engineering.

“However, these declines need to be seen in the context of the exceptional strength recorded earlier in the year which saw the main PMI as well as the Housing sub-index establish new record highs in February. So while this slippage in momentum bears careful monitoring in the months ahead, it is important to note that these results are still very much consistent with a sector comfortably in expansion territory. Indeed, construction firms remain distinctly upbeat about the sector’s prospects. Sentiment in April rose to its second-highest level in the survey’s history as more than two-thirds of respondents anticipate further gains in activity in the coming twelve months.”

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Landmark planning approval for THE Children’s Hospital Group, together with the National Paediatric Hospital Development Board, has applauded An Bord Pleanála’s approval of a new multi-million euro children’s hospital in Dublin.

To be sited on the existing St James’s Hospital campus, the state-of-the-art circa €700M development will integrate three children’s hospitals; Temple Street Children’s University Hospital, Our Lady’s Children Hospital in Crumlin and the National Children’s Hospital in Tallaght.

Services from each will be housed within a contemporary purpose-built facility, designed to address Ireland’s future paediatric needs.

Currently, Ireland is experiencing an all too familiar trend. Much of the specialist infrastructure, so essential for the effective treatment of children, is now incompatible with modern healthcare requirements. Moreover, the duplication and triplication of services is no longer financially viable, meaning

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that paediatric care must also be rationalised.

With advanced infrastructure and centralised services, the newlyapproved National Children’s Hospital is envisioned as a sustainable longterm solution to the problem. It will become the ‘epicentre’ for a new national model of paediatric care, which will span every community in Ireland.

Clinical outcomes will be bettered and operational efficiencies improved, while the conventional hospital experience – for children, families and staff alike – will be greatly enhanced.

Crucially, the National Children’s Hospital also represents the most significant capital investment project ever undertaken in Ireland’s healthcare sector.

Eilísh Hardiman, CEO of The Children’s Hospital Group said: “This truly is a watershed day for children, young people and their families. Today’s decision will positively transform

how paediatric services are delivered for children and young people here in Ireland. These buildings are a significant catalyst for how the new national model of care will be delivered. We are now firmly on our way to making this long awaited children’s hospital a reality. Anyone who deals with paediatric services in Ireland – as a patient, a parent or as a member of staff – fully understands how badly this new facility is needed.

I would like to take this opportunity to thank the National Paediatric Hospital Development Board and the design teams BDP & O’Connell Mahon, and all that contributed to getting us to this milestone.”

Professor Owen Smith, Special Advisor to the Children’s Hospital Group and Consultant Paediatric Haematologist at Our Lady’s Children’s Hospital, Crumlin explained: “Today’s planning decision also includes approval for the development of a Children’s Research and Innovation Centre on the St

Ireland’s National Children’s Hospital James’s Campus. While this part of the project has received less attention to date, this centre will be at the heart of innovation and research – helping to find cures to diseases that currently pose a seriously threat to children and young people. Our ability to partner in research with colleagues on the St James’s Campus will fundamentally change the approach to research and hospital staff will be a major catalyst for driving breakthrough results and outputs.”

John Pollock, Project Director, the National Paediatric Hospital Development Board concluded: “We have been working towards this day for over two years and families and clinicians have been focused on securing this result for decades. We will be on site this summer and are on track to have a world class facility for those who badly need it, ready for handover to the Children’s Hospital Group in 2020. We look forward to getting the project underway and working to

deliver the associated community benefits that will be forthcoming from an investment of this scale and significance.”

St James’s is Ireland’s leading adult teaching and research-intensive hospital. It has the largest number of clinical specialties and national services in the acute adult hospital system, and the widest range of adult subspecialties that can support paediatric services – an important overlap which makes St James’s campus a natural fit for development.

Once built, the National Children’s Hospital will be situated adjacent to adult teaching and maternity facilities as part of a tri-location concept.

Recognised as international best practice, tri-location can drastically improve clinical outcomes and, with efficiency a priority, the prospect of creating a single knowledge-based hub clearly appealed to An Bord Pleanála.

Not everyone is as enthused by the choice of site however. The Connolly for Kids Hospital Group has implored Taoiseach Enda Kenny to reconsider the decision and opt instead for an alternative green field site beside Connolly Hospital, near the M50.

According to the Group, 80% of Ireland’s county councils have passed a motion in support of the site revision, which – unlike St James’s Hospital – comes without a slew of conditions and spatial constraints. While no changes have yet been made, the Group has amassed close to 50,000 signatures in support of the amendment.

As things stand, the National Children’s Hospital is anticipated to be fully operational by 2020, following practical completion in 2019. Once complete, it will become a centre of medical expertise to support research, innovation and education; and guarantee the very best healthcare for those most in need.

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£6.5M agreement on Construction Wales Innovation Centre AN agreement has been signed that will see the creation of a groundbreaking £6.5M Construction Wales Innovation Centre in Swansea.

The Construction Industry Training Board (CITB) and a consortium led by The University of Wales Trinity Saint David are responsible for the project that will help train 1,100 people a year.

The state-of-art facilities will provide first-class training for individuals and construction companies and he headquartered at the Swansea Waterfront Innovation Quarter. The Centre will also have sites at colleges across Wales, including Coleg Sir Gâr and Coleg Ceredigion and Coleg Cambria in North Wales and Coleg y Cymoedd in South East Wales.

The Construction Wales Innovation Centre will be able to test new concepts in construction training and offer applied research, training and consultancy through one partnership – a first for Britain.

A ‘rapid construction zone’ will be also available to test structural performance.

Gerald Naylor, Project Director at University of Wales Trinity Saint David, said: “We are looking forward to working with the CITB to develop a new model for delivering skills to the construction sector in Wales and beyond.

“Working with our FE College partners across Wales we will develop a ‘Hub and Spoke’ framework that will enable companies to access training through a

central point.”

Work on the Construction Wales Innovation Centre is scheduled to commence towards the end of this year and be ready for action in September 2018.

Mark Bodger, Strategic Partnership Director for CITB Cymru Wales, said: “This landmark partnership will ensure we have the right skills in place meet our industry’s current and future needs.

“This exciting new centre will be a major step forward for the construction industry in Wales and help it become a leader in digital and modern construction and the repair of traditional buildings and heritage sites.”

Cynnal Cymru name tenth sustainability exemplar CYNNAL Cymru - Sustain Wales, a leading organisation for sustainable development, has recognised Costain as a ‘sustainability exemplar’ in the Welsh Government’s ‘Sustainable Development Charter Report’ for 2015/2016.

Costain became a member of the Charter in early 2014, joining nearly 400 signatories in promoting sustainability across Wales. While membership requires a voluntary commitment to improving the economic, social, environmental and cultural well-being of Wales; exemplar status is awarded to those companies that have made good on their oath and demonstrated a coherent understanding of the integrated, whole-system nature of sustainability.

This year, existing signatories were asked to provide specific evidence of their efforts to deliver on the national well-being goals. Costain’s detailed submission included job creation, apprenticeships and training, work experience, support for Science,

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Technology, Engineering and Maths (STEM) subjects, charity fundraising, research and development, and resource efficiency.

Last year, Costain created more than 130 full time jobs for example, including 26 apprenticeships. A further 85 positions are to be introduced in the near future, alongside ten additional apprenticeships. Training initiatives will also be made available to new and existing staff, allowing them to gain a minimum NVQ Level 2 qualification.

In terms of the environmental accountability, around 90% of waste generated from the A465 Heads of the Valleys project was diverted from landfill in 2015, with the project targeting more than 95% by completion. Furthermore, Costain is reprocessing rock from the project to save nearly 400,000 tonnes of virgin aggregates and reduce their carbon footprint.

Costain currently sits alongside nine fellow exemplars from the private, public and third sectors in Wales, including Marks and Spencer, British Polythene Industries, two local authorities and the ‘Keep Wales Tidy’ campaign.

Simon Ellison, Highways Sector Director, said: ‘Our submission to the Charter included input from across our projects in Wales and is in recognition of the big collaborative effort of our teams to develop sustainable solutions that meet our customer’s needs and drive improvements across our business.”

Queen to open £44M Brain Research Imaging Centre A new Cardiff University Brain Research Imaging Centre (CUBRIC) will be opened on the 7 June 2016 by Her Majesty The Queen and His Royal Highness The Duke of Edinburgh, which houses a combination of neuroimaging equipment unique in Europe.

The royals will be given a tour of the Centre, which will include the opportunity to view Europe’s most powerful brain scanner, the Siemens 3 Tesla Connectom MRI system - a specially adapted MRI scanner of which there is only one other in the world at Harvard University in the USA. The system will enable researchers to study tissue microstructure in incredibly fine detail, and has been described as the Hubble Space Telescope of neuroscience.

Scientists at the Centre will seek to provide unprecedented insights into the causes of neurological and psychiatric conditions such as dementia, schizophrenia and multiple sclerosis, as well as understanding the

workings of the normal, healthy brain.

CUBRIC has been designed by global architecture and technology practice IBI Group and built by construction firm BAM. Vice-Chancellor Professor Colin Riordan said: “We are honoured to welcome Her Majesty The Queen and His Royal Highness The Duke of Edinburgh to open the Cardiff University Brain Research Imaging Centre.

“This will be a fitting occasion for a facility that is not only significant for the University, but for Wales, the UK and Europe.

Professor Derek Jones, Director of Cardiff University Brain Research Imaging Centre, said: “This is the culmination of a huge amount of hard work by many people over several years and I would like to thank everyone who played their part in creating this remarkable facility.

“The combination of the very best staff in their field and some of the most

powerful scanners in the world has the potential for breakthroughs that could make a real difference to people’s lives around the world.

“It will be a very special day for us all and a real honour to share it with Her Majesty The Queen and His Royal Highness The Duke of Edinburgh.”

The new facility has been partfunded by the Engineering and Physical Sciences Research Council (EPSRC), the European Regional Development Fund through the Welsh Government, the Medical Research Council (MRC), the Wellcome Trust, the Welsh Government and the Wolfson Foundation.

The Centre will be four times larger than the University’s existing brain imaging facilities, and will largely support innovation in brain-imaging research, creating many highly skilled jobs in Wales.

More than £27M of the cost has been provided by funders.

Welsh Water invest in Holyhead infrastructure Welsh Water is set to make a sizeable £1.1M investment in Holyhead’s beleaguered water network.

Close to 4km of water main will be replaced as part of the scheme, spanning Porthdafarch Road to the Cwm Reservoir. A section beneath Plas Road, and adjacent to a plot of community allotments, will also be upgraded.

Jim Grundy, North West Distribution Manager for Welsh Water explains: “We have had some bursts in the past on the water main in the area which on occasions has unfortunately affected the nearby allotments. As a result, we are investing over £1M in the main which will improve the reliability of the network and ensure customers continue to receive a high quality supply of water.

Though the vast majority of works will take place in rural Holyhead over a 20 week period, the Plas Road improvements will require two weeks of potential disruption. Here, Welsh Water intends to impose a traffic management plan to minimise difficulty for residents and motorists alike.

“The location of the main is quite challenging and will mean that we will use three different techniques to replace it. Using these techniques will not only make sure that disruption will be kept to a minimum but also allow us to work in very hard and rocky ground near the reservoir on Holyhead Mountain.”

One such technique is slip lining, wherein the new main is inserted into the old. Quicker and quieter than conventional methods - slip lining will be put to good use on Plas Road, where noise reduction is a priority. It will also avoid unnecessary excavation in the nearby allotment, to the relief of local green thumbs.

Linda Mulligan, Chair of the Plas Road Allotments said: “The pipe at Plas Road has burst a few times lately and has affected a number of gardens at the allotments. It’s great to see that Welsh Water are investing and renewing the main to make sure that the risk of this happening again is kept to a minimum.

It will also mean that our tenants can start to plant their flowers and vegetables ready for the summer.”

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Work begins on ÂŁ4.2M Llwyn Celyn medieval house project

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Work has begun on the Grade 1 listed building Llwyn Celyn in Wales that dates back to the late 15th century.

Located in the Black Mountains within Beacons National Park, the medieval hall house will be converted into self-catering holiday accommodation with the outbuildings converted to educational centres for use by the local community and general public.

Last year the Landmark Trust received £2.5M form the Heritage Lottery Fund to restore what is regarded by CADW, the Welsh government’s historic environment service, as one of the most remarkable surviving medieval buildings in Wales.

The grant, combined with the proceeds of over two years of fundraising efforts from the Landmark Trust, means the total cost of the restoration project is £4.2M. Speaking on the award on the grant, Head of Heritage Lottery Fund Wales, Richard Bellamy, said: “This ambitious project is not simply about preserving a significant piece of Welsh history in the form of a medieval hall – it’s also about making the space a meaningful place for people today.

As well as providing a boost to local tourism, the project will give people opportunities to access the buildings and use the spaces to help people learn about heritage, gain new skills and support community events. We’re excited to continue working with the Landmark Trust on this fantastic

project, and seeing the difference it will make when it’s completed.”

John C Goom Architects have been tasked with making sure Llywn Celyn retains its true spirit and historic character and revitalising the property’s farm buildings.

A new home has also been found for the native bats living there, with a ‘cave’ created within an outhouse.

Work begins on £4.2M Llwyn Celyn medieval house project The Main Contractors on the project will be IJ Preece. Managing Director, Jeremy Preece described the company’s involvement as the “icing on the cake” following work on other local landmarks in the area.

Mr Precce said: “”Each new conservation project tends to throw out its own particular new challenges and we derive great satisfaction from having a talented skill base that can meet these challenges with enthusiasm and diligence.

“At the close of our conservation projects, it gives us great pleasure to look back and feel we have been part of a history by helping to extend the life and usefulness of that particular buildings.”

The Landmark Trust have been involved with Llwyn Celyn since being approached by CADW in 2007. The future of the building has been at risk for a number of decades and having fallen into severe disrepair in recent

years.

The Trust acquired the site from its private owners in 2012 thanks to acquisition grants from CADW and the National Heritage Memorial Fund.

Following a development grant of over £30,000 in July 2014 from the Heritage Lottery Fund, experts have undertaken extensive research into the building using archaeology, structural analysis and documentary research.

Consultations have taken place on a wide range of areas for the building including bats, paint analysis, landscape and building archaeology, structural and quantity surveying.

The Landmark’s Trust Project Manager on Llwyn Celyn, Richard Burton, said: “The restoration and repair of Llwyn Celyn is one of Landmark’s most ambitious projects. It is currently in a very precarious state, supported by scaffolding and exposed to the elements, but we absolutely believe it is worth intervening before it disappears from the Welsh landscape and the nation’s history forever.”

Dr Anna Keay, Director of the Landmark Trust, commented: “Such remarkable historic buildings are irreplaceable.

If no one intervenes then these rare buildings not only disappear forever from our landscape, but so do the stories that these sites tell us about the lives of our ancestors. By creating a new landmark, we ensure its survival for generations to come.”

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David Empsall is a man with a sense of humour. His LinkedIn entry begins, "Try to reduce abor-tive work and identify the rainbow chases as early as possible. Next week how to nail a jelly to the ceiling."

Now in his twentieth year with Caddick Construction Ltd, David is their Chief Estimator and runs a busy department pricing a wide variety of high quality new build and refurbishment projects. Founded in 1979 and based in Knottingley, West Yorkshire, the company has expertise across all property sectors and provides in house design and technical services.

They are design and build specialists and pride themselves on a supply chain which delivers on budget and on time.

Crosspoint 33, Knottingly—The design & construction of a new £35.7 million, 1.37 million sq ft distribution centre for TJ Maxx. Single storey warehouse and processing unit together with a three storey office accommodation.

Construction of a new retail park, comprising three principle units for Marks & Spencer, Next & John Lewis, together with four restaurant units, four kiosks and a management office.

David joined the construction industry in 1983 when a lecturer at the building college he was attending told him of a small builder who was looking for a QS and estimator.

After two years he joined a national contractor and then, 11 years later, he joined Caddick. He has been using the ConQuest Estimating System since it's origins as an MS-DOS product over 25 years ago, and has seen it evolve from that into the sophisticated Windows software that it is now.

across the canteen while, underneath, people ate their packed lunches and tried to avoid the chemicals dripping onto the tables. I sometimes couldn't remember my journey home because I was high on the fumes. Quite a leap to the way we do it today’’. ‘’Health and Safety has moved on and we now do the enquiries by computer’’ ‘’When we first saw the ConQuest Cloud based enquiry system it set light bulbs off with our Purchasing Department.

"My first job as a trainee estimator, long before Caddick", said David, "was sending out enquiries to subcontractors and suppliers by post, using documents produced by an ammonia photocopier’’

It's the tracking of the enquiries and the simple nature of it which they like.

Every tender which we produce has to be completed in a very short timescale, which ConQuest helps us with.

‘’The documents were hung up to dry from hooks attached to lines draped

Enquiries used to take two or three days, now they take two or three hours.

ConQuest Ltd Derwent Suite, Paragon House, Paragon Business Park Chorley New Road, Horwich, Bolton BL6 6HG T 01204 669689 • F 01204 667689 • E sales@conquest.ltd.uk

In that time, we can get two or three hundred enquiries out, and they cost nothing compared to the old postage system which we used to use. We don't have to worry whether they've been delivered either. Technology is producing tender documentation in less time because Project Managers are under pressure to send out documentation immediately, without having the time to complete it.

We recently priced a project in Doncaster and there were 30 addenda during the tender period because it hadn't been completely thought through before the tender documentation was sent out to contractors."

We asked if our software made it easier to deal with that sort of thing? David's reply was, "We couldn't do it without ConQuest."

www.conquest.ltd.uk

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