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TUNNEL VISION DOES OUTDATED PROCUREMENT CAUSE MAJOR PROJECT DELAYS?
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CONSTRUCTION MANAGER | OCTOBER 2018 CONTENTS
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Switchboard +44 (0)20 7490 5595 Editor Will Mann 020 3865 1032 will.m@atompublishing.co.uk Associate editor Neil Gerrard 020 3865 1031 neil@atompublishing.co.uk Production editor Sarah Cutforth Art editor Heather Rugeley Community editor Nicky Roger Redesign art director Mark Bergin Advertising manager Dave Smith 0203 865 1029 Key account manager Tom Peardon 0203 865 1030 Credit control Eva Rugeley Managing director Stephen Quirke
In this issue
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Circulation Net average 30,699 Audit period: July 2016 to June 2017 Subscriptions To subscribe or for enquiries, please contact: Subscription team Tel: 020 7199 0069 Or go online at: https://constructionmanager.isubscribe.co.uk Or write to us at the address below: Construction Manager Published for the Chartered Institute of Building by Atom Publishing, 3 Waterhouse Square, 138 Holborn, London EC1N 2SW Tel: +44 (0)20 7490 5595 firstname@atompublishing.co.uk
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Editorial advisory board Mark Beard FCIOB, Ann Bentley, Ian Eggers, Peter Caplehorn, Harvey Francis, Professor Jacqui Glass FCIOB, Paul Morrell, James Pellatt, Nick Raynsford, Richard Saxon, Andy von Bradsky, Phil Wade Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by The Wyndeham Group. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566
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Prelims 04 Crossrail delay 06 CIOB and CDBB team up 10 A day in the life… of an approved inspector 12 Quality hold points 14 Chris Blythe 16 Feedback: Readers’ views 18 Ex-offenders in construction
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Experts Mediation in seven steps Concurrent delay ruling Liquidation and adjudication Decent Homes Standard Training and recruitment
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Community 10 years of Novus Building Equality at Pride Galliford Try’s RAF centrifuge
Insight • Onsite BAM in Sheffield Balfour Beatty’s Madison M&E: Battery storage M&E: Onsite renewables M&E: Fire safety systems M&E: Wiring regs Learning from Formula 1 Digital Construction Week 2018
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Prelims THE LATEST NEWS, PEOPLE AND COMMENT
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CIOB AND CDBB TEAM UP A DAY IN THE LIFE OF… AN APPROVED INSPECTOR QUALITY HOLD POINTS CHRIS BLYTHE FEEDBACK: READERS’ VIEWS EX-OFFENDERS IN CONSTRUCTION
Analysis
Crossrail delay: lessons to learn? WITH ANOTHER MAJOR RAIL INFRASTRUCTURE SCHEME RUNNING LATE, JON MASTERS ASKS IF IT’S TIME TO RIP UP THE PROCUREMENT RULE BOOK AND CONSIDER FRESH OPTIONS
Work on the westbound tunnel cavern of the Stepney Green Crossrail station in east London
Crossrail was supposed to be the example of how to deliver big infrastructure projects. As recently as late spring, we were being told the £15bn railway – in tunnel beneath central London from Paddington to Stratford and Woolwich – would be delivered on time and within budget. But in July, the Department for Transport said an additional £590m would be needed to complete the project. Then came the bombshell at the end of August: that the main
opening of Crossrail would be delayed from December 2018 to autumn next year. So why has it gone so wrong so late in the day? And what does that say for the delivery of major infrastructure projects to come – for HS2, Heathrow’s third runway and Crossrail 2? Is a new approach to procurement required? O ne thing is clear: another major infrastructure scheme will finish late, threatening confidence in those that are following. This reinforces a view that existing models of
contract procurement are outdated and delivery of future projects requires a fresh approach. Crossrail Ltd has given its explanations for the delay, in formal statements and in front of a specially convened session of the London Assembly. Chief executive Simon Wright and chairman Sir Terry Morgan blamed the train testing starting with a transformer explosion and exacerbated by delayed electrical fit-out problems. In its defence, the delays are about the norm for major rail schemes.
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CONSTRUCTION MANAGER | OCTOBER 2018 PRELIMS Delays on major rail schemes 14 months late Jubilee Line Extension 11 months late HS1 / Channel Tunnel Rail Link 10 months late
For daily updates on the latest news, go to constructionmanagermagazine.com
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“The majority of rail infrastructure projects are late and over budget. Nine or 10 months isn’t earth-shattering for the biggest one going – if that’s the true extent for Crossrail,” says Penningtons Manches partner and chair of CIOB’s procurement group, Francis Ho. Crossrail was procured in a way that ought to have brought better results. Essentially it’s been built through a collection of NEC3 ECC Option C target-cost contracts – a type recommended for major infrastructure schemes, with all of the risk and benefit sharing meant to incentivise efficiencies and good behaviours. “Crossrail’s contract procurement was heavily influenced from HS1 and refined substantially via the 2012 Olympics. NEC3 Option C is a well-worn procurement model and it can be understood why a refinement from London 2012 was considered a safe approach,” says Ho. Nonetheless, something went wrong towards the end of the fit-out stages. “Likely it’s an accumulation of multiple delays of all sizes,” Ho says. The government will not want to see HS2 going the same way. The £57bn project has also been procured through a series of NEC3 Option C contracts. Meanwhile, Transport for London is working with the DfT on a funding package for the £33bn Crossrail 2 scheme, including contributions from business levies and private sector. Is it time to consider an entirely different model of procurement? In the background, the Infrastructure Client Group of ICE has launched
Crossrail
“It will take time to get beyond current governance arrangements to make significant differences to project delivery and optimise outcomes” Miles Ashley, former LU programme manager
its Project 13 initiative. This is aiming to develop a new approach, based on the principle of moving from one-off “transactions” to longterm integrated relationships. One of its leading advocates, and the author of the Project 13 report From Transactions to Enterprises, is Miles Ashley, a former construction programme manager at London Underground. He says: “Better procurement will not solve everything, but if we look at what works in other industries, their characteristics of integrated and long-established relationships contrast with the way we create infrastructure: buying an asset without a focus on outcomes; going shopping for packages of things.” Infrastructure clients which are “early adopters” of the Project 13 approach include Heathrow, National Grid, the Environment Agency and Anglian Water. “All have started following Project 13 principles,” Ashley says. He describes Anglian Water’s One Alliance for delivering capital investment as the leading example. “They have a clear sense of construction outcomes, the relationships are long term and the
investment programmes are data driven. The results are a significant difference: certainty of delivery, better productivity, carbon reduction and cost efficiency,” Ashley says. Embedding Project 13 principles will not happen overnight, he says. HS2 ought to have long enough timescales to reach the necessary “maturity”, but publicly funded infrastructure has too many conventional hierarchies of horizontal and vertical relationships. He adds: “It will take time to get beyond current governance arrangements to make significant differences to project delivery and optimise outcomes. We’re trying to get a shift in attitude and approach to bring about real change.” There are signs government is listening. In parallel to Project 13, the Construction Sector Deal has brought pledges including a commitment to procuring all public projects on the basis of value rather than lowest price in future. In exchange, the Construction Leadership Council has promised to play its part to improve industry performance. The author of the CLC’s Procuring for Value report is Ann Bentley. She says: “My knowledge of Crossrail is slim, but I do think many of the philosophies of Procuring for Value were being followed, yet still the project has come up against difficulties. “One problem could be political expediency. When people sat down to consider the project’s opening date, it could be that they fell victim of having to commit to a date that was not always likely, but necessary to make sure the project went ahead. “Also, there are constraints made by certain public sector procurement rules. How much was it possible to get true integration across the supply chain? Perhaps they couldn’t know about problems soon enough to anticipate them. With these constraints associated with spending public money, we may see Heathrow’s third runway as the next innovative project.” ● Left: OLE work takes place on Crossrail. An electrical transformer explosion at Pudding Mill Lane caused a key delay to the project 5
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PMs urged to review security practices CIOB report provides practical guidance on assessing and managing security vulnerabilities
CDBB and CIOB plan new digital push ROUND TABLE EVENTS TO ACCELERATE DIGITAL BUILT BRITAIN STRATEGY WILL INVOLVE SENIOR INDUSTRY AND GOVERNMENT FIGURES
The programme will focus on data management
The Centre for Digital Built Britain (CDBB) and the Chartered Institute of Building (CIOB) are teaming up for a series of high-level “round table” discussions, which aim to accelerate adoption of the government’s digital strategy for the built environment, including BIM Level 2. Involving senior industry and government figures, the debates will be chaired by David Philp (CIOB trustee) and Terry Stocks of the CDBB BIM Level 2 delivery team. Both have been involved with the government’s BIM programme since the outset and now have roles with CDBB, the partnership between the Department of Business, Energy and Industrial Strategy and the University of Cambridge which aims to transform how UK construction plans, builds, maintains and operates the social and economic infrastructure. These events will help inform the future direction of the programme and an output will be continuous professional development (CPD) material. “To date, we have seen BIM used mainly for 3D modelling at a project level, and we want
to see more focus on data – how it is gathered, structured, validated and used to inform future work,” said Stocks. “Construction is OK working with data at a project level, but we want organisations to think at portfolio level, and then business strategy level.” “It is important that we build an information framework on top of BIM, involving smart assets and technologies, enabling a ‘national digital twin’,” said Philp. “The foundation of that will be good quality information management and structured data.” “The Hackitt report has brought sharper focus to how the industry manages data, with Dame Judith recommending a ‘golden thread’ of information – initially providing a digital record for high-risk, high rise buildings,” Stocks added. “The Grenfell tragedy means that discussions about data now have a safety and social responsibility angle.” Philp said industry feedback suggests built environment graduates are falling short on digital knowledge and skills, so one of the round tables will involve academia. Others will bring together clients, contractors and key supply chain members, with six planned in total. “We will be asking universities whether their current courses will help deliver the government’s Digital Built Britain strategy,” Philp said. “We will be asking contractors about their training strategy and, beyond current use of BIM, what their digital road maps look like.” The debates will also be covered by Construction Manager. The round tables, which begin this autumn, will be held at the CIOB’s London office. ●
Construction project managers are facing more security risks than ever before, encompassing everything from terrorism and organised crime to intellectual property theft and data manipulation. That’s the stark warning in a new report, The Security Imperative for the Construction Management Community, produced by the Chartered Institute of Building (CIOB). It provides practical guidance and a framework for project managers on how to assess and manage security vulnerabilities. “The consequences of poor security should not be underestimated and can affect project programme, business reputation, the built asset itself and, worst of all, the lives of personnel,” said David Philp, editor of the report, chair of the CIOB’s digital special Interest group and Aecom’s global BIM consultancy director. “Understanding the security risk profile and conducting effective planning for appropriate and holistic project security, encompassing personnel, physical and cyber security, is therefore essential and will help in enabling a safe and productive construction environment.” The study details six key security principles construction managers are encouraged to follow, including use of PAS 1192-5:2015, the specification for securityminded BIM, digital built environments and smart asset management.
The six security principles of the report:
1. A securityminded approach to professional and personal life. 2. Apply responsible judgement and take a leadership role. 3. Comply with legislation and codes, understand their intent and be prepared to seek further improvements. 4. Ensure good security-minded communications. 5. Understand, comply with and seek to improve lasting systems for security governance. 6. Contribute to public and professional awareness of security. The report can be downloaded from the CIOB website.
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What are the daily duties on site for an approved inspector? Examining of plans, drawings and specifications submitted by our clients to ensure they comply with Building Regulations. We also provide the client with advice regarding what needs to be submitted. On complex projects, this may involve providing pre-application advice on the design and any fire safety issues. In addition to checking plans, we also undertake regular site inspections. We will check the building works and methods, keep records and write reports. We will also advise if the work does not comply with the Building Regulations. What are the most challenging aspects of the role? The biggest challenge is ensuring that clients, their designers and contractors view us a valuable member of their team. While we remain enforcers, our role is not just to find fault, but to work with the design and construction teams to overcome any issues identified to ensure compliance with the Building Regulations. We are not a “clerk of works” service monitoring every stage of the construction process. We only see a snapshot of the work and it is important that we see works before they are covered up, which can be a challenge on a site where works are progressing rapidly. What contraventions and mistakes do you encounter? We regularly identify Building Regulations contraventions on plans and on site. On plan, the most common are in relation to means of escape. On site, our interventions typically relate to structure. Foundations are often not deep enough, or there has been insufficient regard for the proximity of trees or drains. Fire protection of openings and fire stopping is another area where contraventions occur, though this is not always visible. The integrity
Interview
A day in the life of… an approved inspector CM’S JUNE ARTICLE ON THE DAY-TO-DAY ROLE OF A CLERK OF WORKS GENERATED PLENTY OF INTEREST. HERE, WE LOOK AT HOW APPROVED INSPECTORS GUIDE CLIENTS, DESIGNERS AND CONTRACTORS THROUGH THE COMPLEXITIES OF BUILDING REGULATIONS. NEIL GERRARD SPOKE TO BRCS’S ANDREW BULLEN
“Following the terrible fire at Grenfell Tower, the consequences of non-compliant building works have been brought into focus, so our advice and interventions are now broadly welcomed” Andrew Bullen, BRCS
of compartments can be compromised by a lack of, or inadequate sealing of gaps and openings for pipes. Other common mistakes include a lack of subdivision to corridors serving two or more stairs, the omission of smoke ventilation in certain residential schemes, or the specification of inadequate insulation. We often come across a lack of disabled access on new or altered buildings. Such mistakes are easily remedied at plans stage, but may be extremely difficult to remedy during construction. That’s why the need for a detailed appraisal of the plans upon submission is paramount. How are you received on site? Following the terrible fire at Grenfell Tower, the consequences of non-compliant building works have been brought into focus, so our advice and interventions are now broadly welcomed. Designers now provide standards of fire safety that exceed the minimum levels required to achieve Building Regulations compliance. There is now more attention to detail regarding fire doors, the gaps between the door and frame and the gaps between the frame and supporting structure. In the last 12 months, I came across fewer instances of excessive gaps or poorly fitting doors on sites and found that more attention had been given to fire stopping. Following the Hackitt review, how do you ensure you are seen to be independent from the client which has appointed you? It came as a disappointment that the Hackitt review recommended that there should no longer be a choice between approved inspectors and LABC on high-risk residential buildings. A suggestion by the Association of Consultant Approved Inspectors (ACAI) was for the building owner or client or project manager to appoint the building control service provider direct. That would stop the builder or architect choosing their own provider. ●
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Reading the post Hackitt roadmap A speech this month may shed light on future industry regulation, says Gavin Dunn
Colin Barrett
Rund Partnership
Opinion
‘Quality hold points’ for housebuilding? INTRODUCING ‘QUALITY HOLD POINTS’ IN THE CONSTRUCTION PROGRAMME CAN IMPROVE HOUSEBUILDING OUTCOMES, SAYS COLIN BARRETT
Housebuilding is often seen as an industry where new homes cost more, deliver less and are poorly constructed. The combination of a skills shortage, ineffective quality assurance, inadequate site supervision and fragmented delivery has meant quality becoming a casualty in the pursuit of speed, volume and cost-cutting. One way to change this culture is through “quality hold points”; where critical stages are checked and verified by an independent quality inspector before further work can proceed. For example, on a major residential development with several hundred affordable units, Rund was appointed as employer’s agent and clerk of works. We reviewed the proposed specification and drawings at the pre-construction stage. This “quality check” identified improvements in the design and specification proposed by the volume housebuilder which would comply with the social housing provider’s requirements. This early intervention identified and eliminated issues before they would have escalated on site.
On the same site, during construction, a Rund clerk of works noted that internal gas pipework did not meet the gas regulations for timber frame construction. The gas pipe was fitted in a timber stud that formed the external wall, but the pipe was not housed in a small void, nor vented, nor protected with mechanical measures to allow protection from screws or nails. This quality and safety breach was communicated to Rund’s employer’s agent who, along with the gas pipe manufacturer’s technical department, obtained the correct installation requirements. Despite the contractor disagreeing, and proceeding to cover up the works, we insisted on further investigation and the opening up of the works. It was then recognised by the contractor that the works were incorrect, and all pipes were reopened for inspection. The required rectification work was scheduled and on completion a gas installer checked for compliance. Had quality hold points been in place, the incorrect installations could have identified earlier in the build. Other common problems occur during the final finish, testing and commissioning prior to handover, when a client’s focus is on occupation and the contractor is withdrawing from the site. In this transitional stage, quality standards can lapse. But hold points allow this stage to be simplified through pre-established quality benchmarking. ● Colin Barrett is the managing clerk of works at Rund Partnership.
Dame Judith Hackitt will this month provide further insight into her report: Building a Safer Future: Independent Review of Building Regulations and Fire Safety. It has asked many searching questions of construction, including whether the sector is fit for purpose to deliver regulatory compliance, let alone ensure performance beyond the minimum standards set in law. The government appears to have accepted the principles, if not the detailed proposals, contained within the report. It also seems clear that new legislation to reform the application of the Building Regulations, as well as legislation relating to buildings in use, are likely to be a high priority for the next parliamentary session. There is also a need to restore confidence and public trust in construction – with Dame Judith challenging the sector to change its culture and put public safety in front of profit. We do not yet know what legislation may emerge post Hackitt, but the industry should be prepared for the system of regulation, enforcement and management of building safety to undergo significant “end-to-end” reform with increased regulatory oversight. Change is likely to include clearer accountabilities for duty-holders in all phases of the building life cycle, which could be aligned with the Construction Design and Management (CDM) Regulations. We can expect greater emphasis on competency of all professionals involved in building design, construction and maintenance, including more demanding verification. There will be specific requirements for those working on fire safety and higher-risk buildings. There are also questions about how accurate building information – the “golden thread” – will be created and maintained, plus a review of the Approved Documents and supporting second tier guidance to the Building Regulations. Dame Judith will shed more light on these issues in her keynote address at the annual Chartered Association of Building Engineers (CABE) conference this month. Construction lacks a clear roadmap in this post-Grenfell era – but all professionals will need to work together to meet the challenges we face across the sector. Dr Gavin Dunn is chief executive of the Chartered Association of Building Engineers and sits on the Building Regulations Advisory Committee.
Hold points can identify issues at an early stage
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Chris Blythe
Chief executive CIOB
Comment
Today’s changed world needs more personal leadership WHERE HAS TODAY’S GENERATION OF LEADERS GONE, ASKS CHRIS BLYTHE, AND COULD A CHANGE IN LEADERSHIP STYLE BE REQUIRED TO BRING THEM TO THE FORE?
In preparing a presentation for a university recently I was asked to reflect on how the world of work has changed since I started. If you think this is going to be about the good old days forget it, because they were not that good. Having said that, I would wonder how we would cope now with some of the things that happened then. In the energy crisis of the 1970s mid-week football matches were played at lunchtime to save on floodlights, often coinciding with when factories shut down for the half-day. Television channels closed early so people would not be using electricity, so it was early nights for all. Imagine the hysteria if that happened today. All the things we take for granted now were a privilege then. The other major difference was the public awareness of leaders. Industry leaders and trade union leaders were better known, and the issues affecting the country were also well known. All of this with just a couple of TV channels, a small number of BBC radio stations and the newspapers.
CIOB Academy launches quality course A series of high-profile failures in the construction industry has prompted the CIOB Academy to launch a new, two-day course on quality. The move comes after work by past presidents on how to improve quality management on projects. By the end of the Construction Quality Management course, participants will be able to: l Understand the fundamentals of quality management for a project-based industry
l Demonstrate knowledge of the theories, principles and processes in quality management l Recognise the differences between quality control and quality management l Apply quality management best practice. The first courses will be on 14 and 15 November at CIOB’s London office in Kingsway and cost £549. Early bird discounts are available until 8 October using the code quality18.
I can still remember names like Terry Beckett, the chairman of Ford and later CBI director general, or Michael Edwardes at British Leyland, Vic Feather and Len Murray of the TUC, and Jack Jones from the Transport and General Workers Union. These were household names, playing out their dramas daily on the news. Today, it is hard to come up with an obvious industry leader. In fact, it is hard to come up with a leader in any capacity of daily life, including politics. Without looking it up I can only think of one name from our own Construction Leadership Council, Ann Bentley, who wrote in the last issue of CM. With the surround sound of social media, we seem to know less about anything important and more about what’s not. With 24-hour news coverage, we just zone out and ignore it. In any case, there seems to be very little fact being reported, but lots of opinion masquerading as fact. I suppose the biggest difference for me is the sense of entitlement that is prevalent today. That used to be restricted to a few rich kids. For the rest of us it was about aspiration and if you tried, you could move on. Now people want to be moving on before they have even started, and the total of their current affairs knowledge is what is happening in the Big Brother house and on Love Island. So leadership has to become more personal now, not waiting for someone else to do it. For those joining the industry there are opportunities and while it can be a tough industry, the way forward is through thousands of small acts of leadership wrapped in kindness. ●
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Adjudication in liquidation?: Lonsdale v Bresco, p44
CM is highest circulating magazine in construction sector
Feedback A selection of readers’ comments about news and issues in the industry from www.constructionmanagermagazine.com
There seems to be no guidance at all in the UK on curtain walling. That a fire will melt through aluminium very fast, and a paltry BS 476 firestop between the floor and a curtain wall will then be ineffective, seems obvious. But having repeatedly had a contractor argue the point, I have to wonder why this design guidance is so lacking.
Leo
I have carried out a number of 8414 tests on systems using vented fire breaks that are currently being approved by building control on highrise buildings. These types of intumescent fire breaks fail to last seven minutes and even the suppliers confirm they are combustible and have only been tested between two masonry walls.
Daron Hodder
The Australian AS5113 assessment is more stringent than BR135 and one the UK should consider. We all need to note that if 100% polyethelene ACM was put to this test when ACM was in its infancy, we would not have lost so many souls. “Bench testing” allowed 100% PE onto the market.
Ed Martin
If their credit record were publicly “marked” then the threat of negligence proceedings would discourage banks and equity financiers from backing them further. The shysters avoid taking risk with their own money, so to dump their cost onto their backers would be interesting. Note that they do seem to have little difficulty finding backers.
Jonathan Hill
It happens at small-scale too. I got freelance work with a QS firm and was owed thousands but the firm didn’t pay a bean, on account that they were going through liquidation at the same time without telling me. All the permanent staff were informed without any notice and had to claim from the government. The sole director was MRICS, so I complained to them. Did they give a monkey’s?
CM 31/08 Offsite quality Letter from an 88-year-old reader Norman Pert FICWCI, ACIOB
As a retired professional, with over 50 years in the building industry – a former carpenter and joiner, with a five-year apprenticeship, and 30 years of supervising building projects – I have been interested in the discussions regarding the poor standards of completed buildings, especially housing. Although the argument of completing components in factory conditions sounds to some people the answer, the problem often lies in getting the fundamentals right from foundations and setting out correctly, equal measurements, buildings plumb and level. Whatever happened to storey rods, levels at foundations and damp-proof course levels? If you do not start right, what chance have you of a satisfactory finish?
CM 11/09 ISG qualification Howard Davies
The resources that ISG have put behind this qualification are huge. All of the ISG employees engaged in this gamechanging effort should be highly commended. This company clearly takes its responsibility to the industry and the future of education seriously by “aiming high” and applying crystal clear logic is a selfless and genuine act. The WJEC should also be applauded for having the foresight to develop a contemporary qualification that can be delivered in the classroom. First class!
Provide your own feedback on latest industry issues by posting comments online at www.constructionmanagermagazine.com or emailing the editor at construction-manager@atompublishing.co.uk
OCTOBER 2018 For members of the CIOB
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John
CM 28/08 Phoenix firms
CONSTRUCTION MANAGER | OCTOBER 2018 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM
CM 05/09 Fire tests
After Grenfell, fire testing procedures are under new scrutiny
TUNNEL VISION DOES OUTDATED PROCUREMENT CAUSE MAJOR PROJECT DELAYS?
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Construction Manager has consolidated its position as the highest circulating magazine in the UK construction sector. CM’s circulation of 31,509 for 2017-18 puts it comfortably ahead of other industry titles Building and Construction News. The figure, an increase of 2.6% on the previous year, was released by ABC (Audit Bureau of Circulation), the publishing industry standard for measuring circulation. The last independently audited circulation published by Building was 10,858 in 2014. The auditor was PricewaterhouseCoopers. Construction News has not published an independently audited figure since 2013-14, when its circulation was 8,595 according to ABC. As well as its high print circulation, CM’s website – which unlike industry competitors has no paywall – reaches an even bigger audience of construction professionals, with over 58,000 subscribers to its email newsletters.
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PRELIMS OCTOBER 2018 | CONSTRUCTION MANAGER
People
From the clink to construction
HM Prison Service has questionable merit as a rehabilitation system. Each year it releases around 70,000 offenders, and some 268,000 are on probation. But their prospects are bleak. Just 17% find a job within a year of release, and 59% reoffend, which costs society £15bn a year, according to Ministry of Justice (MoJ) figures. Meanwhile, skills shortages are responsible for 35% of vacancies in construction – higher than in any other sector – so should the industry consider tapping into this employment pool? That is what some companies are doing, including Lendlease, Barhale and North Midland Construction. “If you give ex-offenders a chance, they will repay you,” says Jessica Mellor-Clark, managing director of Lendlease training subsidiary Be Onsite. “They are people who just want that opportunity to turn their lives around.” “There are three factors that are crucial for ex-offenders when they come into the outside world,” says North Midland HR director Karen Morris. “Work, home and relationships. So we can give them one of those three.”
ILLUSTRATION: JACK RICHARDSON
SOME 70,000 OFFENDERS COME OUT OF PRISON EVERY YEAR, BUT JUST 17% GET A JOB WITHIN A YEAR OF RELEASE. NOW, SEVERAL CONSTRUCTION COMPANIES ARE TRYING TO GIVE THEM A FRESH START IN LIFE. WILL MANN REPORTS
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CONSTRUCTION MANAGER | OCTOBER 2018 PRELIMS
Barhale and RMF Construction
100%
At the open prison HMP Ewell RMF has trained over 100 offenders with a 100% record of finding them employment.
“Demand for skills is getting greater, so if we can find those skills among ex-offenders, that benefits our business – and it also has a wider social benefit,” adds Tony Boyle, Barhale operations manager. Recruitment of ex-offenders throws up heartrending tales from the margins of society. Joe was released from Feltham Young Offenders Institute the day after his 18th birthday and took a job with Lendlease. Six months later he moved to another London borough to escape a gang he had been involved with. On Christmas Eve, Lendlease received a call from him. “He was in floods of tears,” says MellorClark. “The gang had found out where he lived and were threatening him. We immediately got in touch, found him somewhere else to live, and moved him to a different borough. Seven years on, he has a steady job in dry lining and has started a family.” Ian was offered a job by North Midland on his release from HMP Ranby, but there was one
Lendlease and Be Onsite
The not-for-profit subsidiary provides training inside HMP Brixton
Lendlease established Be Onsite, a not-forprofit subsidiary which trains and employs people from disadvantaged backgrounds, in 2009. Since then, it has trained over 800 people and directly employed around 600, typically employing 30 at any one time. A quarter of those who it finds jobs for are ex-offenders. Be Onsite works directly with prisons and other referral partners including the National Probation Service and job centres. Managing director Jessica Mellor-Clark says the ex‑offenders come from “all walks of life”.
RMF’s link with Barhale has led to 69 ex-offenders being employed
“Demand for skills is getting greater, so if we can find those skills among ex-offenders that benefits our business – and it also has a wider social benefit” Tony Boyle, Barhale
problem – he didn’t have anywhere to live and without that the prison wouldn’t release him. “Our chairman Robert Moyle put in some calls,” recalls Morris. “He contacted Tony Walker, a director at Toyota in Derby, who he knew through the local Business in the Community board, and who was involved with the local YMCA, and was able to get Ian a place there. He has since started work with North Midland.” But taking on ex-offenders is “not to be taken lightly”, says Mellor-Clark. “There “The vast majority start as general operatives, though some are taken on by the contractors they have worked for and even progressed to management. That has happened at Lendlease.” Be Onsite uses the ROTL system to provide training, but when not possible, it works inside prisons. With funding from the CITB-backed initiative Mind the Gap, it works with charity Bounce Back, Land Securities, and manufacturers Knauf and Encon to deliver dry-lining training in HMP Brixton. The eight to 10-week course offers training to diploma level 2. Similar courses are run for painting and decorating and for scaffolding. The ex-offenders work for Lendlease and its subcontractors. “On any major Lendlease project, we will meet with subcontractors and explain what we do and how our pastoral care team will support ex-offenders they employ,” says Mellor-Clark. Be Onsite uses PAYE to pay its recruits on a weekly basis – which is important for people who can find it difficult to manage on a monthly basis, says Mellor-Clark. “Also, ex-offenders have enough barriers to overcome on release, so doing agency work, with no job security, and having to do their own tax and national insurance, is another hurdle. We take away that worry.”
Civils contractor Barhale works with the training arm of RMF Construction, which has found employment for 231 ex-offenders over the past three years. RMF has used the ROTL system to deliver its training, working with Milton Keynes College, and at the open prison HMP Ewell it has trained over 100 offenders with a 100% record of finding them employment. The organisation will also go into closed prisons and has installed rail tracks inside six, which allows it to deliver an NVQ Level 2 in rail engineering. RMF also offers ‘Step into Construction’ training, an introduction to site protocols and skills, from which learners can attain a CSCS card. The courses typically run for three to 12 weeks. RMF began working with Barhale 18 months ago, which has since taken on 69 ex-offenders, 27 through ROTL. “Getting contractors on board was a big hurdle for us,” says RMF social inclusion manager Dara McCarthy. “Barhale, to their credit, now regard ex-offenders as a contingent labour force. Typically, when a contractor has a large job on, it will go to a labour agency. Instead, Barhale works with us and employs ex-offenders.” Barhale generally is a direct employer, but has peaks and troughs like any contractor, says operations manager Tony Boyle. “If we recruit ex-offenders, our plan is take them on as employees,” he says. “Initially, there is a sixmonth period where we would pay them through RMF. After that we would give them a full-time contract, depending on the work available. “It’s the same as a typical labour agency agreement,” adds McCarthy. “Ex-offenders we’ve recruited include professionals such as accountants and teachers who have gone into site management roles – not just people to clean the toilets,” says Boyle. “Four in five have a non-construction background.” RMF has 900 ex-offenders booked in for training over the next 12 months. It sits on the HS2 diversity steering committee and is working with the LM joint venture (Laing O’Rourke and J Murphy). “We are introduced to any contractor appointed to the project,” says McCarthy. “We can deliver HS2 inductions inside prisons.” The company is also planning to work with female ex-offenders and plans to visit women’s prisons with the National Association of Women in Construction.
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PRELIMS OCTOBER 2018 | CONSTRUCTION MANAGER
North Midland Construction
The contractor is taking on ex-offenders in permanent roles
“I find it easier to recruit good workers from ex-offenders than the general public; sometimes they have a better attitude than existing workers” Karen Morris, North Midland Construction
are many hoops to jump through, and a lot of support has to be provided.” A key issue is the Release on Temporary Licence (ROTL) system, which allows day release for work and training. “There has been opposition to ROTL from some quarters, though David Gauke, current secretary of state for justice, is an advocate, which helps us,” says Mellor-Clark. “He sees work as helping to combat re-offending.” Training provider RMF works with contractor Barhale but has to liaise frequently with the
authorities, says social inclusion manager Dara McCarthy. “One ex-offender we employed was supposed to sign in at the local police station twice a day after early release,” he says. “I spoke to their probation officer and said, ‘this is not practical as he has a full-time job, so how about I send across the timesheets to prove he has signed in every day and give the police the site address?’ That gave confidence to the police and probation service.” Three-quarters of employers won’t hire a candidate with a previous conviction, according to the MoJ – though it is against the law to give that as the reason. “Ex-offenders we work with say that once labour agencies hear about their criminal record, they don’t hear anything further,” says Morris. “But in reality, there are only a few projects where that might be an issue – schools or colleges where we would run DBS [Disclosure & Barring Service] checks for all workers in any case – and then it would depend on the crime.” Despite the reoffending rate, there are no government incentives for taking on ex-offenders. “RMF’s main partner is Milton Keynes College, so we do get paid for delivering the training, but we receive no grants,” says McCarthy. “I would speak to a contractor like Barhale about their resourcing requirements, then we invest in training the offenders, and they work for Barhale but are employed by RMF.” All the contractors CM spoke to admit that working with ex-offenders isn’t always “plain sailing”, as Morris puts it. “There have been teething problems such as materials not being delivered on time – but we take that feedback and aim to improve,” she says. McCarthy adds: “I find it easier to recruit good workers from ex-offenders than the general public; sometimes they have a better attitude than existing workers. It the ex-offender doesn’t have the ability for the job he’s been placed into, he might be reassigned as a gateman or a banksman.” “The industry is rightly very driven by health and safety and quality KPIs, so people can be afraid of taking on ex-offenders because of the mentoring involved,” says Boyle. “But
North Midland began working with ex-offenders in January. The contractor has trained 30 since then, in batches of 10, with 20 completing the programme in total. “So far four have been taken on in permanent roles, with offers pending for another two,” says HR director Karen Morris. “The remainder of the 20 have not been released from prison yet, otherwise we would have made offers to 16 of them in all.” Candidates are selected for the 12-week NVQ Civil Engineering Level 1 training programme following a team-building day and interviews with North Midland. Morris says that only around half the exoffenders have a construction background. “Typically they are placed in general operative roles, earning the national living wage, but with the opportunity to develop,” she says. As ROTL is not always an option, North Midland has created a compound in HMP Ranby in Nottinghamshire to deliver training. “It is essentially a mini-site and we provide materials for laying kerbs, concreting, public realm and other civils works,” explains Morris. “The prisoners get to experience all the ‘onboarding’ of the site experience, including toolbox talks, risk assessments and method statements, so they can be ‘site ready’ on release. Behaviour and attitude are harder to train and one of our health and safety managers goes in three times during the programme to hold workshops.” At the end of the programme, Morris and North Midland chairman Robert Moyle meet with the offenders to discuss the training and their career aims. North Midland is now talking to open prison HMP Sudbury about taking on ex‑offenders in white collar roles.
in reality, this mentoring is no different from when you bring other new people in.” And how do their new colleagues take to working with ex-offenders? “Their supervisors have been absolutely fine; they understand people make mistakes,” Mellor-Clark says. “The construction industry is more open minded than people might give it credit for – it’s about what you do rather than what you are.” The names of ex-offenders mentioned have been changed to protect their identity. ●
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Guide to Good Practice in the Management of Time in Major Projects: Dynamic Time Modelling, 2nd Edition Controlling delay and the negative financial consequences of delay is a challenge for managers and owners of all major construction projects. Skilfully managing this risk can be a key factor in ensuring a successful project. In this new book you can learn how to manage delayed progress and avoid the risk of delay to completion using the latest dynamic time modelling approach. This book includes real life case studies dealing with strategic planning for time management and high-density, resource-based scheduling. It is the definitive handbook for any project and program management professional seeking to manage time and delay-related cost on major projects. To buy your copy please visit www.wiley.com now.
You will: • Learn how to use a dynamic time model and BIM/4D to manage time pro-actively in projects • Discover the processes and standards necessary for ensuring systematic documentation and quality control • Understand the distinguishing and principal features of a dynamic time model and how it can be used with BIM • See the development and changes of a dynamic time model through the life of a project
ISBN: 978-1-119-42843-5 • Price: E-Book £49.99 / Paperback £54.95 • 20% discount for CIOB members
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INSIGHT• ONSITE | OCTOBER 2018 | CONSTRUCTION MANAGER
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Insight • onsite TAKING AN IN-DEPTH LOOK AT CURRENT ISSUES AND PROJECTS
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BALFOUR BEATTY’S MADISON M&E: BATTERY STORAGE M&E: ONSITE RENEWABLES M&E: FIRE SAFETY SYSTEMS M&E: WIRING REGS LEARNING FROM FORMULA 1 DIGITAL CONSTRUCTION WEEK
BAM BRINGS NEW HEART TO SHEFFIELD FACED WITH A CHALLENGING PROGRAMME, BAM AND THE DESIGN TEAM ON SHEFFIELD’S £70M HEART OF THE CITY II SCHEME HAVE MODULARISED KEY STRUCTURAL AND SERVICES COMPONENTS TO HIT THE PROJECT’S DEADLINE. WILL MANN REPORTS Heart of the City II is one of Sheffield’s key regeneration projects, and phase one – an office and retail scheme – is arguably the most crucial. The anchor tenant is HSBC, which will move out of its nearby office when the lease expires next year. With the risk of a major local employer leaving the area, Sheffield City Council (SCC) saw an opportunity to rehouse the bank in a new office in its planned retail quarter. But that meant a drop-dead delivery date for the construction programme, to allow HSBC to move into its new premises in mid-2019 on a 15-year lease. “Programme has been absolutely key here,” says Nick Howdle, construction manager for BAM, main contractor on the £70.5m project. “SCC saw the project as high risk, so opted for a two-stage approach. We were initially appointed to a preconstruction services agreement in August 2016, working
Left: On what is a tight, city-centre site, BAM erected a scaffold structure to protect pedestrians, which also serves as support for the mast-climbing work platforms
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
Client Sheffield City Council Value £70.5m Programme April 2017 to January 2019 (97 weeks)
Main contractor BAM Architect Leonard Civil, structural and M&E engineer Arup
with the council and their design team, before starting on site in April 2017.” The programme pressure – which increased with discovery of unexpected ground conditions early in the project – was one reason BAM chose to modularise the key building services components and precast the three structural cores. The contractor devised these solutions with Leonard Design Architects – which worked for SCC in the preconstruction phase, then BAM through a design-and-build contract – plus key suppliers including M&E specialist NG Bailey and Creagh Concrete. Phase one of Heart of the City II sits on an irregular footprint in the middle of Sheffield, and will comprise one main building, roughly triangular on plan and rising to five above-ground levels, and a smaller, single-storey F&B unit to the west, with the two connected via a capacious basement. New public realm space will sit between them. There is an 8m fall across the site, and the splitlevel basement plus ground floor will accommodate retail and leisure units. Because of the slope, the first uniform level is the first of the five office floors. The gross internal floor area is 30,338 sq m. The site previously included a hotel, dual carriageway and roundabout, which were demolished ahead of BAM’s start on site. The demolition and site clearance contractors were managed by SCC, with input from BAM. However, during BAM’s site investigation, unexpected problems under the ground emerged. “Our foundation design was originally ground-bearing,” explains Howdle, “but then we discovered several bell pits beneath the ground, and we had to change our plans – just before the construction programme started.” Bell pits are a legacy of Sheffield’s distant industrial past – a primitive early
Project manager Turner & Townsend Piling Cementation Skanska
Precast Creagh Steelwork Severfield Facade Henshaw M&E NG Bailey
form of mining, which left bell-shaped voids a few metres beneath the surface. Their presence meant BAM had to introduce 140 rotary bored piles into the foundation design, mostly 1m diameter, driven to a maximum depth of 24.5m. “To give an idea how large these pits were, we had to pump in an extra 17 cu m of concrete into just one of the piles,” says Howdle. He adds that the demolition contractor also dug out and installed the piling mat in two weeks, so the overall programme was not set back. The basement is a vast box constructed from in situ reinforced concrete floors and walls. In situ concrete was also planned for the three cores of the superstructure, but BAM was a little nervous about the programme. “The cores had to be finished absolutely on schedule, so we could move straight on to the steelwork,” says Howdle. “So we decided to switch to precast – just 16 weeks before the units would have to be delivered.” The contractor visited Creagh Concrete in Northern Ireland to explain the challenge. “We wanted to look at the factory and check the materials were right as this was such a programmecritical item,” says Howdle. “It was tight, but credit to Creagh, they delivered.” Creagh also digitally modelled the precast units, including cast-in plates for
“We discovered several bell pits beneath the ground, and we had to change our plans – just before the construction programme started” Nick Howdle, BAM
Top: Modelling construction of the precast cores in BIM Below: Visualisation looking east towards the HSBC building with the single-storey F&B building to the left with green roof
the steelwork connections. “Severfield, our steel fabricator, had to be sure their connections would fit so were also part of these discussions,” says Howdle. The 34.5m-tall cores each comprise 17 precast sections, the largest 8m by 4.6m across and 2m high, and weighing up to 26 tonnes. The first was installed in just eight days. “It was a big help on such a tight programme,” says Howdle. Some 2,500 tonnes of steelwork are being used. The biggest beam, weighing 18 tonnes, spans between the two buildings in the basement, carrying the public realm space above. “The rest are fairly standard castellated beams,” says Howdle. “Their design was coordinated with the M&E in the BIM model so the service runs can run through the castellated beams.” The steel frame grid is largely 7.5m by 7.5m, allowing for the building’s triangular shape and the large, 350 sq m atrium, which runs the full building height. The facade is curtainwalled, with a rainscreen using four different terracotta finishes plus glazing to create a mosaic effect. D e s i g n a n d i n s ta l l a t i o n w a s coordinated closely with Severfield using Navisworks for clash detection, explains Leonard associate James Dealtry-Smith: “A typical clash would be an end plate where two steel beams connect, and M20 bolts would be projecting out, where the mullion runs up the building. So, using the BIM model, Severfield 23
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INSIGHT• ONSITE | OCTOBER 2018 | CONSTRUCTION MANAGER
How EV storage and battery charging will drive M&E, p28
“We decided to get as many of the service runs, as well as the plant rooms, manufactured offsite as possible” James Dealtry-Smith, Leonard Design Architects
would reengineer the connection so that the curtain walling could fly through.” With clash detection, adds Howdle, it can be tricky deciding which company changes its design first. “In this scenario, it’s logical for the steelwork contractor to go first as it is further on in the programme than the curtain walling,” he says. The facade units were installed using mast-climbing work platforms (MCWPs). “The tie positions had to be modelled in BIM, so the MCWP provider supplied 2D drawings to Henshaw who added them to the 3D model,” says Dealtry-Smith. The glass installation has been driven by safety. Some 8,149 sq m of glazing has been used, with 600 terracotta panels, and the largest units 3m by 2.2m. “As an industry, we don’t have a great safety record on handling glass, so we have tried something different here,” explains Howdle. “Using the tower crane, we lift a two-tonne stillage of glass on to the MCWP platform, where we have a runway beam at the top and a 500kg Minifor winch with Oktopus vacuum attachment. For the operatives, the only manual handling is attaching the Oktopus attachment to the glass, lifting it off the stillage and fitting it onto the facade. It also saves on tower crane hook time.” The £15m M&E package includes the project’s standout offsite innovation. “We decided to get as many of the service runs, as well as the plant rooms, manufactured
offsite as possible,” says Dealtry-Smith. A visit to NG Bailey’s Bradford factory showed what was feasible. Floor plate modules, service risers, riser caps and plant rooms have all been manufactured offsite. The largest plant room measures 7.6m by 5.8m by 3.7m, weighs 21 tonnes, and was split into two units for transport. There are five complete riser caps, made up of 11 sections, the largest 9.5m by 3.5m x 3.5m. Though generally happy with the offsite approach, Howdle says: “There are some tolerance issues and we will carry out an independent air test on zones where two offsite-manufactured components interface, for example, where a riser butts up against a precast unit. That wouldn’t have been an issue building in situ, but the tolerances are harder to achieve with different components manufactured in different geographic locations coming together on site.”
Mast climbing work platforms were used for the facade installation
BAM is keeping a close eye on quality concerns through two M&E managers – and keeping a close eye on them are two clerks of works employed by project manager Turner & Townsend. Building control is handled by the local authority. The city-centre location has meant operational constraints as well as public safety considerations. “Just 1.3m separates the face of the building from the face of the kerb on Furnival Gate [the south end of the site],” explains Howdle. “Here, we erected a temporary scaffold structure to protect the road and also used this as support for three of the MCWPs. Additionally we used nets for further protection during the steelwork erection. Happily the works have passed without incident.” Future operational requirements have also been considered. “The client was originally planning to scaffold the whole atrium for maintenance, which has wear-and-tear implications, so we suggested using MEWPs instead, which they agreed with,” says Howdle. “So we have sized the doorways and lifts to take a spider MEWP.” Provision was made for MEWP access for external window cleaning, instead of a window cleaner system, says DealtrySmith: “We tracked MEWPs around the building using the BIM model – the MEWPs are available in the NBS BIM library – to prove that access was always possible and altered the external landscaping in cases where there were bollards close to the building, for example.” The Cat B fit out for HSBC will be handled by Styles & Wood, with BAM to hand over the building on 10 January. Th e p ro j e c t , w h e re t h e p e a k workforce was 304, is on schedule, says Howdle. “Working with an educated client and design team has been a big help,” he adds. ●
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INSIGHT• ONSITE OCTOBER 2018 | CONSTRUCTION MANAGER
BALFOUR TAKES MODULAR SKY HIGH BALFOUR BEATTY’S EXTENSIVE USE OF MODULAR CONSTRUCTION ON THE MADISON SKYSCRAPER IN LONDON’S DOCKLANDS HAS REQUIRED A CLEVER APPROACH TO ACCESS. WILL MANN REPORTS
Access is provided by the common tower with the Colossus hoist to the right and the twin hoist to the left
The Madison is one of the tallest buildings under construction in the UK at present. Balfour Beatty is building the 53-storey residential tower near Canary Wharf in London’s Docklands, which will include 423 apartments plus leisure and business facilities. Central to Balfour Beatty’s approach is the modularisation of key components, including bathroom pods, unitised facade sections and services modules, which has
led to “significant programme savings”, according to project director Paul Smith. The wide use of offsite manufacturing has also required some clever access arrangements to lift the bulky and heavy products up the 187m-high structure. Balfour Beatty was awarded a £1m pre-construction services contract by client LBS Properties in January 2016 and the £150m main building contract followed in February 2017.
The project occupies a tight footprint with “ground conditions typical of a site near a river, with a high water table and a thick layer of made ground and alluvial deposits”, says Smith. The basement perimeter has been constructed using a cased secant pile wall, with 368 piles 900mm in diameter, driven to a typical length of 20m. Dividing walls were formed from 147 contiguous piles, 600mm in diameter. Beneath the tower itself and the basement raft slab, are a further 102 bearing piles, 900mm in diameter, with a typical length of 24m. Logistics are challenging on the cramped site and during the basement construction Balfour created an access road to help vehicle movements. “We installed plunge columns to support a gantry slab, which provided vehicular access and separation from public traffic,” explains Smith. “The gantry slab later formed part of the ground floor slab, and the plunge columns were removed.”
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
Client LBS Properties Main contractor Balfour Beatty
The glass-clad tower, designed by Make Architects, is hexagonal on plan. “The structure is almost entirely in-situ concrete, although we are proposing to use a precast slab system to complete the lift shaft capping slabs,” says Smith. “This design is currently in development.” The main staircase in the tower core was constructed using a Stair Master lightweight mould system. “It comprises a steel shell, which acts as permanent formwork with reinforcement already in place,” explains Smith. “The stairs are completed with in-situ concrete. This system allows rapid installation of the stairs and limits the need for falsework in the landing areas.” The glazed facade is a unitised cladding system, comprising storeyheight units repeated across each floor of the tower. Additional panels form the internal balconies and winter gardens. “Typical units are 3.1m by 1m in dimension, and weigh 400kg, although larger panels – up to 8m across in some cases – are located at the ground floor level, amenity levels and between levels 15 and 17,” explains Smith. “The cladding is being manufactured in China and the panels arrive around eight weeks from leaving the factory.” The bathroom pods represent one of the largest offsite packages. Originally the bathrooms were to be constructed in
Architect Make Structural engineer WSP
“The bathroom pods have a bespoke thin wall construction which has allowed them to be installed with minimal impact on the internal floor space” Paul Smith, Balfour Beatty
The 53-storey building occupies a tight Docklands site close to the river
Lack of storage on site means units are transported directly to higher floors by Colossus hoists
situ, and the switch required adjustments to the tower superstructure. “Temporary openings in the shear walls were required to transport the pods to their final location on the floor slab,” explains Smith. “These were filled in at a later stage. We identified the locations of these openings early in the project, in coordination with the access strategy.” The pods are constructed in Italy, complete with finishes, fixtures and fittings. “We have visited the factory regularly to ensure quality, with snagging undertaken before the pods leave the factory,” says Smith. The pods are transported to site by lorry and given a further inspection on arrival, he says. Typically, the pods’ dimensions are 2.25m by 2.2m, weighing in at 1.8 tonnes. Larger, wheelchair-accessible pods – at least one is on each floor – are 2.75m by 2.75m across and weigh 2.8 tonnes. There are between six and 10 pods on each floor. “The pods have a bespoke thin wall construction which has allowed them to be installed with minimal impact on the internal floor space,” adds Smith. Balfour also prefabricated elements of the building services. M&E modules, 2.4m long and almost 1m wide, and weighing 20kg, are being installed in the communal corridors. Within the apartments, the utility cupboards were redesigned to accommodate more prefabricated service modules.
M&E engineer Hoare Lea Cost consultant Core Five
Value £150m Programme February 2017 to 2020
“Pipework and ducting is fixed to suspended lightweight steel frames, allowing the modules to be lifted into position quickly and easily,” says Smith. Access has been a key consideration from the outset. During construction of the basement and ground floor, the site had two tower cranes in openings in the ground floor level. On completion of the ground floor, one crane was removed but the hole in the slab retained to allow delivery of the large M&E components. The cranes were supplemented by a common user tower, Colossus hoist and twin passenger and goods hoists, supplied by Brogan Group. The Colossus, the largest of its kind in the market, is 5m by 3m in area and 3.1m high, with a capacity of 4,000kg. Importantly, it is big enough for the pods and the facade sections. With little storage space on site, on delivery these units are transported straight to the floor slabs via the Colossus. “An online delivery booking system is in place so lorries do not have to wait on the roadside,” says Smith. The size of the facade units caused lifting challenges. “This has meant use of a tower crane and a bespoke counterbalance lifting frame, to install the units below the frame contractor’s protection screens,” Smith explains, adding that some complex lifts have required out-of-hours delivery due to wide load restrictions in the local borough. Meanwhile, the two passenger hoists and the common tower allow access to upper floors, so the core stairs can be closed if needed. “This minimises the impact on the facade installation, and therefore apartment fit out, as multiple hoists provide access to the floor slabs,” says Smith. “Small-time gains add up when fitting out over 450 apartments.” Construction work on the Madison is due for completion in 2020. ● 27
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INSIGHT• ONSITE | M&E OCTOBER 2018 | CONSTRUCTION MANAGER
HOW EV CHARGING AND BATTERY STORAGE WILL DRIVE M&E ELECTRIC VEHICLES AND ONSITE POWER GENERATION AND STORAGE WILL PLAY AN INCREASING ROLE IN THE BUILT ENVIRONMENT. NEIL GERRARD LOOKS AT THE IMPLICATIONS FOR BUILDING SERVICES INSTALLATIONS
Judging by recent government initiatives and technology advances, we are gearing up for a future where electric vehicles (EVs) rule the road while homes and businesses generate and store their own energy. Transport minister Chris Grayling announced this July his intention that all new homes in England should have an EV chargepoint available, while battery storage technology – led by Tesla and its high-profile founder Elon Musk – is starting to emerge in both commercial and domestic applications. But what is involved in installing these technologies and are construction companies ready to meet demand? “There is already quite a high demand for electric vehicle chargepoints in new build,” says Kevin Knapp, managing director of Ecolution Group, which provides renewable energy services to the commercial and housing sectors.
“Local authorities are demanding they get put in, as are many housing associations. The noises are that it will actually be in the Building Regulations by next year.” Leeds and Wakefield are areas where EV chargepoints are already part of standard planning conditions, which means David Faraday, technical director for Redrow Homes’ Yorkshire division, already has some experience in the field. On a purely technical level, installing them is fairly easy, he explains. “It is essentially a glorified outdoor socket. On a detached house it is relatively straightforward and as long as you know about them early on,” he says. Complications can arise due to a lack of detailed guidance on what is a relatively new technology. Luke Osborne, the Electrical Contractors Association’s (ECA) energy and emerging technologies solutions advisor, says: “There has been some confusion over earthing
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PHOTON ENERGY
CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE | M&E
requirements when it comes to EV over whether or not they should have a separate earthing spike put in. It seems a bit of a grey area up to now but the 18th Edition of the Wiring Regulations (see p34) points out that it would be better to have a separate earthing spike for the EV and sometimes batteries.” Infrastructure requirements can differ, says Steve Turner, director of communications at the Home Builders Federation (HBF): “Some local authorities have simply asked for an external 13A socket, while others have requested anything from a 5 to 7kVA outlet.” Early agreement on the ducting and wiring required, as well as discussions with the Distribution Network Operator (DNO) on the infrastructure requirements and loadings are essential, he contends. One question does remain – is the grid equipped to deal with the extra demand? Already there are an estimated 13,000 public EV charging points – five times more than in 2011. “The biggest challenge we face is that the grid can’t cope with too many EV charging points,” says Knapp. He sees another technology – battery storage (see box) – as key to helping prevent this. “EV cars go hand in hand with battery storage because they will basically level off the grid and you won’t have so much demand,” he says.
Battery storage is still very much in its infancy, with relatively few examples of its application in UK buildings so far. Photon Energy, which designs and supplies solar PV and battery storage systems and is one of only four UK companies certified to install Tesla Powerpacks, recently installed four energy storage units at Manchester Science Park alongside two EV chargepoints. The 2.2 tonne batteries were lifted onto a pre-constructed concrete plinth, using a flatbed lorry with a Hiab crane. Photon Energy founder Jonathan Bates regards their installation as a simple process and little different to putting in a PV system or a generator. “You basically need a suitable point of connection and the DNO considers a battery to be a generator so you need to make an application to the DNO to have permission to connect it [under Engineering Recommendation G59]. This is because it can push energy onto the grid as well as bringing additional energy to the site to charge it,” he explains. Occasionally, installers may need to consider ER G100, which sets a limitation on electricity exported to the grid. As Osborne points out, smaller batteries for domestic use with an output of up to 3.68kW can be connected directly to the system if a G83 form has been filled out.
Four companies in the UK are certified to install Tesla Powerpacks
“EV cars go hand in hand with battery storage because they will basically level off the grid and you won’t have so much demand Kevin Knapp, Ecolution
Knapp, whose firm has partnered with German manufacturer of smart energy storage units Hycube, sees battery storage as core to the functioning of a smart building. He views it as essential for the battery to be connected to the internet so it can talk to a building management system (BMS) or be controlled remotely. At a commercial level, Ecolution offers containerised systems but can also provide systems that sit inside a building, housed in racks similar to those used for computer servers. Rather than the technical challenges, he thinks cost is limiting adoption. It is the higher-end domestic projects, and commercial schemes where clients want to show their environmental credentials, where most battery storage can be found. “The interest is beginning and it will move forward but there is a lot of educating to be done yet,” he concludes. ●
The Bloomberg New Energy Finance survey showed that lithium-ion battery packs were 24% cheaper in 2017 than they were a year before. Analysts expect them to fall further, from $209 (£160.70) per kilowatt-hour last year to $100 (£76.90) in 2025. The reducing cost of lithium-ion batteries has opened up new
possibilities for battery storage in homes and commercial buildings. On a domestic level they can be used to store power from renewable sources such as rooftop solar power to be used when the sun isn’t shining, perhaps to charge up an EV overnight. On a commercial scale, they have multiple uses including as a
backup generator in the event of a power failure but also to insulate businesses against shifting commercial tariffs by providing power at peak times of the day. They can be internet enabled to communicate with each other over multiple sites to smooth out power consumption, and also substantially reduce carbon footprint.
PHOTON ENERGY
The case for battery storage
Installation of Tesla battery storage at Manchester Science Park
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INSIGHT• ONSITE | M&E OCTOBER 2018 | CONSTRUCTION MANAGER
Active Office, University of Swansea The first UK office to generate more energy than it consumes was completed earlier this year at Swansea University. It employs innovative technologies that allow the building to generate, store and release solar energy in one integrated system. Features: A curved roof with integrated solar cells in a laminated photovoltaic panel; a photovoltaic thermal system on the south-facing wall; lithium ion batteries to store the electricity generated and a 2,000 litre water tank to store solar heat. Contractor: Wernick Design: Specific (a UK innovation and knowledge centre, led by Swansea University) Client: Swansea University Project value: £850,000
IN PICTURES: FIVE INNOVATIVE ONSITE RENEWABLES PROJECTS AS RENEWABLE ENERGY TECHNOLOGY CONTINUES TO ADVANCE, CM TAKES A LOOK AT HOW IT HAS BEEN APPLIED ON FIVE RECENT BUILDING PROJECTS
George Davies Centre, University of Leicester
MARTINE HAMILTON KNIGHT
The University of Leicester’s new centre for medicine is the largest Passivhaus building in the UK. Contractor Willmott Dixon, the M&E contractor, consultants and other parties have all stayed involved in the project with a three-year in-use monitoring and fine-tuning programme. Features: A ground-air heat exchanger, which passes air from outside through a 1.6km-long network of pipes buried beneath the building. The air is heated
(or cooled) to a temperature of 16°C – the temperature of the ground 2m beneath the surface. Blinds, ventilation, lighting, heating and cooling are all controlled by the building automation system based on factors such as weather, internal temperatures, CO2 levels and occupancy. Contractor: Willmott Dixon Architect: Associated Architects Client: University of Leicester Project value: £42m
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DIRK LINDNER
CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE | M&E
One Carter Lane, London Engineer Cundall’s One Carter Lane office in London combines worker wellbeing with sustainability. It was the first project in Europe to implement the WELL Building Standard, as well as achieving a BREEAM Excellent and SKA Gold rating. Features: Variable volume air distribution controlled by CO2 sensors to ensure high air quality is maintained in high-density areas of the building. Water filters to bring mains water up to World Health Organisation (WHO) limits. Natural materials and finishes specified to achieve low VOCs and toxic content. High reflectance, low openness factor blinds and recycled zero-phthalate floor finishes, living natural timber structures and a ventilated green biowall. Contractor: QOB Interiors Architect: Studio Ben Allen Client: Cundall Project value: Undisclosed
Bloomberg HQ, London Broadcaster Bloomberg’s European headquarters in London was voted the world’s most sustainable office building. It achieved an Outstanding rating against the BREEAM sustainability assessment method, with a score of 98.5%. Innovative power, lighting, water and ventilation systems all contributed to a 73% saving in water consumption and a 35% saving in energy consumption and associated CO2 emissions over a typical office building. Features: Integrated ceiling panels combining heating, cooling, lighting and acoustic functions. Capture and treatment of roof rainwater, cooling tower blow-off and grey water to serve vacuum flush toilets. Smart CO2 sensing controls to allow air to be distributed according to the number people occupying each zone. Onsite combined heat and power (CHP) generation centre. Contractor: Sir Robert McAlpine Architect: Foster + Partners Client: Bloomberg Project value: £1bn
Killynure Green, Carryduff This social housing development is unlike any other in Northern Ireland, having been designed and built to meet Level 5 of the Code for Sustainable Homes. The development was awarded best social housing project by the Royal Society of Ulster Architects (RSUA) in 2016. Features: Superstructure that makes use of a highly insulated prefab timber system, topped with slanted roofs set at 29 degrees south to optimise conditions for rooftop solar collection. Contractor: Geda Construction Architect: PDP London Client: Choice Housing Project value: Unknown
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INSIGHT• ONSITE | M&E OCTOBER 2018 | CONSTRUCTION MANAGER
Conor Logan Colt International
WERE FIRE SAFETY SYSTEMS COMPROMISED AT GRENFELL? WHAT CAN WE LEARN FROM THE FAILURE OF THE SMOKE VENTILATION SYSTEM AT GRENFELL TOWER LAST YEAR? FIRE AND SMOKE CONTROL SPECIALIST CONOR LOGAN CONSIDERS THE LESSONS SO FAR FROM THE INQUIRY EVIDENCE
No smoke control system could have coped with the extraordinary circumstances of the Grenfell Tower, given how quickly the fire climbed the outside of the building. Neither, for that matter, would sprinklers. Fire will spread very rapidly up any building wrapped in highly flammable plastic with air gaps or chimneys all the way to the top. Once the fire was racing up the cladding, all active fire protection measures were outside of their design parameters. That does not mean, however, that the industry has nothing to learn from Grenfell – particularly around how systems are procured, commissioned, installed and maintained. This will be a central theme of the Building Engineering Services Association (BESA) conference next month. Among many issues raised by the Hackitt inquiry, the study by Arup fire engineer Dr Barbara Lane concluded
that the installed smoke ventilation system was not compliant with the Building Regulations and that the original supply and extract system designed by Max Fordham was changed. Dr Lane also established that the system may not have been properly commissioned. There were also no testing and service records for the system despite this being a requirement of the Regulatory Reform Order. Other topics still require clarification: whether the control cabling (which should have been fire rated) survived the fire; and why the system was so difficult for the fire brigade to operate. As evidence emerges, hopefully these questions will be answered. Dr Lane has, however, established that the fire safety measures were designed for a single fire on a single level and “could not have protected lobbies and the stair from smoke generated by fire on multiple levels”. Nearly all active fire safety elements are designed on this basis – as stipulated in Approved Document B. It appears, therefore, that there was no problem with the design intent, but there may well be problems with what was actually installed. We clearly have to ask: Why were there so many deviations from the original design? This goes right to the heart of the systemic problems highlighted by the
Hackitt Review, including the need to establish professional competence at all levels and cease the unedifying “race to the bottom” that compromises so many building services designs. The UK industry does not need new forms of regulation or new building codes. What we need is better enforcement of what we already have. This was clearly identified by the Hackitt committee. Hackitt also stressed that the industry needs to improve its delivery of projects by investing in competence. Part of being competent is to recognise when you are out of your depth, particularly when it comes to safety-critical systems. For Grenfell’s legacy to be safer buildings, they should also ensure both active and passive fire protection measures are installed correctly and avoid the temptation to “value engineer” out critical elements to cut upfront costs. Construction project managers should ensure system design and performance do not deviate from specification without full consideration of the implications and, above all, cost should never be the prime motivator when it comes to life safety. ● Conor Logan is technical director of Colt International and former chairman of the Smoke Control Association. He will speak on fire safety systems at next month’s BESA conference.
Seven lessons to learn from Grenfell l Active and passive fire protection systems have a symbiotic relationship and depend heavily on the correct installation of each other. l Systems requiring air to be drawn into the building should be located at low level to prevent smoke contamination.
l Changes made to the smoke control system during construction and refurbishment must be reviewed by a competent engineer. l “Value engineering” of life safety systems should be prohibited. l Specification of components for life safety systems should be tightly regulated and enforced.
l System design and performance should not be permitted to deviate from specification without full consideration of the implications. l Management of life safety systems should be a professional and controlled process from design through to operation and maintenance.
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INSIGHT• ONSITE | M&E OCTOBER 2018 | CONSTRUCTION MANAGER
Key fire safety sections in revised Wiring Regulations
Gary Parker Electrical Contractors Association
HOW THE REVISED WIRING REGS ADDRESS FIRE SAFETY REVISIONS TO A KEY ELECTRICAL INSTALLATION STANDARD HAVE FOCUSED ON CONCERNS ABOUT FIRE SAFETY, AS GARY PARKER EXPLAINS
Following last year’s Grenfell Tower fire, the latest revision to the Wiring Regulations – the “bible” of the electrotechnical engineering sector – has come under particular scrutiny. Also known as BS 7671, the publication book has undergone a new round of changes (the 18th edition) to keep up with the ever-evolving ways electrical installations are designed and installed. These changes do not fall solely under the electrician’s remit. There are several key amendments to regulations on fire safety, particularly regarding escape routes, which apply to anyone involved in the design, management and maintenance of buildings in the UK, and should be given careful consideration. The 18th edition has expanded on previous regulations and amendments and broadened the scope of installers’ and designers’ roles in electrical installations, especially with regard to fire engineering.
“Cables have become entangled around firefighters’ breathing apparatus or uniform”
Building Regulations since 2014 have required all circuits in new or rewired homes to comply with the requirements of BS 7671, which includes an increased use of residual current devices (RCDs) and, more recently, metallic consumer units. Previously anyone could wire electrical systems in dwellings but now only competent people should. This means circuits are suitably designed, installed and tested which will reduce fire risks. The previous edition of the Wiring Regulations was amended in 2015 to ensure all cable installations along escape routes were supported. This was to prevent premature collapse in the event of fire and therefore improve safety. Before this change was introduced in the previous regulations – and expanded on in the 18th edition to remove the term “escape route” and broaden this approach to all locations – many types of wiring system were liable to fall from walls and ceilings in the early stages of a fire, leaving cables hanging. There have been instances where these cables have become entangled around firefighters’ breathing apparatus or uniform. This directly caused the deaths of eight firefighters in the UK between 2005 and 2010. These tragic events helped to drive a new round of changes in legislation which means all new designs conforming to the 18th edition will have robust supports for cables in all locations.
Chapter 42 Protection against thermal effects
A new Regulation 421.1.7 has been introduced regarding the recommendation for installation of arc fault detection devices (AFDDs). Regulation 422.2.1 has been redrafted. Reference to conditions BD2, BD3 and BD4, which were subjective descriptions of how to escape from a building in an emergency, have been deleted. The 18th edition simply talks about higher-risk areas, simplifying the regulations and making life easier for the designer as there is no need to justify the BD classifications any more. Meanwhile, a note has been added to the 18th edition stating that cables need to satisfy the requirements of the Construction Products Regulation (CPR) in respect of their reaction to fire.
Chapter 52 Selection and erection of wiring systems
Regulation 521.11.201, which gives requirements for the methods of support of wiring systems in escape routes, has been replaced by a new Regulation 521.10.202, which requires cables to be adequately supported against their premature collapse in the event of a fire. This applies throughout the installation, not just in escape routes, and is relevant to all cable types, not just power.
The Electrical Contractors Association recommends that building surveyors and managers continue to ensure their buildings are kept up to date by carrying out regular inspections of electrical systems by suitably skilled and competent contractors, to highlight any potential failings and areas of improvement. ● Gary Parker is senior technical support engineer at the Electrical Contractors Association.
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Construction can learn from F1’s Plan-Do-Review approach
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Above: Sebastian Vettel of Ferrari during Formula 1 Test Days at Circuit de Barcelona-Catalunya
In association with
LESSONS FROM THE FAST LANE WHAT CAN FORMULA 1 TEACH CONSTRUCTION ABOUT PRODUCTIVITY GAINS AND IMPROVED OUTCOMES? CM, IN PARTNERSHIP WITH ACO, LOOKS AT HOW THE INDUSTRY COULD BENEFIT FROM ANALYSING THE STRATEGIES OF FERRARI AND MERCEDES. BY JUSTIN STANTON
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
The Pit Stop Challenge part one Richard West’s F1-inspired training has spurred on infrastructure teams in London and Melbourne to reach new productivity levels What pops into your mind when you think of Formula 1: the glamour and glitz of the Monaco GP? The smell of burning rubber and the wail of screaming engines? A victorious driver spraying champagne from the top step of the podium? F1 is all of those things but primarily it is a “billion dollar engineering war”, according to former Williams team chairman Adam Parr. The methods by which F1 teams compete in this war are applicable to businesses in any industry. What then can construction learn from F1? We must start with defining what it is that a team like Ferrari, Mercedes or Red Bull do. Mark Jenkins, professor of business strategy at Cranfield University and co-author of Performance at the Limit, offers this definition: “Start from the premise that the one thing F1 teams do at an incredible rate is learn – they learn incredibly fast because they have to learn incredibly fast; if they don’t, they fall back down the grid.” The central point of the learning process is the act of reviewing (see Plan-Do-Review diagram, p36). “If there’s one lesson you can take from F1 now, it’s to start reviewing everything you do,” Jenkins says. “Make it a routine that you spend some time reflecting on what’s going well and what’s going less well; can you understand your issues, near misses for example, and address them to ensure they don’t happen again? “If you only review when things go wrong, the process easily becomes one of allocating the blame.” Ah, the dreaded b-word: blame. There’s a lot of blame in construction, but essentially F1 teams can only function effectively with a ‘no blame’ culture. If you watched the Austrian Grand Prix this year, you will know that the Mercedes team made a mistake on
“If there’s one lesson you can take from F1 now, it’s to start reviewing everything you do” Mark Jenkins, Cranfield University
The most obvious example of exemplary teamwork in F1 is the pit stop. Without refuelling to worry about, pit stops now routinely take less than 2.5 seconds. The speed and, crucially, the precision is achieved not only through significant human resource (nearly 20 mechanics) but clarity of job roles, communication and an emphasis on continual improvement through review. Richard West held senior roles at McLaren, Arrows and Williams, working with serial winners Niki Lauda, Alain Prost, Ayrton Senna and Michael Schumacher, and is a co-author of Performance at the Limit. He firmly believes that F1 can teach businesses how to improve, and uses the so-called Pit Stop Challenge – experiential training that involves carrying out a pit stop on a real F1 car – to help improve communication in teams and emphasise the need for and value derived from reviewing. In the mid-noughties, he was contracted by Metronet to review its track sleeper replacement programme on the London Underground. With only a four-hour window to access the track, Metronet teams were replacing four or five sleepers per shift. West describes their process: “You had to unclip the track, remove a section of track, then get the huge old sleeper out of the way, and then replace it with a concrete sleeper, and pack it in, re-secure the track and make sure it ran straight.” West spent a week with teams, reviewing their processes. He noted plenty of time wastage and a lack of direction.
strategy, costing Lewis Hamilton an easy victory. Before millions of watching fans, Mercedes’ chief strategist James Vowles apologised over the pit-to-car radio to Hamilton “Lewis, this is James… It’s my mistake… I have thrown away the win.” In the post-race interviews, Vowles was backed by Mercedes F1 boss Toto Wolff. Jenkins notes: “That says something about the culture at Mercedes that Vowles felt comfortable in doing that;
Richard West and rail workers undertake the Pit Stop Challenge in Melbourne However, rather than simply share his findings, West put the track maintenance teams through the Pit Stop Challenge at the Acton depot. He says: “After they’d been through the challenge, we’d ask them ‘from what you’ve learned today, how could you make a difference working underground?’” Ideas were bounced around, resulting in a new solution that involved jacking up sections of track with the sleepers still attached then detaching and removing those sleepers, with the new sleepers boxed in with fast-setting cement and the track ultimately lowered back into position. The teams found an extra half-hour’s productivity and increased the average number of sleepers replaced to between 16 and 18.“When it was audited at the end of the first year, the initiative had made savings of £64m,” West reveals. As a result of this success, West was contracted by Metronet in Melbourne, Australia, to deliver the Pit Stop Challenge programme to 1,500 infrastructure staff. The result was double-digit productivity improvements and AUS$9m saved.
in not only saying it to the team, but also saying it to millions of fans watching means that he felt supported. The top teams know that the moment someone is under fire, the learnings are lost. “If a leader weighs in and says ‘whose fault is this? I want them fired’, you can imagine the impact that has in terms of how open and honest people are going to be. What you want is the opposite, where people say ‘I made 37
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INSIGHT• ONSITE OCTOBER 2018 | CONSTRUCTION MANAGER
“You need a strategic relationship where you learn together to improve the product” David Philp, Aecom
a mistake’ – an environment where people can be honest, because that helps everyone move forward.” Water management specialist ACO has been inspired by the best practice of F1, as its managing director Richard Hill reveals: “The no-blame culture in F1 is important to us. We reworked our goals, values and culture to ensure it was at the centre of everything we do. A no blame culture is key to innovation: we want to encourage our staff to innovate and provide a constant stream of ideas – the F1 analogy helps us to do that. “We recognised that we were the market-leading surface watermanagement brand, partly due to our consistent focus on innovation, but over the years we have gradually learned from F1 that while innovation is critical, much of the real gain comes at the ‘boundaries’ of what we already know.
“We realised that we needed to focus even more on what sometimes appear as the small things like improving response times for technical support to customers which help keep projects moving; providing cloud-based design software so that customers can create drainage solutions for their specific project at a time and place that suits them; through to small product details like how gratings are secured to our Qmax channel, making the product easier to handle and install on site.” Je n k i n s a ga i n : “ Yo u h av e to constantly reinforce the no blame culture – it’s not something you can ever relax on. And that’s [down to] leadership, not just communication but following through on behaviour.” The role of leadership is crucial, providing a clear set of objectives to focus on and communicating that mission effectively. Jenkins suggests
The Ferrari team puts pit stop training into practice in the Shanghai Grand Prix
construction managers must “prioritise the critical areas of performance” – and that’s something Aecom has realised. David Philp is the global BIM director at Aecom and chairs the Chartered Institute of Building’s digital special interest group. He is a passionate advocate for the benefit that can be derived from F1’s best practice after watching the Williams team at close quarters. “An F1 team asks ‘how can we design a car to go faster?’ For us, it’s thinking that design quality goes beyond the construction process and into service provision and ‘how do we offer the best user experience?’ “A clear sense of purpose is something we focus on now. It takes time to do this; it’s not the what, where or when [of a project], it’s ‘why are we doing this for our client?’ We’re not just building assets, we’re building better outcomes – it’s not about building a new railway, it’s about moving thousands of people safely, for example.
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
The Pit Stop Challenge part two Willmott Dixon is learning from F1’s platform-based approach “We use a lot of workshops to understand stakeholder needs, we formulate a plan from that and we measure it with smart metrics. Not only are we learning, but we’ve got systematic learning.” Philp highlights that Aecom is incorporating the plan-do-review mantra: “[What we call] ‘healthy starts’ are there to ensure a project is set up for success, mining data from the last project to see what went well but importantly what didn’t.” This loop closes not with client handovers but “soft landings” and post-occupancy evaluation using data capture and analytics – which then help inform the next project. Philp adds: “The construction industry needs to see itself as much more information-centric and outcomebased. Like making an F1 car go faster: is the built asset going to perform better?” If we accept the definition of F1 as an engineering war, then one of its greatest generals is Ross Brawn: the “manager” responsible for delivering F1 world titles to Benetton, Ferrari and his eponymous team, before laying the foundations of glory at the current Mercedes team. His stint at Ferrari – the Michael Schumacher years – is a great example of leadership delivering clarity, change and consistent success. Prior to his arrival, the Ferrari team was highly factionalised, with
“We have learned from F1 that while innovation is critical, much of the real gain comes at the boundaries of what we already know” Richard Hill, ACO
each of the key departments (engine, chassis and aero) working seemingly independently. Brawn inspired them into appreciating that their collective mission was to deliver the best Ferrari – the complete package where engine, chassis and aero worked in harmony. Crucial to Brawn’s success at Ferrari – an organisation that until he joined had been ruled by fear and riven by internal politics – was his introduction of the no blame culture. In Total Competition, former Williams team chairman Parr notes: “[Brawn] exemplified the principle that strategy is about winning, not fighting. The only place that he allowed conflict was on the racetrack, and then only between his whole team and the other [teams]. “Conflict uses up energy and resources; it creates external risk as people seek to outwit and undermine you; and it creates risk of internal division – the ultimate danger for any organisation.” Aecom’s Philp notes: “We’re finding more and more that we need to blur the edges between those that operate and those that design and build; each member of the team understanding what all the other members of the team do is hugely important.” Indeed, blurring boundaries should not be limited to your team; Jenkins states: “The critical thing is to integrate
Race off with GP tickets in F1-themed competition Contractors could win tickets to the British Grand Prix or £2,000 as part of a Formula 1-themed competition that will test their communication, planning and problem-solving. Race Team Manager, run by ACO Technologies, offers top-scoring teams the chance
to attend the Grand Final at Silverstone to race it out on the ACO Carrera Slot Car circuit in a bid to win the top prize. The competition begins on 2 September with the Italian Grand Prix. Teams of between two and five can enter at: www.raceteammanager.com
Pit stops in Formula 1 have improved from taking minutes in the 1950s to taking scant seconds in the modern era, in part through innovation in technology, but also through “overresourcing”, with nearly 20 well-drilled mechanics working concurrently. “F1 teams can justify the overresourcing because it gives them their desired outcome: the rewards more than offset the extra cost of resource,” says Tim Carey, national product director at Willmott Dixon. “We don’t often look at things that way in construction. In F1, they practise pit stops and do the same thing time and time again, which we don’t do in construction – we do it differently every time. It’s a platform-based approach and they keep learning. “As a construction industry, we need to get to a consistently delivered product time and time again with a platform-based approach. And that’s what we’re trying to do at Willmott Dixon.”
your suppliers and partners into your projects, your business and your reviews; arms-length, transactional relationships won’t help – you need a strategic relationship where you learn together to improve the product. “[In F1] reviews are inclusive – the teams bring their tyre and fuel partners into the process. With thousands of gigabytes of data to help them, they can understand what went wrong and what went well. "An F1 car is a joint venture – it’s only as good as those partners.” ● Further reading and viewing: Performance at the Limit, by Mark Jenkins, Ken Pasternak and Richard West (Cambridge University Press); Total Competition, by Ross Brawn and Adam Parr (Simon & Schuster); Formula Success can be viewed at richardwestassociates.com/video.html 39
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INSIGHT• ONSITE OCTOBER 2018 | CONSTRUCTION MANAGER
The latest VR and AR technology will be on show, along with robotics, drones and UAVs
Digital technology is increasingly at the forefront of construction minds. With the UK government pushing a spotlight on the industry by launching the Construction Sector Deal in July this year, there is a keen focus on pushing BIM ideologies and digital processes, and utilisation of technology to deliver projects efficiently, safely and on time and budget.
This is not a trend limited to the UK, as governments and developers globally are tasking construction giants and tech providers to push the boundaries. Buildings and infrastructure are becoming more intuitive and resilient than ever before. Technology is changing the way we plan and construct buildings, how we interact with them and how we maintain them.
LEARN ABOUT TOMORROW’S TECHNOLOGY TODAY AT DIGITAL CONSTRUCTION WEEK 2018 FROM AI TO ROBOTICS, THE CONSTRUCTION INDUSTRY IS UNDERGOING TRANSFORMATIVE DIGITAL CHANGE. THE LATEST DEVELOPMENTS AND TECHNOLOGIES WILL BE FOUND AT THIS YEAR’S DIGITAL CONSTRUCTION WEEK ON 17 AND 18 OCTOBER AT EXCEL LONDON. CM LOOKS AT WHAT’S ON OFFER
But how does this high-level government policy and future-facing thinking affect someone working in the built environment today? This is why Digital Construction Week (DCW) was created. DCW is a trade exhibition and conference that brings together industry innovators, solution providers and influencers. With real-world case studies of best practice and innovation, talks and workshops, it demonstrates how technology is shaping a new path for construction companies, with exhibitors, content, speakers and networking opportunities for all. Oliver Hughes and Luke Collings, partners and co-directors of DCW, say: “We have worked over multiple years to bring together a unique and esteemed group of innovators that are working directly in the built environment, for government or for tech companies, all of whom are striving to shake up the industry and improve the way we construct by utilising technology and are pushing towards a truly digitised industry. “We have made the event free to attend and crammed it full of features, talks and solution providers, as we want it to be a ‘not to be missed’ event for the industry. Its purpose is to provide a platform for thought sharing, learning and networking, and to provide visitors the opportunity to interact with some pretty amazing technology.” DCW will return for its fourth year in 2018 on 17 and 18 October at ExCel London. The exhibition features over 150 hours of seminars and workshops, across multiple stages, focusing on business transformation, visualisation, BIM, geospatial and industry 4.0. The DCW Expo features over 150 industry-leading companies, such as BAM, Bluebeam, Topcon, PlanGrid,
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
Visitors to DCW can have a hands-on experience of new products and technology
“DCW’s purpose is to provide a platform for thought-sharing, learning and networking, and to provide visitors with the opportunity to interact with some pretty amazing technology” Oliver Hughes and Luke Collings, DCW
Arup, Kier, Trimble and HP, which will be showcasing their latest technologies and providing the opportunity to get hands-on and test out their products. Expect to see robotics, AR, VR, AI and machine learning, laser scanning, drones and UAVs, smart materials, collaborative tools and much more. Esri will be running its “Geospatial Bootcamp” on both days. Free to attend, these crash courses in spatial analysis technology will give users the foundation knowledge needed for mapping and geospatial analysis, as well as the opportunity to ask questions and understand how this tech can be used from the design phase through to operation. The DCW Onsite Arena, powered by Bluebeam, is an industry event first and will give visitors the opportunity to do a live walk-around of a construction site, set up within the exhibition space. Visitors can check out live demos and
get hands-on with drones, robotics, augmented reality and onsite tech. Returning this year is the Drone Racing. The competition is open to all, and visitors get to have a go flying a mini drone – there’s a Top Gear-style leader board and the winner takes home a trophy at the end of day two. There is also plenty of opportunity to wind down and have a chat, with networking drinks sponsored by Nemetschek held at the end of day one. New this year is the Business Transformation Hub sponsored by Egnyte, focusing on supporting business to implement technology, to improve internal and external project collaboration, productivity and ultimately profitability. The Skills Hub, in partnership with CITB, is a workshop and seminar theatre aimed at supporting businesses to upskill and train their current workforce in new technologies and processes, as well as how to attract young people with apprenticeships – often for roles that are very new or even not around yet – due to rapidly changing technologies. ● To register for a free-to-attend ticket, or for more information about sponsoring or exhibiting, please visit www.digitalconstructionweek.com or follow @DigiConWeek #DCW2018
The DCW Thought Leadership Conference Two days of talks and discussion with industry leaders and tech pioneers focus on the processes that are changing construction Running alongside the main free-to-attend exhibition is a pay-to-attend conference, providing two days of talks that will focus on industry transformation and the innovative technologies and processes that are changing the built environment. With limited tickets sold, and exclusive presentations from BEIS and the Construction Leadership Council focusing on the Construction Sector Deal and Industrial Strategy – the conference is a true snapshot of current industry trends, and a look to the future. Sessions will explore industry digitisation, manufacturing and throughlife performance. Recently appointed as challenge director for the £170m UK Research and Innovation Transforming
Construction Challenge, Sam Stacey will lead a panel with Dr Diana Montgomery, Dr Jennifer Schooling and Dr Jozef Dobos, discussing how the transforming construction challenge will affect the industry. Mark Enzer will also discuss the Centre for Digital Built Britain’s (CDBB) long-term strategy in his opening keynote, followed by our exclusive CDBB session where you can hear from and pose questions to CDBB deputy director Alexandra Bolton, Mark Enzer, Jennifer Schooling, David Philp and Amelia Burnett. An impressive line-up of special guests includes: Dev Amratia of nPlan, Kevin Blankespoor from Boston Dynamics and Sakthy Selvakumaran from the University of Cambridge.
Digital Construction Awards The team at DCW are proud to announce the launch of the Digital Construction Awards in association with UK BIM Alliance. Held at the Crystal Building (pictured) in east London (very near the ExCeL) on 17 October 2018, the awards will recognise the most pioneering projects, teams, and individuals championing
innovation and technology in the built environment. The awards audience will be celebrating the most forwardthinking firms, individuals and project teams working in the built environment whether at the bleeding edge or exploring digital technologies and processes for the first time.
The awards are open to the entire industry. With nine categories, it is an opportunity showcase the outstanding work of individuals and teams over the past 12 months. For more information on the awards and to purchase tickets, visit www. digitalconstructionawards.com 41
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EXPERTS OCTOBER 2018 | CONSTRUCTION MANAGER
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Experts KEEPING YOU IN THE KNOW ON LEGAL, TECHNICAL AND PROFESSIONAL ISSUES
44 LIQUIDATION AND ADJUDICATION 45 DECENT HOMES STANDARD 58 TRAINING AND RECRUITMENT
Christopher Reeves Mediation for Construction
Legal
Mediation: How the process works in seven steps IN PART TWO OF OUR SERIES ON MEDIATION, CHRISTOPHER REEVES EXPLAINS WHAT CONSTRUCTION PROFESSIONALS CAN EXPECT FROM THE PROCESS WHEN THEY BRING IN A MEDIATOR TO RESOLVE A DISPUTE
As noted when we looked at how construction firms should prepare for mediation last month, the process is nothing like adjudication or court. Mediation is flexible in terms of process. But there are ground rules that the parties usually agree to. These are: ● Privacy: Documents in mediation are confidential. The mediator will see documents that the parties might not have shared. This also goes for anything said to the mediator in private sessions. Any settlement can remain
private. If the settlement contains a term that it is confidential the parties are obliged to honour that. ● Free to talk: Negotiating leads to concessions from the position you might take in more formal proceedings. To allow freedom to negotiate, mediations are therefore conducted on a “without prejudice” basis. You can say what you like. ●The settlement sticks: A signed settlement will be binding on the parties. This gives
certainty. Even if the settlement agreement contains a confidentiality clause it can still be enforced in court. Now to the actual process. The Constructing Excellence South West Construction Mediation Guide and Protocol, which is available online, breaks the process down into seven stages: 1. Referral and selection of the mediator The Constructing Excellence guide provides a model letter which invites the other party to
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CONSTRUCTION MANAGER | OCTOBER 2018 EXPERTS
N Midland v Cyden: clarity at last? The contractor’s appeal of the original court ruling was thrown out due to a modified contract clause, explains Tom Francis
“A good mediator will help the parties assess risk and come up with creative settlement ideas” mediation. The parties also need to agree on the mediator, but if it proves a problem, the guide suggests ways to resolve this. 2.Agreement to mediate This stage involves the initial steps to appoint the mediator. The guide supplies a model contract for the appointment of a mediator which needs to be signed before the next stage. 3. Briefing the mediator The toolkit then provides the mediation agreement: the actual terms on which the mediation is conducted. As the process is flexible, it can be agreed to suit the nature of the dispute. For example, the parties can decide if they are going to meet their own costs of the mediation. By the end of this stage, the parties and the mediator will have signed the agreement and the mediator will have been provided with an outline of the dispute. 4. Setting the procedure By the end of this stage, the mediator will have agreed with the parties the best approach, taking into consideration: the amount of money involved; any time constraints, for example, a live project that is deadlocked may require an urgent meeting; and any third parties that should be invited to join the process, for example, the architect or a subcontractor. 5. Exchange of information Each party will prepare a note which briefs the mediator on the key points of the dispute.
This should be kept brief. Remember, mediation is not court proceedings or adjudication. There is no requirement to exchange formal statements of case. A “position statement” can be prepared, but it does not need to be a formal document drafted in the legal style of a claim. It can be frustrating when one party holds information that only comes out at the mediation meeting, so the mediator may suggest information is released early if it likely to assist. 6.The mediation meeting Having put the groundwork in place, the next stage is the mediation meeting. This will be discussed in more detail in next month’s article, but the point of meetings is to help the parties discuss key points of the dispute and see if settlement is possible. The mediator will have a feel for how the meetings should be organised: in private, with just the mediator present; open, with all parties in the room; or bespoke, for example, with only the parties or their lawyers. The mediator may well “test” the parties on technical and legal issues. A good mediator will help the parties assess risk and come up with creative settlement ideas. A settlement might involve a scheme of remedial works and payment released, which is unlikely to be achieved in adjudication or court proceedings. 7. The outcome The settlement will be in writing and signed by the parties. It’s then time to shake hands and get back to the business. The terms of the settlement will bring certainty rather than the uncertainty and risk that comes from a judgement or adjudicator’s decision. The relationship between the parties may have been preserved and quite possibly improved. Importantly, the project has moved on. ● Christopher Reeves is a construction lawyer and founder of Mediation for Construction.
The topic of concurrent delay has been a talking point this year following the case of North Midland Building v Cyden Homes. The issue is simple enough, in theory. Two events, caused by different parties on a project, happen at the same time and both have an impact on the critical path, causing a delay to completion. It’s then down to lawyers to interpret the relevant contract terms and the law that applies. In the case of North Midland v Cyden, the contractor had argued that time was “at large” and it only needed to complete the project in “reasonable” time. This was due to a combination of an employer delay and the “prevention principle”. This holds that a party cannot benefit from causing its own problems, so, in construction for example, the employer can’t stop the contractor from working, then claim damages for the project running late. In January, the case went to court and the employer won. However, to ensure clarity on the application of the prevention principle and assessment of concurrency, Mr Justice Jackson allowed an appeal. He suggested it was “bizarre” that the employer should potentially receive damages when it had made a completion date impossible to achieve. But, at the appeal ruling on 31 July, the courts upheld the original decision. North Midland argued that the prevention principle was an implied contract term, which didn’t need writing into the contract. But Lord Justice Coulson said that the prevention principle did not apply and therefore time was not at large because the contract contained a “clear and unambiguous” clause stating how concurrent delay was to be managed. The wording was, “any delay caused by a relevant event which is concurrent with another delay for which the contractor is responsible shall not be taken into account”. (The contract was a modified JCT, and the clause modified was 2.25.) As a result, the contractor was liable for the delay damages. Though it may seem unfair, there’s nothing in law that can save a contractor from such a clause. Indeed, some lawyers have suggested that similarly clear clauses on assessment of delays may become more common to avoid such disputes in future. Tom Francis is a director at Decipher Consulting.
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EXPERTS OCTOBER 2018 | CONSTRUCTION MANAGER
“When a liquidator is appointed, all claims and cross-claims between the parties in relation to their mutual dealings cease to be capable of separate enforcement”
Stuart Thwaites Wright Hassall
Legal
Lonsdale v Bresco: Payment claims by companies in liquidation CAN A COMPANY IN LIQUIDATION REFER A DISPUTE TO ADJUDICATION WHICH INCLUDES A CLAIM FOR FURTHER PAYMENT? STUART THWAITES CONSIDERS THE CASE OF LONSDALE V BRESCO
It is not uncommon for liquidators of an insolvent company to launch an adjudication to recover monies owed to the stricken business, particularly in construction. The underlying question, which until very recently remained unclear in certain circles, was whether an adjudicator had jurisdiction to determine such a claim. This came to a head in the recent judgement Michael Lonsdale (Electrical) Limited v Bresco Electrical Services Limited (In Liquidation) [2018] EWHC 2043 (TCC). Bresco had commenced an adjudication against Lonsdale claiming, among other matters, payment for work carried out and that Lonsdale committed a repudiatory breach of contract by employing others to complete its works. Lonsdale said the adjudicator did not have jurisdiction to determine the dispute because of Bresco’s insolvency and liquidation. The adjudicator nevertheless continued, taking the non-binding view that he did have jurisdiction in such circumstances.
As a result, Lonsdale issued court proceedings. It sought an urgent injunction to permanently prevent Bresco from bringing a claim in adjudication, on the basis that Bresco’s liquidation had extinguished the claim which Bresco had brought. The parties agreed to stay the adjudication pending the outcome of those court proceedings. The judge, Mr Justice Fraser, reviewed relevant case law. The issue was whether the court had jurisdiction to grant an injunction to prevent an ongoing adjudication, and if it did, whether it should do so in this case in light of Bresco being in liquidation. This involved consideration of the Insolvency Rules and their relationship to the Housing Grants, Construction and Regeneration Act 1996 (“the Construction Act”). Bresco had argued that its rights under the Construction Act to refer a dispute to adjudication at any time meant the courts could not prevent it from doing so. As a result, the firm contended, the courts should not grant an injunction and interfere
with the ongoing adjudication. The judge disagreed. He made it clear, by reference to existing case law, that the courts do have jurisdiction to grant an injunction in relation to an ongoing adjudication, though they will do so only rarely. Referencing the Insolvency Rules, the judge held that in an insolvency, when a liquidator is appointed, all claims and cross-claims between the parties in relation to their mutual dealings “cease to be capable of separate enforcement”. Such claims and cross-claims are merged under the Insolvency Rules into a single balance due to one party or the other. To arrive at that balance involves taking account of the mutual dealings between the parties. As the judge explained, it is not possible to adjudicate a claim for these dealings. In this case, there was no conflict with the Construction Act, which was never intended to supersede the Insolvency Rules. There were other reasons given by the judge as to why a company in liquidation cannot adjudicate over a claim for payment to it, but the judgement is clear: a company in liquidation cannot commence an adjudication for monies claimed to be owed to it. Indeed, the judge seemed rather scathing of insolvent companies and adjudicators who felt they could attempt to do so. Bresco’s QC had told the court that “liquidators across the country regularly refer disputes to adjudication”. But the judge said: “I would be surprised if many, or indeed any, adjudicators would decline to resign if a responding party brought the relevant passages of Bouygues, Enterprise [cases referred to in his judgement] or indeed this case to his or her attention during an adjudication.” However, there is a caveat – the prohibition on liquidators commencing an adjudication only applied to claims for payment to a company in liquidation. Whether there is a loophole there that some liquidators may try to exploit remains to be seen. ● Stuart Thwaites is legal director at Wright Hassall.
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CONSTRUCTION MANAGER | OCTOBER 2018 INSIGHT• ONSITE
Katie Saunders Trowers & Hamlins
Following the Hackitt review,it is unsurprising that the recent housing green paper considers whether a review of the standards set for social homes is needed. The current standard is the Decent Homes Standard, which was revised in 2006 to reflect the Housing Health and Safety Rating System (HHSRS). A decent home following the 2006 guidelines must meet the following four criteria: l all the current statutory minimum standards for housing; l it is in a reasonable state of repair; l it has reasonably modern facilities and services; and l it provides a reasonable degree of thermal comfort. Over the last 20 years, social landlords have undertaken significant works to ensure that their homes meet the standard, largely supported by government plus some external funding. But meeting the current statutory minimum standard for housing is likely to come under review, with particular reference to safety. Calls for safety improvements Long before the Grenfell Tower tragedy, there were calls for improvement in health and safety standards for certain types of housing, specifically that the provisions of the Landlord and Tenant Act 1985 (LTA 1985) and the Housing Act 2014, were not fit for purpose. Under the LTA 1985 the landlord of a qualifying dwelling is required to ensure that a dwelling is reasonably suitable for occupation. In addition, the
Amanda Stubbs Trowers & Hamlins
THE RECENT HOUSING GREEN PAPER PROPOSED REVAMPING THE DECENT HOMES STANDARD. KATIE SAUNDERS AND AMANDA STUBBS CONSIDER WHAT A REVISED STANDARD MIGHT LOOK LIKE
Another concern centres on determination of hazards. This is currently based on the impact on the most vulnerable person who might be living in the dwelling, as opposed to the person actually living there. This approach arguably increases the necessary obligations on landlords. A solution floated in the green paper is to place obligations on landlords for installation of smoke alarms and carbon monoxide detectors and to ensure electrical systems are inspected every five years, mirroring changes in legislation imposed on private sector rented homes. Indeed this has been the approach taken by the Welsh government and reflects the recommendations of a live private member’s bill: The Homes (Fitness for Human Habitation and Liability for Housing Standards) Bill.
HHSRS requires social homes to be free from hazards that pose a risk to residents. The HHSRS has been widely criticised for its limitations, which include the fact that fitness obligations can only be enforced by the local authority and not by a tenant. Furthermore, where a local authority is a landlord it cannot take enforcement action against itself, which can leave council tenants at a relative disadvantage if hazards are not attended to in a timely manner. This was deemed to be one of the issues highlighted by the Grenfell Tower fire.
Combustibles ban? Other potential changes could include bans on materials, for example the types of cladding highlighted as “combustible“ following testing in the wake of the Grenfell Tower fire. A significant backlog of homes still do not meet the current Decent Homes Standard. If the bar is raised to include additional safety measures, the number of “affordable” homes falling into the “non-decent” category will increase. Therefore, any consultation is likely to include a bid from all social landlords for a return to government funding to meet the backlog and improve future social housing standards. ● Katie Saunders and Amanda Stubbs are partners at Trowers & Hamlins.
Housing
What will a ‘new’ Decent Homes Standard look like?
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COMMUNITY OCTOBER 2018 | CONSTRUCTION MANAGER
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Community WHAT’S HAPPENING IN YOUR PROFESSIONAL BODY
Novus anniversary
NOVUS marks 10 years and continues to grow THE CIOB INITIATIVE FOR YOUNG CONSTRUCTION PROFESSIONALS CELEBRATES GOING FROM STRENGTH TO STRENGTH Novus celebrated its 10th anniversary recently with a competition for construction students and young professionals. The CIOB asked them to talk about who or what it was that encouraged them to pursue a career in construction and how they hope to inspire others. The entries were judged by an internal panel with three finalists then voted for by the public. With over 50% of
Above: Jamie Young, winner of the Novus 10 competition
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the votes, Jamie Young from Wates was the winner. Jamie’s video entry shared how his father insipred him into a career in construction and how he strives to encourage others. Jamie won the opportunity to interview Past President Rebecca Thompson for the next edition of Construction Manager. “I am happy to have won,” said Jamie. “Hopefully it has inspired some of the younger generation to get involved in the construction industry. It is certainly a decision that I do not regret.” To also mark its 10th year, the London HUB will be hosting a “Who are CIOB Novus?” event on 21 November from 6pm at the University of Westminster, Marylebone campus. The event is to give people the opportunity to learn more about the Novus group and the people that make it great. There will be short presentations from a variety of Novus members (past and present) and a chance to network afterwards. Three construction professionals have also shared how NOVUS has helped their careers in a blog as part of the anniversary celebrations. R e a d i t a t www.c i o b.o rg / b l o g / what-novus-means-me Novus continues to grow: earlier this year saw the launch of a Novus group in Edinburgh and another is launching in Preston on 11 October. The launch will be held at Review Preston, a Wine &
MANCHESTER PRIDE DELOITTE DIRECTOR TALK MEET A MEMBER ME AND MY PROJECT MEMBER BENEFITS
“Hopefully it has inspired some of the younger generation to get involved in the industry. It is certainly a decision I do not regret” Cocktail Bar, and will include a cocktail masterclass. There will be Prosecco and nibbles and games and networking. Novus Preston has two groups based in Cumbria and Lancashire and will be supported by Novus members from Liverpool and Manchester as well as local students and committee members from Liverpool, Manchester and Preston Hubs. Dublin is also busy with Novus activity and there are vacancies on the Truro and Exeter Groups: if you want to be part of Novus get in touch with nbreakspear@ciob.org.uk Novus is a group of young professionals who prepares young people to make the step from undergraduate to Chartered membership. It provides specialised support and mentoring with tailor-made workshops, site visits and networking events run on a regular basis. ●
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CONSTRUCTION MANAGER | OCTOBER 2018 COMMUNITY
Learning
Community is edited by Nicky Roger nicky@atompublishing.co.uk
Feel the quality: course launch NEW COURSE FROM CIOB ACADEMY OFFERS DISCOUNT
Competition
The Art of Building 2018 open for entries ANNUAL PHOTOGRAPHY COMPETITION BEGINS The CIOB’s annual photography competition, the Art of Building, now in its ninth year, is open for entries. As usual it is free to enter, open to anyone anywhere and the timeline c a n b e v i e w e d a t : w w w. a r t o f building.org/key-dates. There is a cash prize for the overall winner on offer of £3500. Saul Townsend, head of communications at the CIOB said: “The Art of Building has become a unique showcase for talent, attracting entries from across the globe. E ve r y ye a r we re ce i ve i m a ge s that bring new perspectives on the buildings and structures that surround us. From creation to demolition, from minute detail to broad cityscape, the possibilities are infinite. We’re inviting all aspiring and professional photographers to unleash their creativity and astonish us once more.” ● Survey
Tell the CIOB what you think THE CIOB IS RUNNING ITS ANNUAL MEMBERSHIP SURVEY ONLINE.
Mehmet Yasa won last year’s prize for his entry, ‘Eye of the Tower’, taken in Verona, Italy.
“We are inviting all aspiring and professional photographers to unleash their creativity and astonish us once more”
The CIOB is surveying members about their membership experience. The responses help the CIOB develop and improve its services, and will better enable it to offer a more personalised membership. Look out for an email containing your personal link, and please do take part. If you’ve not opted to receive emails about CIOB surveys but want to tell us your views, you can find the survey at www.warpsurveys.com/ciob18
DON’T FORGET TO ACTIVATE YOUR CIOB ACCOUNT The CIOB has made some changes to its membership systems. Before you login you must activate your account by logging onto https://portal. ciob.org. By activating your account you will be able to manage your CIOB experience. This enables you to select your communication preferences, update your details, make payments, source services tailored for you and get access to new content.
The CIOB Academy is launching a brand new course focussed on managing and delivering quality in construction. It is one of the outcomes from months of work by a CIOB Commission of Past Presidents into the issue of build quality. Chair of the CIOB’s Quality Commission, CIOB Past President Paul Nash, said: ‘We urgently needed to understand what it was that was preventing or promoting the delivery of quality at all stages of the construction process so that we could act to bring about the change that was so obviously needed. Our research highlighted a need to raise standards across the industry. But more than this we needed to change the culture of our industry, we needed people to take pride in the buildings and infrastructure that they were creating. To achieve this the CIOB has committed to provide practical advice and training to our members and the wider construction community. By creating and promoting the right culture and behaviours I do believe that our industry will change for the better.’ Adrian Montague, head of the CIOB Academy, said: “Poor quality is costing the industry annually more than the combined profits of companies in the industry. We want to see a 'get it right first time' approach embedded in the industry, which should prevent these unnecessary costs and improve customer retention." Those attending the two-day course will gain an understanding of widely-used quality management systems, and will be given the tools to initiate quality management on their own projects. The course is delivered by industry expert Martin McCabe MCIOB, at the CIOB London office.The first course dates are 14 and 15 November 2018 and members are eligible for a discount on the £549 fee. For more information e-mail academy@ciob. org.uk or go to www.ciobacademy. org/product/construction-qualitymanagement/
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COMMUNITY OCTOBER 2018 | CONSTRUCTION MANAGER
“Building Equality doubled in size since 2017 at Manchester with more than 100 representives from 18 organisations taking part” Event
North West construction industry’s biggest ever celebration
THE CIOB AMONG ALLIANCE OF MORE THAN 100 CONSTRUCTION PROFESSIONALS PARADING RAINBOW JCB IN CITY’S SHOWCASE CELEBRATION Building Equality – an alliance of construction companies working to build LGBT+ inclusion – came together to create the biggest show of equality, diversity and inclusion the North West construction sector has ever seen at Manchester Pride. Building Equality doubled in size since 2017's Manchester Pride; with even more senior leadership visibility than ever before and a more than 100 representatives from 18 different organisations taking part. On Friday of the August bank holiday weekend at Exchange Square Manchester, hundreds of members o f t h e p u b l i c e n j o ye d a p h o to opportunity with the rainbow JCB and the opportunity to find out more about Building Equality's work to make construction a more diverse and inclusive sector as well as to discuss careers and opportunities.
Then in Saturday’s Weekend showcase celebration, Building Equality was joined by sponsors; Flannery, A-Plant and Hays to march together alongside the rainbow JCB to help increase awareness of LGBT+ employees working in the industry. Established in 2015, by Arup, Balfour Beatty and Lendlease Building Equality has grown to 23 firms, with Costain, Mace, Ramboll and Willmott Dixon Event
BIM event offers local knowledge NORTH EAST EVENT DEMYSTIFIES CONFUSION
Interiors joining in the last year. The aim of the group is to encourage an open and tolerant environment in the industry, reducing stress and anxiety amongst the LGBT+ community and allowing all talents to flourish. Building Equality was also in action this year at Newcastle, Leeds, Student and London Pride - where 20 firms came together for the fourth year running. ● https://cif.ie/building-equality/ Now that BIM has shifted from its jargon-filled niche, right into the front and centre of the way buildings are being delivered, the CIOB in the north east has prepared a day-long event of talks and discussions with local knowledge and experience from real projects. 'BIM – From Confused to Comfortable' will cover
Above: participants: and the rainbow JCB
the perspectives of the client, the project team and facilities management to explain what BIM Level 2 means in practice, and where to find expertise in the region. The cost is £75 plus VAT; Students £37.50 plus VAT. Register online or contact dthorpe@ciob.org.uk
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CONSTRUCTION MANAGER | OCTOBER 2018 COMMUNITY
Event
Inspirational speaker to kick off annual dinner Left: Guests hear the ambitious plans for Shoreham Harbour
Event
Ship shape: port regen outlined MEMBERS LEARN ABOUT SHOREHAM REGENERATION AMBITION Shoreham Port hosted a site visit recently for 25 CIOB members and guests. The multi-million pound Shoreham Harbour Regeneration project will see the area transformed by 2031 into a waterfront destination. The redevelopment will comprise a series of sustainable, mixed-use developments alongside a consolidated and enhanced Shoreham Port. It will include more than 1000 new riverside homes, restaurants,
Event
Walk through murderous London GUIDED TOURS UNVEIL BACKDROP TO CRIME Members are invited to take the Jack the Ripper Architectural Walk this autumn with CIOB London. Jack the Ripper is the most infamous serial killer in history but what is known about the mysterious buildings and streets that formed the dark and sinister backdrop to his murderous deeds? For the first time and especially for Hallowe’en these mysterious locations are to be brought to life with London
shops, office space and cycle ways as well as a new flood defence scheme. The project has been five years in the making and is joint effort from Adur District Council, Brighton & Hove City. Project manager Chris Jones from the council and dDirector of property & development Tim Hague from the Port gave talks on the Joint Area Action Plan . With 900 ships going through each year and it being the largest timber handling port on the south coast, the Port fuels the construction industry in the South East. Two key proposals relate to the eastern and western arms of the Port and redevelopment plans will help to boost the local economy. Following a short Q&A, attendees were taken on a guided tour of some of the local sites currently being redeveloped and where construction work is due to start. ● Architecture Walks’ brand new 'Criminal London Walk'. The walk will show how the Victorian London through which Jack the Ripper traipsed was a rich urban townscape of lively markets, ornate pubs and magnificent churches. Guests will discover how the East End’s historic but menacing network of secluded alleyways, hidden courtyards, eerie passages and solemn graveyards formed the silent accomplice to Jack the Ripper’s horrific crimes. The walk is approximately two hours long and will start at Fenchurch Street Sataion finishing near Liverpool Street Station. The event includes networking and complimentary drink and food at the end of the walk. ● The walk takes place on November 1, 2018 at 6pm. Register online or email bgrange@ciob.org.uk
DELOITTE DIRECTOR TO LEAD NORTH WEST EVENT
BELFAST BOWLED OVER The CIOB hosted an end-of-summer bowling event at the Odyssey in Belfast. Leading recruitment firm Hays as well as Belfast-based law firm Tughans also entered teams. Philip Corr, CIOB committee member, and the event organiser commented, “This was a great opportunity for CIOB members as well as other professionals from throughout the construction industry to meet up socially and enjoy a fun evening to mark the end of the summer. We intend to develop this into an annual event.”
Claire Handby MCIOB, director at Deloittes, will be giving a talk on ‘My career in the construction industry’ at the CIOB annual dinner in the north west. Claire, who was recently awarded an Honorary Doctorate at the University of Salford, will discuss encouraging children to take STEM subjects. Claire started her own career in construction at 15 years old and now leads the Regional Real Estate – Capital Projects Business Unit, based in Manchester. Claire has been nominated for multiple awards and won many more including ‘student of the year’ during her construction management degree; rising star award with Mace Group; 2014 Management Consultancy Award winner; Northern Power Woman ‘person with purpose’ award nomination; and International Women’s Day EY awards nomination for ‘Ground breaker and outstanding mentors’. Claire has worked for Mace Group Ltd, Laing O’Rouke Group, and McCarthy & Stone Ltd. The North West Annual Black Tie Dinner 2018 will take place at the National Football Museum in Manchester on November 9 from 7pm. Tickets are £800 for a table of 10 or £85 for individual guests. For bookings and enquiries contact kpercival@ciob.org.uk
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COMMUNITY OCTOBER 2018 | CONSTRUCTION MANAGER
Event
Opportunity
Get sent to Coventry
Special interest group recruiting now
FREE SITE TOUR OF STUDENT ACCOMMODATION BUILD
ETHICS EXPERTS WANTED FOR INDUSTRY GROUP
Midlands members can take a tour of new £40m+ student accommodation in Coventry this month to view progress. Winvic Construction has been appointed to build a 1,192 student bedroom accommodation located on the corner of Fairfax Street and Cox Street in the centre of the city. Four interlinked blocks in varying heights ranging between 24 and 14
Events
Get wise and well with mental health CPD
TWO EVENTS WILL EXPLORE MENTAL WELLBEING
storeys with a steel frame construction, in-situ concrete upper floors and SFS infill framing system, built from piled foundations are underway. T h e e x te r n a l e l e v a t i o n s a re a combination of Class A1 insulation and render with UPVC windows, curtain walling and brise soleil. ● The event takes place on October 9 at 1pm. To book email jnewton@ciob.org.uk
'Taking Care of People, Taking Care of Business 'is a CPD event hosted by Novus Manchester & Liverpool exploring the stigma and taboo around suicide and mental health. Andrea Newton of ABD Training Ltd will discuss thriving not just surviving, self care and organisational wellbeing. Sponsored by WATES it will be held at the University of Salford on 23 November at 6.40pm Down south in Fareham, 'Mental Health in Construction' is a free seminar also taking a indepth look at mental health within the construction industry. Expert speaker, Emily Garnett, from Morgan Sindall Construction, will
Above: Student accommodation in Coventry in progress
focus on three objectives to demonstrate what mental health means and how it is relevant in today’s industry: legislation, how to manage wellbeing in the workplace, and self-awareness to maintain good personal mental health. Stephen Haynes, head of programme for Mates in Mind, will present a framework to support construction companies in improving mental health and wellbeing. Stephen will talk about how construction companies are addressing mental health, with an overview of the Mates in Mind programme. This takes place on 15 November. Contact cbenjamin@ciob.org.uk
The Ethics & Respect for People Special Interest Group (SIG) is actively seeking members to add to its work. One of several special interest groups that inform CIOB policy, the group meets quarterly to share, discuss and advance relevant industry standards for ethics and compliance. The group works with the other SIGs to ensure their projects encourage and maintain ethical standards, and engages with industry to promote best practice. Ethics and ethical behaviour are key qualities expected of all CIOB members. The whole industry benefits when projects are completed right first time, with respect and fairness for all stakeholders in every project and throughout all supply chains. Maintaining ethical principles improves the transparency of the industry and encourages quality construction. The SIG provides expert input into the CIOB’s policy and external engagement work; and guides the CIOB’s educational activity. The first meeting of the SIG will be mid-January 2018. This meeting will discuss and confirm the Terms of Reference and establish the initial schemes of work and research. ● Find out more at www.ciob.org/specialinterests/ ethics-respect-people
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CONSTRUCTION MANAGER | OCTOBER 2018 COMMUNITY
what the y-generation actually perceive the industry to be like and have a clearer understanding of the root problems.
Members
Meet a member ANJALI PINDORIA, PROJECT SURVEYOR, AVI CONTRACTS Tell us about your career to date. Your dissertation has been something of a springboard for you. My entry into construction has been far from conventional. I started studying business with accounting but two weeks into my course I felt lost and unhappy. I took the plunge to join the family firm – Avi Contracts Ltd – and I haven’t looked back. I have grown at the firm from a trainee surveyor to project surveyor, most recently working on the prestigious Russell Hotel. I graduated from the University of Westminster last summer and took with me the wise words from my tutor Rob Garvey: “write a dissertation that will go beyond the walls of this University”. My dissertation research on the skills shortage and the perception that the Y-generation hold of construction opened the initial doors for me to make a real change in this industry. Using the dissertation as a platform I have spoken at numerous events in association with the CIOB London Hub, Willmott Dixon, London BIM Region and Newable, continually sharing my research findings and experiences as an Asian female in construction. I am the 2018 Construction Prize recipient from the Worshipful Company of Constructors and have been sworn in as a Yeoman. I have been named as one of this year’s UK Construction Week Role Models,
been photographed for the Image of Women in Construction project run by NAWIC and will soon be becoming an Ambassador for the London Build Expo. You’re building on your dissertation with more research. Tell us more I have carried out an extension of my initial survey to understand student perspectives on construction. With a population of over 100 students I have gauged a comparison to see if change has begun to take place as a result of industry efforts to promote construction. I hope this research will shed more light on the low Black Asian and Minority Ethnics (BAME’s) participation, currently standing at 5.7% - in comparison to females who represent 13%. I hope this research will enable the industry to have a clearer insight into
"If I've felt this accomplished in under a year, I'm excited to see what further change I can bring to bear on this industry."
What are your ambitions? My passion lies within promoting the construction industry positively and ensuring that the truth is conveyed to the public instead of myths about our industry. Perceptions from home influence the youth and in some cases the pressure from parents wanting their children to be in a stereotypical career has steered many away from industries like ours. This has driven me to raise awareness of the numerous opportunities within construction to inspire the next generation. My goal is to try break traditional mindsets of these parents by visually representing BAMEs, females and the youth. These are three tick boxes that I represent, currently neglected but can help reduce the skills gap. There is a clear need for a voice and I want to be just that, asking for the change. Less than a year since I did my first presentation the support I have received from the industry to help me continue raising the platform of awareness has been immense. If I’ve felt this accomplished in under a year, I’m excited to see what further change I can bring to bear on this industry. What more can the industry be doing to address diversity issues? We have come a long way but we have started preaching to ourselves rather than the public who are the real audience who need to be educated on our industry. We need to be more active with the youth and have national awareness projects where schools are given material to promote construction honestly. ● 51
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INCREASE YOUR REPUTATION WITH THE CIOB DID YOU KNOW COMPANIES CAN BE CHARTERED?
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Our Chartered scheme for employers brings value to businesses big and small. 3 Win new business 3 Demonstrate your professionalism 3 Enhance existing client relationships Talk to us on +44 (0) 1344 630 800 or email EmployerEngagement@ciob.org.uk
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COMMUNITY OCTOBER 2018 | CONSTRUCTION MANAGER
“The new 39-tonne centrifuge will accelerate from zero to 9G in one second”
Me and my project
G whizz A NEW RAF HIGH G-FORCE TRAINING FACILITY WILL BECOME OPERATIONAL THIS MONTH. SAM FOWKES, OPERATIONS MANAGER AT GALLIFORD TRY BUILDING EAST MIDLANDS, PILOTED THE PROJECT TO SUCCESS Galliford Try was principal contractor for a new high G-gorce training facility at RAF Cranwell in Lincolnshire: the first facility of its kind for fast jet fighter pilots to be built in the UK since the 1950s, and I was excited to be involved in this unique project. Pilots flying the Hawk, Typhoon or new F35 Lighting II aircraft can experience up to 9G – nine times the normal gravitational pull of the Earth. The
The training centrifuge in place (above) at RAF Cranwell (below)
and build a 1,600mÇ, two storey in-situ concrete frame ‘drum’ building to house the human centrifuge, as well as control and observation rooms, classrooms, offices and pilot welfare facilities at RAF College Cranwell near Sleaford in Lincolnshire. As operations manager, my role was to oversee the project team and provide a point of contact for our client, Thales, who will maintain and operate the facility for the MoD. The construction phase of the project started with excavation of limestone rock to a depth of 4.5 metres using a heavy excavator with a rock bucket to create a basement to house the centrifuge motor room. With 20 tonnes of main drive and gear box below ground generating around 3200 KW at peak power (around 4300hp), the foundations were critical. A significant milestone was reached on site in May 2017 with the casting of the ground floor slab of the centrifuge chamber, which contained the 2m diameter insert ring that holds down the whole body of the centrifuge arm. The insert ring had to be positioned exactly in the centre of the chamber to millimetre accuracy using a precision optical plummet with an accuracy of +/-1mm/30m. This was a critical and challenging element of the project and a huge achievement by the whole team. ●
new facility was needed to train RAF and Royal Navy pilots to counter the effects of these forces on their bodies during combat missions. The new 39 tonne centrifuge will accelerate from zero to 9G in one second when it comes into operation in October 2018, at which point it will be travelling at 58mph and rotating 34 times a minute. Galliford Try was appointed by defence contractor, Thales UK, to design
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CONSTRUCTION MANAGER | OCTOBER 2018 COMMUNITY
Membership affiliations Membership of the CIOB brings with it many benefits, including exclusive access to discounts and special deals on products and services that could enhance your professional development, help your business or boost your earning power.
MASTER YOUR PROJECTS WITH ONE-STOP, DEFINITIVE CONSTRUCTION INFORMATION Developed by IHS Markit and NBS, the Construction Information Service (CIS) is an online tool to access current regulations, construction standards, technical advice and industry news on building, engineering, design and construction processes in the UK and Republic of Ireland. Updated weekly, the CIS offers authoritative information with easy-touse search filters for over 26,000 documents. Subscribe to the CIS today to: · Complete projects accurately and on time · Keep pace with new technological advances · Receive automated document change alerts to keep you up to date · Use project folders to help you organize and manage your documents · Link from CIS to NBS Specification products to ensure your specifications are thorough · Access our collection of UK construction catalogs, equipment information and CAD drawings For a free trial contact CustomerCare@ ihsmarkit.com or call us on 01344 328 300
PREMIER BUSINESSCARE HAS BEEN ARRANGING INSURANCE FOR CIOB MEMBERS SINCE 2013 AND UNDERSTANDS THE UNIQUE AND SPECIFIC DEMANDS FOR THE CONSTRUCTION SECTOR. As an insurance broker they arrange insurance for small contractors through to large construction companies. From single professional indemnity policies through to more comprehensive commercial insurance policies that can include liability cover, contract works, directors and officers and personal accident they can help you. The construction industry can be a risky business; accidents and mishaps can happen when you least expect them. Insurance must be a top priority for any construction industry professional to protect you, your customers, employees and others around you. Premier Businesscare will provide you with an insurance solution that is competitively priced, regardless of size, trade or location. So even if your needs aren’t simple, they make arranging your insurance easy and hassle-free.
Chase de Vere, a national firm of independent financial advisers, understands the financial needs of busy professionals. They are highly rated for client service and completely impartial in their advice. With their own professionalism and experience they offer help, guidance and advice to individual and company CIOB members. Request a complimentary first meeting by calling 0203 1422507, by e-mailing ciob@chasedevere.co.uk or by visiting www. chasedevere.co.uk/ciob
Elecosoft develops construction project management software that’s relied on by many CIOB members. We can help identify the best solutions for you. View this recording of a recent webinar showing easy project progress reporting from your mobile devices: https://tinyurl.com/ y7fad7nx. For more information email info@ elecosoft.com, or call +44 (0) 1884 261700. www.elecosoft.com
You rely on tablets and smartphones when working in the field, but it’s frustrating when you cannot fulfill your work due to connectivity issues or a broken device. Conker manufactures Rugged, IP rated Tablets, Smartphones and PDAs, to ensure your productivity never suffers due to unreliable tech. www.weareconker.com
Recipro can help your organisation save money, reduce waste and help communities. Fourteen per cent of materials ordered each year end up as waste; Recipro finds a home for this material and ensures it gets used for its original purpose, keeping them out of the waste stream, therefore reducing costs. www.recipro-uk. com/ciob
Talk to them today on 0330 102 6158 or visit www.premierline.co.uk/ciob
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TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT IAN HARTLEY ON T: 020 7183 1815 ianh@media-shed.co.uk
Deputy Director, Homes 37 Hours per week £71,400 + 10% Car Allowance and access to a defined benefit pension scheme Pontypridd, South Wales (just 10 - 15 minutes from J32 of the M4) Our new Vision and Asset Management Strategy shifts our focus to improving both the quality and desirability of our homes and uses our investment approach to support regeneration and create sustainable communities. The plans and resources are now in place and what is required is the right kind of leader to harness this to deliver a great customer experience. As the new Deputy Director, you will be a crucial part of Trivallis’ senior leadership team, ensuring the business delivers strong performance and achieves its Vision. You will play a key role in the delivery of the new Asset Management Strategy, improving our homes, shaping service delivery and fostering relationships with our many partners and stakeholders. With strong technical skills you will be able to provide clear direction and effective leadership to the Heads of Service. You will fully appreciate the importance of the customer in the overall journey and keep a focus on how the service impacts on the customer and their lives too, always being able to demonstrate value for money.
You will have a successful track record of operating at a strategic level either as a Deputy Director or Senior Manager with the confidence to negotiate and influence effectively with all stakeholders. You will also be able to demonstrate strong financial and commercial acumen, have sound contract management capabilities and fully grasp the link between homes and neighbourhoods. If this sounds like you and you feel that you could be a great fit for this role then we would be keen to hear from you. The closing date for receipt of applications is 5.00pm on 19 October 2018 If you would like to find out more about this role, please contact Bob Granville, Homes and Neighbourhoods Director on 01443 494405. To apply for this vacancy, visit http://bit.ly/Trivalliscareers and click on the opportunities tab.
Hundreds of the best jobs in construction. Recruitment news and insight. Employers seeking CIOB members.
www.constructionmanagerjobs.co.uk
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IT TAKES A COMMUNITY
TO BUILD A COMMUNITY Barratt Developments is Britain’s leading housebuilder. Every house we build is a combination of not just the 10,000 different material components but also the drive and talent of our 6,000 employees. Last year we built over 17,500 homes across Britain and demand is only increasing as more and more people look for a community to call home. Our industry is facing a severe skills shortage at a time of unprecedented demand. At Barratt, we pride ourselves on hiring the best and the brightest to bring new solutions to old problems. Here, you can be sure that the only thing that will define your career path is your drive and your talent. We’re building a culture and an organisation that works together and challenges each and every one of us to deliver more quality homes for the people of Britain. Explore the opportunities we offer at
barrattcareers.co.uk
Building without barriers We asked Rob Tansey, Group HR Director, to explain what steps Barratt Developments are taking to improve Diversity and Inclusion. The housebuilding industry is currently facing a widely-talked about issue. Demand for housing has never been higher but we do not have the skills to build the homes that Britain needs. At the same time, the industry is finally recognising that we are not equally accessible to people of different backgrounds. These two issues are not separate. We are missing out on capable talent because they don’t see the industry as an attractive place to work. At Barratt Developments, we realised that to appeal to a more diverse workforce we first needed to create an environment that would attract, and more importantly, retain people of different backgrounds. Laying foundations for future success We did three things immediately that will help us become more inclusive but will also make the business stronger. The first was giving our leaders the training and tools to lead the way. In the past year over 250
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leaders have taken part in inclusive leadership courses where they were taught about building cultures, to understand their own unconscious biases and how to get the best out of people. We looked at our existing policies and found areas where we were lacking. For example, we made serious and industry-leading reforms to our Maternity, Adoption and Joint Parental Leave policies. We have also updated our Flexible Working Policies to recognise that it is people’s quality of work, not the time they take to do it that is important. The third step was to think about how we measure success. We have set ourselves stretching but achievable targets for 2021 that go well beyond anything we measure now, and we’re collecting more data than ever before. We want to create a workforce that looks like the communities we build and work for. This will help us deliver better quality on a bigger scale and make us a more attractive employer for anyone who values quality like we do.
Rob Tansey, Barratt Developments Plc Group HR Director.
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TRAINING & RECRUITMENT OCTOBER 2018 | CONSTRUCTION MANAGER
A welcome return “My most valuable skill is being able to relate to people from all walks of life” Kay Ortatepe, Willmott Dixon
Job spotlight Kay Ortatepe Health and safety management trainee, Willmott Dixon
AN INSPECTOR CALLS AFTER YEARS WORKING FOR THE MET POLICE AS A DETECTIVE, KAY ORTATEPE SOUGHT OUT A NEW CHALLENGE AND FOUND BEING A SAFETY PROFESSIONAL DELIVERED
Moving from the police force to construction is an enormous career change. What prompted that and is there any overlap in skills? What training have you had to do? Having investigated fatalities on construction sites as a detective I knew I could help make a difference. I enjoy being proactive, getting out of the office and talking to people, so finding the ideal job was a challenge in itself. Assessing risks is second nature to me now, albeit in a slightly different format, so I am
completing formal training in order to become a competent health and safety professional – but those principles are very similar. I would say that my most valuable skill is being able to relate to people from all walks of life, understanding how our environment affects our behaviour and how our mindset affects our decision-making processes. In your blog you say you want to change perceptions about safety professionals. Can you elaborate on this? When people ask me what I do for a living I get the few raised eyebrows or a look of shock. On the other hand, some responses are: “That is perfect for ex-police as you’re used to enforcing rules and telling people what they should be doing.” It is not the best received job in the world, but I really enjoy discussions with people to explain how diverse the role can be. I’ve had several already say they have changed their perceptions after having a chat over coffee. What are you finding most challenging? Landing into this role without the relevant construction background was a little daunting. Trying to learn about the different processes, plant and terminology can be overwhelming – but I am definitely making progress. I attended a two week trade awareness course which was great for having an appreciation of the expectations of our workforce. I am trying to wear several different hats to understand the pressures of different areas. Whether operators, site managers, safety managers or operations directors – every role in the organisation has a responsibility for building the right culture – along with the structures that come out of the ground. ●
Hundreds of the best jobs in construction. Recruitment news and insight. www.constructionmanagerjobs.co.uk
David Barwell, chief executive, UK & Ireland, Aecom, calls on the industry to consider career returner programmes to help tackle gender imbalance and the skills shortage Most companies are familiar with internships and work placements to help attract graduate trainees, but it is crucial that industry also supports women and men back into the workplace following career breaks. Aecom’s returners programme, which welcomed its first group of employees in April, is designed to tap into a new group of potential employees – a group which brings diversity of perspective, a fresh pair of eyes and, in many cases, a wealth of experience. The programme is aimed at those with mid to senior level experience who have been out of the workplace for a significant period of time and wish to return to work. This break may have been to raise a family, care for a family member or even travel the world. It offers a paid placement coupled with a structured programme of support including training, coaching and mentoring to help participants reacclimatise to the corporate landscape, build up their confidence and undertake any training or knowledge updates as required. The paid placements are six months long and where possible will lead to a permanent role within the organisation. There are many reasons why Aecom urges others in the industry to develop similar programmes. For one, it enables firms to target an untapped group of highly qualified and experienced professionals and address the skills gap that exists, particularly at more experienced levels of our industry. As an industry, we must apply our problem-solving skills to encourage female talent into the engineering profession. At Aecom we strive for a workforce that represents diversity of thought and already have a number of strategies in place to facilitate the hiring and advancement of female talent. We are pleased with our progress but the job is far from complete. Industry must continue to work together to remove the barriers that can prevent women from reaching key positions and becoming future leaders and decision-makers.
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