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TECHNICAL PROPOSAL BLACKFRIARS ROAD - SE1


CONTENTS INTRO TEAM KEY CONSIDERATIONS PROGRAMME DESIGN MANAGEMENT SITE LOGISTICS BUILDING SERVICES QUALITY PREVIOUS EXPERIENCE SUPPLEMENTARY INFORMATION


TEAM REFERENCES

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Barry Smith Lee Marple - Cushman & Wakefield t: 0207 395 5000 e: lee.marple@eur.cushwake.com

Kevin Ward Russell Gillespie - Heasemans t: 020 3551 5360 e:rgillespie@heasmansltd.com

Gavin Nelson Barry Convoy - Cushman & Wakefield t: 020 7935 5000 e: barry.convoy@eur.cushwake.com

Darren Walsh Russell Hunter - Chapman Bathurst t: 020 7553 8850 e: russell.hunter@chapmanbathurst.com

Gavin Noonan Martin Hancock - Westpac t: 020 7621 7000 e: mhancock@westpac.com.au

Rob Strange Christian Pakes - Medland Metropolis t: 08435 060300 e: cpakes@medlandmetropolis.com


INTRODUCTION Our overriding aim with all of our projects is always to exceed customers’ expectations – not simply to match them. This will particularly be our aim for the ODI fit out project, providing you with a first-class environment conducive to enabling you to operate your business to maximum effectiveness. We have studied in detail the stated requirements for the project and have reviewed the proposed scheme, and firmly believe we can provide you with: • a premium-quality workspace with state-of-the-art systems and facilities to support your business to the maximum possible degree • a first-class working environment • surroundings that reflect ODI’s desire to continually grow and improve Underpinning these aspirations are our ability to provide best value for money, exceptional design input and a highly professional service and delivery capability developed through our history of fit out excellence Mission statement Our commitments to you on this project are to: • deliver an exemplar project that both you as the client and we as the fit out specialist can be proud of • achieve project completion with zero accidents • target a minimum 90% recycle / reuse rate, with an even higher rate potentially achievable in practice • provide open communication and clarity to the project process – in the past, this has allowed us to ensure our entry price is the same as our exit price on projects with no associated change • further develop our relationship with the professional team for the future We look forward to working with you.

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TEAM

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BARRY SMITH Chief Operations officer

COLIN OGDEN Managing Director

GAVIN NELSON Project Director

JOE CROFT Environmental & Sustainability Manager

STEWART THORNTON Health & Safety Manager

DARREN WALSH Head of Building Services

visiting site based

KEVIN WARD Snr Commercial Manager

ROB STRANGE Building Services Manager

GAVIN NOONAN Snr Project Manager

CATHERINE WHITE Document Controller

LISA GIGLIO Construction Manager

OSSIE VIEIRA Logistics Manager

RESOURCE ALLOCATION CHART %

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Gavin Nelson - Project Director

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Gavin Noonan - Senior Project Manager

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Lisa Giglio - Construction Manager

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Osvaldo Vieira - Logistics Manager

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Darren Walsh - Head of building Services

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Rob Strange - Building Services Manager

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Kevin Ward - Senior Commercial Manager

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Catherine White - Document Controller

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Stewart Thornton - H&S Manager

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Joe Croft - Environmental Coordinator

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CPP INVESTMENT BOARD 40 Portman Square, London W1H 6LT Value: £2,100,000 FOC: JCT D&B Sq Ft: 23,000 Duration: 16 weeks

BARRY SMITH CHIEF OPERATIONS OFFICER THE FOOTBALL ASSOCIATION With a substantiated track record of some 35 years in the “fast-track fitting out” business, Barry brings an abundant set of skills to the Clients table in addition to playing a very key and intrinsic role within our organisation at Director level. During his career Barry can lay claim to either running or overseeing nearly £1,000,000,000.00 (one billion) pounds worth of “fit out” Projects and is able to translate this wealth of experience over to this prestigious Project Barry has worked with a number of large fitting out contractors; he has been with BW Interiors now for over 10 years and has been instrumental in growing the Company from a £12M to a £50M plus, turnover business.

Wembley National Stadium, London Ha9 Value: £8,500,000 FOC: JCT 05 without quants, amend 1 Sq Ft: 75,000 Duration: 34 weeks

GENERAL MEDICAL COUNCIL 350 Regent’s Place, Euston Road, London NW1 Value: £647,000 FOC: JCT Sq Ft: 16,000

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Duration: 14 weeks

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COLIN OGDEN MANAGING DIRECTOR | BW INTERIORS

ESTEL PROPERTY INVESTMENT 7 Carmelite Street, London EC4 Value: £4,000,000 FOC: JCT 2005 D&B Sq Ft: 40,000 Duration: 31 weeks

Colin is known throughout the construction industry as an invaluable member of the business and a strong member of the Board; he has an incredible eye for detail and an ability to demonstrate innovation and control, whilst maintaining clarity of focus with any issue. During his seven years with BW Interiors he has played in an instrumental part in developing many of the procedures and initiatives that help define the business today. This, along with his enviable hit rate with both tenders and pre-qualification questionnaires, has aided Colin in his rise through the ranks from Estimator, through Pre-Construction Director to his current role as MD of BW Interiors.

THE FOOTBALL ASSOCIATION Wembley National Stadium, London HA9 Value: £8,500,000 FOC: JCT 05 without quants, amend 1 Sq Ft: 75,000 Duration: 34 weeks

SHIRE PHARMACEUTICAL Unity Place, Hampshire International Business Park, Basingstoke RG24 Value: £3,300,000 FOC: JCT Private without Quants Sq Ft: 40,000 Duration: 21 weeks

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GAVIN NELSON PROJECT DIRECTOR

ROYAL BANK OF SCOTLAND PLC 135 Bishopsgate, London EC2 Value: £12,000,000 Sq Ft: 50,000

With over 20 years’ construction experience Gavin has an extensive track record at senior site management level delivering high quality fit outs for numerous clients. Responsible for all project aspects, Gavin takes an extremely proactive approach to projects, being a strong advocate for ensuring that adequate time is spent up front covering design, interface and programme to ensure a fully coordinated construction process and to maximise the quality achieved at completion stages. Gavin sees this as an absolute necessity when facilitating the ‘right first time’ culture to installation that he strives to instil on his projects. He is recognised for being an effective communicator at all levels, with good organisational skills and an excellent approach to troubleshooting and problem solving.

K&L GATES One New Change, London Value: £12,500,000 Sq Ft: 20,000

LAND SECURITIES Haymarket House, Haymarket, London Value: £1,200,000

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GENERATION INVESTMENT MANAGEMENT Quadrant 3, 20 Air Street, London W1 Value: £1,400,000

GAVIN NOONAN PROJECT MANAGER

FOC: JCT 2011 WCD Sq Ft: 15,000 Duration: 13 weeks

Gavin has 15 years on site experience with a trade background through to site management. Joining BW Interiors in 2009 as part of a dedicated team heading up projects in the UAE. Gavins strengths are the coordination of the planning process, design and procurement. With a trade background, on site he demands a high level of workmanship ensuring projects are on time and to budget. At pre-construction stage, Gavin knows all too well that time invested up front in design development activities reaps high quality rewards when closing a project out and therefore Gavin is always keen to engage with the supply chain as early as possible in a project’s life cycle.

AMGEN Sanderson Road, Denham, Uxbridge Value: £1,097,000 FOC: JCT 1998 WCD Sq Ft: 20,000 Duration: 16 weeks

WESTPAC 23 Camomile Street, London EC3 Value: £1,700,000 FOC: JCT 2005 XQ with CDP

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Sq Ft: 25,000 Duration: 12 weeks


LONDON FIRE & EMERGENCY PLANNING AUTHORITY (LFEPA) London Headquarters Value: £10,000,000 FOC: JCT 98 with Contractor’s Design Sq Ft: 140,000 Duration: 52weeks

KEVIN WARD SENIOR COMMERCIAL MANAGER

HILL INTERNATIONAL 11 Pilgrim Street EC4 Value: £288,000 FOC: Turnkey Design and Build Sq Ft: 14,000 Duration: 9 weeks

Kevin has over 20 years of experience in Construction, the last 14 of which have been in fast track fit-out. He has procured and delivered many projects for blue-chip clients in the financial, legal, media, retail and technology sectors. He is equally at ease with single and two stage procurement routes, and JCT, NEC and PPC forms of contract.

Kevin is passionate about ensuring the quality of advice and service demanded by his clients is met and strongly advocates a “no surprises” approach to his projects. Kevin is a member of the Chartered Institute of Building.

TELECITY GROUP PLC Tier 3+ Data Centre Value: £30,000,000 FOC: JCT 2005 with Contractor’s Design

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Duration: 50 weeks

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AXA INVESTMENT MANAGERS 155 Bishopsgate / 7 Newgate Street, London Value: £2,800,000 FOC: JCT 2005 Standard Building Contract Sq Ft: 30,000 Duration: 15 weeks

DARREN WALSH BUILDING SERVICES MANAGER

Coming from a prestigious Building Services background Darren decided to move to London and spent over 7 years with a fit out contractor doing high end projects ranging from £500k – £10 million. Darren’s greatest assets are communication and honesty which naturally assist the design management aspect and trade contractor coordination. He was part of the team to win the gold medal AIS for fit-outs in excess of £1 million in 2008. His previous design experience gives him a natural empathy with the architect & the service design team. He places enormous value on early dialogue and workshop sessions to drive the drawing process and mitigate paperwork / emails, ensuring drawings are well audited and status ready before submission as well as providing proactive design solutions.

CPP INVESTMENT BOARD 40 Portman Square, London W1H 6LT Value: £2,100,000 FOC: JCT D&B Sq Ft: 23,000 Duration: 16 weeks

LINKEDIN Charlotte Building, 17 Gresse Street, London W1 Value: £300,000 FOC: JCT Minor Works

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Sq Ft: 20,000 Duration: 9 weeks


WESTMINSTER Millbank Island Value: £8,000,000 Duration: 6 months

ROB STRANGE BUILDING SERVICES MANAGER

DALSTON LIBRARY Dalston Lane Value: £2,000,000 Duration: 5 months

Robert has a broad knowledge of building services, categorised by both a large portfolio of successful projects and academic background. His communication skills are exceptional, thus providing excellent interface from site to client. Always willing and helpful in providing the client with the project they desire - to program. Robert’s background as an M&E Contracts Manager also provides a helpful source of knowledge with Valuing Engineering and costing of services. is proactive and measured response will provide solutions during the project in an organised manner.

BLOOMBERG Finsbury Circus Value: £4,000,000 Duration: 6 months

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UNION INVESTMENT 11 Westferry Circus E14 A Design & Build, Cat A fit out of the building over 7 floors for one of Europe’s leading asset managers in one of their prestige buildings within Canary Wharf. The project included a complete overhaul of the entire services infrastructure of the building, all new ceilings, raised access floors and WC facilities throughout. A ‘Very Good’ rating was targeted with the following criteria key to the build: • CCS score of 36+ • Substantial submetering • Energy efficient lifts and controls • Ecological impact measures • Site waste – targeted less than 80% diverted from landfill, BWI target is 95% (currently 97.8%) • Improving the EPC rating of the building by approximately 40 points+ WEST MIDLAND PENSION FUND 11a Regent Street SW1 A Design & Build, Cat A fit over 8 floors including works to the roof. The scope of works includes a full strip out of the existing installations including a complete overhaul of the existing services installation to ensure a more efficient building, once complete. The existing windows are due to be replaced, a new shopfront, all new ceiling and raised access floor installations, and a full WC refurbishment over the floors. An ‘Excellent’ rating has been target and the following criteria are key to the build: • CCS score of 36+ • Site waste – targeted less than 80% diverted from landfill, BWI target is 95% (currently 98%) • EPC grade ‘C’ to be achieved (currently ‘F’) • Targeting two ‘innovation’ credits • Substantial submetering • Energy efficient lifts and controls • Ecological impact measures

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JOE CROFT ENVIRONMENTAL & SUSTAINABILITY MANAGER Robert has a broad knowledge of building services, categorised by both a large portfolio of successful projects and academic background. His communication skills are exceptional, thus providing excellent interface from site to client. Always willing and helpful in providing the client with the project they desire - to program. Robert’s background as an M&E Contracts Manager also provides a helpful source of knowledge with Valuing Engineering and costing of services. is proactive and measured response will provide solutions during the project in an organised manner.


STEWART THORNTONA HEALTH & SAFETY MANAGER

PERSONAL PROFILE • Sound knowledge of the risks and hazards around processes, plant, and equipment in highrisk industries such as construction and aggregates extraction. • Advocates the pragmatic approach to problem solving. • Successfully links good H&S management to other business improvements. • Experienced trainer, interested in the well-being and development of people. • Confident communicator with good interpersonal skills at all levels. • Determined advocate of ‘best practice’ as a means of protecting people and adding value to the business. • Highly motivated with a great deal of personal integrity and a friendly, outgoing and assured style. PROFESSIONAL QUALIFICATIONS • Member of the Institute of Occupational Safety and Health • International Institute of Risk and Safety Management • Member of the Institute for Supervisory Management • Grad IOSH • NEBOSH Diploma • NVQ level 4 • NEBOSH National General Certificate in Occupational Safety & Health • Technical Safety Practitioner • Manual Handling Instructor • IOSH Managing Environmental Responsibilities • Role of the Co-ordinator in CDM Regulations

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CATLIN


KEY CONSIDERATIONS

FACTORS INFLUENCING PROGRAMME • placing orders with the sub-contractors to allow sufficient time for working. • drawings and procurement- our programme has been developed with this maxim at the forefront of our approach to this project and clearly schedules the required procurement dates for each package. • ensuring that elements of design are completed to enable subcontractors to complete their detailed design, and obtain any samples required. • approvals- our detailed programme schedules out each design development period and our sample schedule provides dates and periods when each sample is to be provided. • ordering any critical long lead materials and plant that are required for the project- we have identified that the new AHU and FCUs are one of the highest priority items in terms of programme and we will be liaising with Daikin from moment of appointment to ensure that all necessary technical documentation is being prepared even before our mechanical appointment has been made so this can be issued either through BWI or it will be our mechanical contractor’s first action. • monitor the sub-contractor progress with the programme – through design, procurement and construction. Notwithstanding our detailed programme that ‘maps out’ the entire pre-construction, construction and commission/close out phases of the project, we monitor very closely any disparency between the project progress and the programme schedule dates. It is imperative that all of the project supply chain are kept informed and are all working to the latest information and therefore we hold ‘Programme Impact’ workshops with the entire supply chain whenever necessary to provide the clear direction and information required to keep all parties finely tuned to the direction of the project at all times.

FACTORS INFLUENCING SEQUENCE • hold detailed procurement meetings and agree with the sub contractors their commencement dates. • monitor procurement schedules closely to ensure timely delivery of plant and materials. • ensuring that sub contractors are able to progress their work without being disrupted by the preceding works. • getting the sub-contractors to liaise with each other. We will do this through weekly sub-contractor coordination meetings but also by setting up our project offices to ensure that all key trades and BWI management are based in the same office on level 1.

FACTORS INFLUENCING CONSTRUCTION • a safe site • All interface detailing completed and in place and buildability issues finalised • The adjoining residential buildings are a major consideration and we will ensure all construction activities are controlled and managed in a responsible and professional manner at all times. • timely and well managed delivery of materials • getting the works built correctly first time • sub contractors resources monitored to maintain the programme

FACTORS INFLUENCING QUALITY • All of the above • detailing of key elements • coordination workshops to ensure that all interfaces and services have been considered and designed into each element of the works • effectivemanagement of the CDP elements • continual inspections and snagging of the works

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PROGRAMME

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OVERALL STRATEGIC PROGRAMME

We consider there are 4 distinct elements to our delivery strategy: Stage 1 ( Weeks -2 to 2)

The works scheduled for this project are BWI’s core business, and we are extremely confident that the ODI project will be delivered on time, on cost, and to an extremely high quality. We have reviewed the programme period and key dates and can confirm that all tender compliant dates will be achievable. Our overall strategic programme issued is based on the ODI timescale and key dates with an appointment of 28 June 2012; following the appointment, we have a period of 2 weeks before commencing the fit out works on site. During this pre-construction period the orders will be placed with the early trades and those that have design works to undertake.

The aim within this first period is to commence/complete: • All validations • Approval of technical submittals for long lead items • Procurement of all early trades and long lead elements • Design development of early CDP elements • Design approvals for M&E works • All site set up works (site power and lighting, office area, mess space etc)

The fit out period commences from 10 July 2012 with an overall construction period of 9 weeks, indicating a final completion date of 10 September 2012. We have incorporated all statutory and bank holidays within the programme.

• Enabling works including ceiling remove and set aside and raised floor alterations

We have fully reviewed the scope and drawings regarding an offer of an alternative shorter overall period. However, we are very aware of the level of quality required on this project – a level that in any case we aspire to on all our projects. Our delivery team have indicated that a shorter programme time could jeopardise this, so on this occasion we consider it is not something we would recommend.

• High level first fix

During the pre-construction period our detailed programmes will be reviewed and expanded with further detailing of specific areas, e.g. tea-points, comms room, showers, cafe and servery area. Once these programmes have been agreed, they will be used to monitor progress throughout the project and form part of our project report Our delivery strategy is driven by the 9 week programme period and the varying requirements for each of the project floors. The first, second and third floors are very similar in nature albeit level 3 has the added café and servery area that requires special consideration. Level 1 is effectively a fit –out from basebuild stage but with the headstart of the FCUs and raised floor already in place. The basement has meeting rooms, storage, showers and bike racks to consider and the roof area has a limited amount of services installation however there is a new AHU, external condensers and associated equipment to consider.

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• Slab to slab partitions first pass

Programme comment – This period is used for important preconstruction activities, namely to procure early trades and long lead elements, develop and obtain design approvals for early elements including high level M&E installations and joinery elements. This period will also be used to make sure validation is thorough and complete, and to commence slab to slab partitions and high level 1st fix M&E. Stage 2 ( Weeks 2 – 4) This period will be used mainly to complete: • Partitions • M&E first fix throughout • Low level data • Ceilings Programme comment – This provides clear focus for the site team to complete all works within the voids and prepare for the commencement of first fix joinery and finishes.


Stage 3 ( Weeks 5 – 7) This period will be used for the commencement of joinery and finishes works including: • First fix to tea points/pantry, quiet rooms, meeting rooms, café/ servery and service areas • Sliding/folding partitions • Shower finishes • Glazed office fronts • Storage (roller racking, lockers, etc) Programme comment – This provides clear focus for the site team to commence the transition from the enabling/construction stage to the finishing stage of the project, to deliver a quality product in accordance with the specification and to ensure adequate time is allowed for thorough and complete building services commissioning. Stage 4 ( Weeks 7 – 9) As early as possible each element of building services installation will be tested and commissioned and the commissioning of services will be on-going throughout this period.

COMMISSIONING As the final fix services installation continues it will be possible to progressively test and commission the services prior to a final building wide re-commission of the building services and alarms before occupation commences. It is essential that prior to completion of the floor, the building services and lT / data installations are complete and commissioned. Our services sign off strategy with the services consultant and the client’s IT team will ensure the area is not only architecturally complete but also that the building services are fully functional. Quality inspections and de-snagging will take place throughout the floor programme with systems being commissioned, witnessed and signed off in parallel to enable the floor to be completed ready for furniture installation. Planning for how we will complete this project begins at the start of the project. We will finalise the commissioning programme which will provide a comprehensive suite of system by system programmes, together with witnessing dates and dates where the Local Authority will be invited to sign off.

Within this period the final fix joinery elements will be installed, floor covering works will be completed, and the final finishes such as blinds and signage will be installed and services commissioning will be completed. Final quality assurance checks and actions will be carried out and inspections of the works by the client team will be undertaken during this period. The strategy is that the works will be inspected with any snag/punch items recorded and rectified prior to the floors being fully cleaned ready for occupancy by ODI.

PRACTICAL COMPLETION IS 10 SEPTEMBER 2012

KEY DATES APPOINTMENT

25 JUNE 2012

When preparing our Strategic Programme we have identified risks to completion and factored contingency against these risks:

PRE-CONSTRUCTION

2 WEEKS

The following items are Key Risks that our team will focus on to ensure they do not affect our delivery strategy:

COMMENCE FIT-OUT

10 JULY 2012

• Design Co-ordination must be completed in accordance with our programme

FIT-OUT PERIOD 9 WEEKS

• Early design finalisation of client direct trades that need to be accommodated in the build details e.g. Audio Visual requirements

OVERALL COMPLETION

10 SEPTEMBER 2012

• Long lead plant and equipment must be ordered in accordance with the programme for delivery. • Monitoring of off-site manufacturing for long lead equipment Specialist joinery to will be prefabricated off site and installed during the final stage of the floor fit out to avoid the risk of damage.

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BC PARTNERS

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DESIGN MANAGEMENT

OUR APPROACH TO DESIGN MANAGEMENT

ACOUSTICS

We approach Design Management with a very strong customer focus and an aspiration to provide an innovative approach. We have a desire to understand the needs of the client and their business so that we can tailor our approach to produce the highest quality of installation and one that exceeds ODI and MCM expectations.

To ensure we meet functionality and aesthetic requirements between the performance and quiet areas, we will ensure coordination between the wall, floor and ceiling construction together with the mechanical, electrical, AV and IT elements of the room. In tandem, we will carefully complete designs to ensure acoustic requirements are met.

We have a ‘can do’ attitude and will embrace the design and develop it to provide a seamless installation. We pride ourselves on taking an active involvement in providing buildability and driving coordination, working hard to make the journey easier for the team. We recognise that the design will contain an element of intent and the finite detailing and integration into the building fabric are an integral part of our responsibilities to provide a successful end product.

We will review the specifications and details provided with our expert sub contractors and advise if any changes are needed to meet or exceed your current design requirements.

We will drive the design management process to bring together both Architectural and M&E design and as we move from pre-construction into construction we will have tried to complete the majority of early works detailing, so that the focus is on the quality and sequence of the installation, rather than the resolution of outstanding design issues. Elements that we will need to get right from the outset are: • early site surveys to check the measurements of the basebuild and aspects of build quality that may affect the installation • earliest possible start for coordinated design of AV/power/data services to allow time to manage any unexpected clashes or base build coordination issues • early technical submissions on fan coil units and AHU, including any testing regimes to ensure performance data can be validated against the design requirements • early selection, procurement and allocation of joinery elements to provide time to achieve the exact levels of quality On appointment, we will also immediately place orders for any critical long lead items of plant / equipment with the mechanical, electrical, glazed partitioning, suspended ceiling and joinery sub contractors. The sub contractors will then begin developing their coordinated design and plant and equipment technical submissions.

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KEY CHALLENGES

MEP CO-ORDINATION

On the basis of the current documents, the key challenges include the following:

Gavin Noonan will work closely with our technical services team led by Darren Walsh to set up and manage coordination meetings with our mechanical and electrical contractors, sub contractors and consultants to ensure final development of coordinated approved drawings that prevent installation clashes, and also to confirm the design. Gavin is skilled at breaking down complex issues into manageable parts, solving them in a collaborative manner using the team’s combined skills, and communicating the solutions to all members of the team.

• quality installation of finishes. The sequencing of works will be vitally important to ensure that the quality remains high from the start to the end of the project • joinery management –Specialist areas will receive the best quality selected materials • acoustics – specific acoustic ratings have been specified in the MCM design which need to be achieved and ideally exceeded. By specifying the right materials for the right job and by making sure details are executed accurately, we will deliver a project free from any ongoing acoustic problems. • lighting integration – there are lighting features that need to be coordinated with the ceiling and joinery and contractors. • AV coordination – needs to be well coordinated with the sub contractors and we will ensure early engagement with all key stakeholders.

We will employ our key M&E contractors to take ownership of the high and low level services design respectively, and we endeavour to co-locate our trades to stimulate collaborative working that fosters teamwork and provides a cohesive and considered design; it also allows ease of communication between parties to address challenges in the design as they arise in an efficient manner. Structured workshops will establish core principles for setting out, co-ordination and zoning.

• There are some complex AV elements in the project that require additional focus at coordinated design stage. • well coordinated junction details between materials will also be an area of special focus.

The Design Responsibility Matrix is to be completed as early as possible after the Pre-Start Meeting to provide clarity to the whole team as to who is providing design information prior to commencing the procurement process

The purpose of the document is to clarify who provides what level of information against each element of the works

The document is to be initially completed by the Estimator before handing over to the Project Director

It is good practice for this document to be completed in agreement with the design team prior to issuing

This document is to be used at the subcontract pre-order meetings in order to agree a list of deliverables (drawings, specifications, calculations, samples, tech subs etc) for each work package

SAMPLE

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AV INTEGRATION

ARCHITECTURAL DESIGN AND COORDINATION

Our focus is always on attention to detail, and there is a huge value in the production of mock-ups and samples, particularly for the client and design team to envisage the end product. The process serves to understand scale, the quality of finishes and the quality of the detail, such as how a corner is formed, or how two materials interface. Although many of the base materials that we use are similar or the same from project to project, the permutations of how they are used cannot be taken for granted and we often identify further considerations through the sample and mock-up process that are difficult to understand from drawings alone. This is a process we are really keen to undertake with MCM to produce an end product of the highest quality that will exceed the client’s expectations.

A key challenge will include the integration of the joinery and specialist finishes with the audio visual equipment. This is to ensure performance as well as functionality within the space. We will instigate early design and coordination meetings with both audio visual and joinery contractors to ensure that all interfaces are ironed out early via a series of design workshops and benchmarks so that when the final products are ready to be installed on site the process is seamless. We would instigate early design meetings with the AV contractor and design team to develop an understanding of how spaces perform acoustically. We would also identify where this may be at odds with the performance criteria of the AV systems that we are to develop as part of the fire alarm design. We can then address the best way to enhance the design without detriment to the aesthetics and ensure the fusion of the speakers and other AV equipment subtly into the fabric of the spaces.

The integration of the AV into the architectural fabric: • to ensure that AV equipment is adequately ventilated / cooled • to ensure access for maintenance is achievable • to ensure that the correct quantities of containment, power and data are provided for each piece of AV equipment • to ensure clarity of operation is achieved on AV interfaces, particularly with fire conditions for lights and blinds

DESIGN PROGRAMME

WORKSHIPS | DESIGN MEETINGS

• to ensure lighting is suitable and adequate to support any video conferencing provision • to ensure speaker positions are coordinated to ensure even sound across the intended space • to ensure that acoustic considerations are addressed, whether this be noise between spaces or acoustic absorption.

DESIGN DEVELOPMENT

V-E

BUILDABILIT Y

PRE-FABRICATION

SAMPLES

WORKING DRAWINGS

MOCK-UPS

APPROVALS

MANUFAC TURE

INSTALLATION

QUALIT Y INSURANCE

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GROUP AEROPLAN

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LOGISTICS STRATEGY

INTRODUCTION A robust logistics plan is fundamental to the success of the ODI fitout. The plan will provide the framework and directives necessary to ensure a smooth operational occupation by BWI of the 203-208 Blackfriars Rd site. The logistics plan will be further developed into its fully operational revision by liaison with the Cat A contractor Vivid and the local authority.

Site induction material will include: • access and egress including prohibited areas and expected disciplinary action resulting from non-compliance • specific site rules and regulations • health and safety and environmental arrangements • welfare provisions • specific site restraints and hazards

The plan will be developed to provide: • no interruption to the residential properties • smooth liaison with the Cat A contractor and recognition / compliance of established protocols • a high quality management and welfare environment that will retain the workforce and engender a quality mindset

• permit to work procedures • emergency escape directives A separate quality induction will be given to all. This will set out the quality that we will strive for on the ODI fit out project. It will describe the processes that are in place from pre-construction right through to final inspection and signoff.

• well managed site operations

This induction will demonstrate to everyone the design, supervision and workmanship expected from each and every project participant.

• a clear plan for delivery of materials and removal / recycling of waste from the site

SITE ACCESS – DELIVERIES

• a clear plan for movement of operatives and materials within the site, including measures to prevent trespass of adjoining areas • awareness of and efforts to reduce the environmental impact of the works

Effective traffic management is essential to the successful coordination of materials delivered to site and the removal of material and waste from site. All vehicular movement to and from site is to be via the Scoresby St access road.

• security of the site and safety for visitors and operatives We will be registering the project with the Considerate Constructors Scheme – as we do all our projects – and as winners of numerous awards, we are fully aware of and committed to their code of good practice in which neighbourhood considerations are a major factor.

SITE ACCESS – PEOPLE All site operatives and visitors will enter the building through the side Entrance and will access the level 1 site welfare area via the staircase. All management staff, operatives and visitors will be fully briefed on the access and safety arrangements by BWI at a site induction session on the first occasion they come to site.

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All deliveries to site will be scheduled in advance. Trade contractors wishing to deliver to site will make a delivery booking with the BWI logistics manager. Once an agreed delivery slot has been allocated, the trade contractor will be informed and the intended delivery logged into the BWI delivery schedule. We will put in place the following procedures for all deliveries: • vehicle drivers are not allowed to park up in the surrounding area and wait for their allocated delivery slot; this practice WILL cause unnecessary traffic congestion and disruption to the surrounding area • bulk deliveries are to be scheduled at non-busy periods to help avoid traffic congestion • all delivery trade contractors are to have a safe system of works (SSOW ) in place to facilitate the safe working at height of any operative(s) working on the back of a vehicle whilst unloading

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Hoist Canteen Drying Sample room Meeting room Project office Client/female WC Site toilets Exit

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• delivery vehicle drivers are to have in their possession any licence/ certification relating to competence of operating any equipments / accessories, HIAB, Moffat forklift, slings, chains etc… • articulated vehicles are not to be used to deliver material to site – rigid vehicles only • only one delivery vehicle will be allowed in the delivery road at any one time • all vehicle engines are to be turned off when in the delivery road • all trade contractors are to be encouraged to optimise their deliveries to ensure that delivery journeys are not just delivering one box, helping to reduce the vehicle carbon emissions • due diligence is to be observed by all vehicle drivers within the delivery road, guidance / directions from the vehicle banksman is to be obeyed at all times.

SITE ACCESS – MATERIAL UNLOADING AND STORAGE Materials are to be moved / off loaded by mechanical means whenever possible, such as pallet trucks or trolleys, reducing the requirement for manual handling. These equipments are to be supplied by the trade contractors and are to be accompanied by a thorough examination certificate applicable to the equipment(s). Once off loaded, materials will be stored safely within the building demise until they are moved to the intended floor. This area will be fenced off to prevent unauthorised access to the area.

HOIST A hoist will be provided for movement of materials to the project floors and this will be operated by a dedicated goods lift operator. Materials that are needed on the working floors will be taken direct to the floors from the hoist by the trade contractor. Trade contractors are responsible for the horizontal/vertical distribution and tidy storage of their own materials, and they will be made aware of any floor-loading restrictions. All trade contractor material movement method statements will be reviewed to ensure the SSOW is adequate with all risks considered prior to allowing a booking to be made.

SITE OFFICES AND WELFARE We take our responsibility to provide good quality facilities for site operatives very seriously. By providing good quality, well maintained facilities, we deliver a message stating the intent of the level of care and quality that we will be insisting on for the ODI fit out. We propose to establish our site set up within the level 1 open plan area due mainly to this being an area with less activities to complete than other areas of the project . With the required quality of the ODI project in mind, the space has been planned so as to establish a project operating hub that engenders a quality mindset. The area will consist of the following facilities: • lockers and drying / changing area

SITE TOILETS Prior to BWI taking occupation of the toilets, a full conditions survey will be carried out and a record provided. They will then be fully protected and prior to handing them back they will be deep cleaned and their condition verified. The toilets will be cleaned and replenished regularly each day. Their condition will be monitored to ensure they are always suitably maintained.

PROTECTION We take care of the public/third parties, the physical areas in which we operate and the finished works that we have managed and been so close to during the procurement, design and installation processes. We do this most notably by use of protection, whether by signage, barriers and fencing, or protective coverings.

PROTECTION TO PUBLIC / THIRD PARTIES

The method and logistics of every aspect of our works will be aligned with the agreed protocols both within the tender enquiry documentation and our agreed final logistics strategy. Protection of public / third parties will be by use of signage, hoardings and barriers within the external areas, walkways and material movement routes. By a carefully implemented plan we can remove any risk to the public or third parties during our works.

PROTECTION TO PHYSICAL AREAS Prior to starting our works we will establish a schedule of conditions and provide protection where necessary, including:

• main delivery routes • toilets on level 1 used as site toilets • base build components • finished works (remains in place and maintained until PC)

PROTECTION TO FINISHED WORKS The protection and management of finished works are of utmost importance to the quality of the project’s finishes. Due to the high level of quality and finishes prescribed by the MCM design, it will be important to ensure the final protection of each installation is robust, long lasting and suitable for the material it is protecting. We will ensure that this is achieved by early engagement with our trade contractors. Protection is considered during each stage of the trade contractor’s input to the project; as part of our procurement process, our requirements are prescribed, our review of trade contractor quality plans ensure appropriate consideration has been given. During detailed design, protection provisions and strategy are appraised, and following installation all protection is checked for compliance, and trade contractor maintenance is monitored and controlled. All protection will be monitored regularly to ensure it is being maintained to the correct standard and that it is always of good appearance – another visual indicator of the quality that is required for the ODI fit out.

• induction room • BWI management office with full communications functionality • workshop room with large surfaces for drawing review • samples and mock ups room • meeting room • toilets The work areas will also be set up and maintained to a standard that will engender quality workmanship and retain the workforce. Good lighting, ventilation and signage are a minimum standard and will be well maintained via a series of planned daily and weekly checks.

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GROUP AEROPLAN

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BUILDING SERVICE

Due to the situation whereby the fit-out works will be taking place immediately following the basebuild installation and commission we have considered the most effective strategy for carrying out the building services works. We strongly believe that by employing the basebuild M&E company HRL as our domestic sub-contractor for the fit-out works ourselves and the project will benefit from the wealth of experience that HRL will bring to the project and this will be invaluable during the fit-out works both for coordination, procurement and installation. To this end we are currently in discussions with HRL concerning the ODI tender proposals. If successful one of the first actions we would seek to accomplish would be a full review and appraisal of the current HRL systems and management protocols. We would then hold detailed pre-start meetings to ensure that all BWI systems and management protocols are aligned (much as we would with any new sub-contractor who wishes to become a BWI approved supplier) and that BWI quality and operational expectations are set out right from the start.

VALIDATING THE BASEBUILD SYSTEMS A key services issue that we will undertake at a very early stage is the validation of existing plant and equipment. We will want to undertake all inspections and validation works associated with the basebuild services. Not only in respect to performance; but also to confirm our physical surveys on site using record drawings in conjunction with the Q Design detailed scheme design in order to verify dimensions and also that the services which are ‘key to the fit outworks’ can be successfully coordinated to the design intent. The following system validation will be carried out: • air flow rate checks • inspection of the operation and function of the basebuild BMS. Head end to field device and graphics checks • inspection of the electrical test documents • inspection of the fire alarm • cause and effect verification of the life safety systems, fire alarm and all interfaces • review and spot check of basebuild commissioning data • Procurement We will engage with the team to ensure that the services procurement is undertaken in an efficient, professional and thorough manner. We will use our procurement process to ensure the plant and equipment is specification compliant, paying particular attention to the project specific requirements. Darren will ensure that a schedule is compiled, which confirms all of the technical submissions to be issued for each respective discipline, together with monitoring of each element to ensure these are produced in line with the construction and commissioning programme. Darren will also ensure that the review process is actively participated in by all interested parties to enable an efficient review, comment and approval process in a timely manner, therefore, safeguarding equipment availability and programme certainty.

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INSTALLATION, INSPECTION, TESTING AND COMMISSIONING We will ensure that all elements of the installation are completed to the highest of standards. We aim to complete on a right first time basis. However should a problem with installed quality occur we will ensure works are removed and replaced as necessary while ensuring the minimum of disruption. We will ensure that benchmark areas are established for key areas of the installed works. These will allow us to agree a quality standard with all parties at the earliest opportunity. The benchmark can be used as a quality reference point for the sub-contractors, the BWI project team, the designers and client team alike. This will support early communication and understanding of the quality objectives for the project. Snagging of works by the specialist trades, us and the designers will be an ongoing process, this will allow us to minimise the volume of quality issues present as the project nears completion. Our aim is to deliver zero defects at handover and we have an excellent track record in this respect. We will operate a formal void closure system, which is formally accepted and participated in by the trade contractors. This involves trade contractors snagging their works within raised floor areas, ceiling voids and partition walls, and presenting them to us for inspection. We inspect and formally snag the works issuing out snag lists to the respective trades for immediate rectification. Trade contractors then de-snag the works and re-submit to us, wherein we re-inspect and accept etc. At this stage we will invite members of the client’s professional team to inspect the installation prior to void closure, ensuring that all parties are happy with the defect free nature and quality of installation prior to the void being closed

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BASEBUILD SYSTEM INTERFACE At ODI there will be a high level of interface with the existing basebuild systems in order to deliver the fit out scheme. Where we interface with works or systems provided by the basebuild team, we will ensure that system validation is carried out to ensure, at all times, final composite system quality is achievable and that as far as is practical the interests of ODI are safeguarded. In relation to works on the existing systems we will take every precaution to protect the basebuild systems. Detailed method statements will be produced for every aspect of the works related to the existing systems. Electrical services will be locked off and will be put under a stringent permit to work system with a single point responsibility. We will not in any event connect any service to the basebuild system until we are totally satisfied that the system has been inspected, tested and accepted


COMMISSIONING METHODOLOGY The driver for the commissioning process will start with satisfactory inspections and sign off of the mechanical, electrical, kitchen, AV, security systems and IT to obtain a level of comfort that any remaining snags are of a nature that will not be detrimental to the commissioning process. Commissioning meetings will be held at ODI from the start of the project with all appointed services contractors. Any items of concern will be raised and dealt with during this meeting. Should any item require the consultants input then discussion will be held directly with them in order to agree a way forward. These meetings are open to the consultants attendance should they wish and a set of minutes will be issued out to all relevant parties. We will monitor the commissioning progress using the detailed commissioning programme and should any areas of concern be highlighted regarding progress that is installation related, then we will identify these areas and agree a solution with our delivery teams. The commissioning programme is fully integrated with the construction programme to ensure the completion dates are met. The witnessing regime we have agreed with our services contractors is as follows: • trade contractor to issue detailed commissioning method statement for the system to be witnessed

The witnessing will then take place with the contractor to validate the test results. Should the witnessing not reflect the test sheets provided or be in accordance with CIBSIE guide lines, then the witness will be aborted and the contractor will be asked to re-commission the system and explain why the results do not correlate. This is to ensure that the agreed method statements are being followed.

Following the successful witness of the system our Test Witness Certificate ( T WC) will be raised and signed by both the contractor and us for that system.

The consultant will then be advised in good time, that a system is ready for witnessing and an agreed date and time will be set. Once the Consultant witness has been undertaken, the associated T WC will be signed, along with any supporting paper work.

We have introduced our own T WC system to ensure all contractors provide the same information for the witness. This ensures consistency when the witness is carried out and ensures that the information is standardised for inclusion within the final Operating and Maintenance manuals.

• method statement will be reviewed in conjunction with the trade contractor • any comments raised to be incorporated • ‘agreed’ method statement will be issued to the consultant for their comment • any additional comments to be incorporated ahead of final approval The system will be set to work and pre-commissioned by the trade contractor. Once the pre-commissioning works are complete and any issues, if found, have been rectified, the contractor will carryout the commissioning works and produce a set of test sheets ready for witnessing. The test sheets will be issued to us and the results will be validated against the signed off designs with any items of concern being highlighted and discussed with the contractor and Q Design or other relevant Consultant.

The T WC will be scanned into our database and a paper copy will also be retained by us. Our paper copy will be placed into the commissioning site files. These are divided into floors, one file per floor, for sectional handovers of each floor, if required, with each file being sub divided into systems.

The final day / time will be confirmed once our witness has taken place. There are a few exceptions to this witnessing process where the consultant will be requested to attend our witness at the same time. This will apply to main items of plant or systems that interfere with the overall project operation.

The systems will be commissioned in the sequence scheduled within our commissioning programme with any dependencies highlighted in order to achieve a final sign off.

Although our recommendations for consultant witness are highlighted, all tests will be offered regardless of our comments as a sample witness may be requested.

We have set out on the following pages, for presentation purposes, a visual representation of the services works that are to be carried out within the fit out scheme.

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Building Services

New Lighting + small power

New FCU

New x-talks

Third Floor Various duct mods New Lighting + small power

New FCU + Duct/grille nod

New x-talks

First Floor

New FCUs to MER room New Lighting

New extract & pumped waste to showers

Duct mods, new FDs, new X-talks

Basement

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New AHU Duct, pipework, lighting etc New condenses

Roof U/F Data

New FCU

Public health works

New lighting + small power

Duct mods

New x-talks

Primary duct mod

Second Floor Public health works Small power to all areas

U/F Data

New lighting throughout

Extensive new primary & secondary ductwork + grilles

Ground Floor

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VENNER SHIPLEY

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QUALITY

A WAY OF LIFE, NOT JUST A PROCESS

QUALITY – A WAY OF LIFE, NOT JUST A PROCESS At BWI quality is completely ingrained in the company culture and built into every project from the outset. We are passionate about the quality of our installations, and take huge pride in showing exceptional attention to detail with our goal always being a defect free handover at practical completion. Many companies claim a devotion to quality – through an impressive display of quality accreditations. While these are important in terms of validating the existence and operation of quality processes, they go only part of the way in demonstrating how deeply quality runs in the organisation. We instil pride in workmanship in all our sub-contractors and operatives by providing a high-quality working environment that fosters positive working, to ensure that the overall quality we aspire to will be achieved at all sub levels of the project. We do this because high-class workmanship is lasting workmanship.

ESTABLISHING QUALITY STANDARDS Before works commence, we will establish and agree with the Q Design / MCM and contractor teams the quality standards required for the project – even creating benchmark areas of finished product in order to resolve design conflicts and interfaces between trades, and to agree quality and standards of workmanship.

We will do this by: • providing samples of materials or components, allowing comparison between types and makes, and enabling confirmation of the project specifications • creating benchmark and advanced areas – creating a small area of finished product allows us to resolve design conflicts and interfaces between trades, and to agree quality and standards of workmanship • producing technical submittals for control of specifications of items not suited to the sampling process, e.g. non-visible attributes or large pieces of plant We will provide a lockable sample room in which we will display all samples. We will strictly control access and the nature of information held on them, e.g. package number, title, date approval required, etc. We will forecast when samples will be made available to the professional team weekly, and allocate time in the week for formal sign-off as agreed with individuals. Delivering a defect-free handover and an efficient and comfortable working environment requires quality to run through the procurement, pre-construction, mobilisation and construction processes.

To help ensure the ultimate quality of the project, we undertake snagging activities as we go – guaranteeing that defects are not incorporated into the ongoing works. At each stage of the project, all defects are closed out using our Void Closure process before the following trades commence – enabling us to correct defects without impacting others and avoiding the need for rushing at the end of the programme. Quality doesn’t stop with practical completion of the project. As part of our aftercare process, we ensure that we are available and on call to help with any queries or assistance you may need – whether that be after your move to your new building or to help the facilities team with any issues that may arise.

BRINGING FIRST CLASS QUALITY TO THE ODI PROJECT To achieve first-class quality, it has to be ingrained in the company culture and built into every project at the outset. Excellence is firmly at the heart of our business, and underpins everything we do. We are passionate about the quality of all of our installations, and take huge pride in showing exceptional attention to detail – delivering every project as if we were fitting out our own building. We instil pride in workmanship into all our staff and sub contractors. In an age of large-scale automated production techniques, we still fully appreciate the skill of true trades people and craftsmen – whether we are installing copper pipework or a polished joinery finish, we believe there is major value in achieving high-class workmanship. Achieving flawless quality – first time, every time – requires a fully planned yet pragmatic approach. Thanks to our teamwork, determination, commitment and perseverance, it makes our clients want to work with us again and again and to recommend us to others. Gavin Noonan and Lisa Giglio will manage the quality of the ODI project working to remove any snags, bring continuity to the works, help in finalising the handover documentation and closing out any issues that arise, allowing the delivery teams to concentrate on finishing the installation works. They will be responsible for all site records, test certificates, reports, inventories and contractors certificates. To us, quality is the combination of many values. We have set out below what the word quality really means to the team for this project: • Workmanship and pride: enthusing operatives by engaging with them and providing first class working environments to bring out the best of their skill • Customer expectation: ensuring we achieve ODI’s requirements, not an interpretation of them

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• Partnership: working with Q-Design MCM and our agreed subcontractors • Longevity: ensuring the installation looks as good and works as efficiently in several years’ time as it does at handover • Process: the process helps our delivery teams and brings value to the project • Functionality: everything works according to the design intent

agree an inspection and test plan to define the critical stages of the works, and the testing and inspection regime to be used. This will be supported by a schedule of regular meetings to discuss progress and to resolve problems. We will use the time to: • organise prefabrication of sections of work • design out any buildability issues • •

Ensure full coordination of installations

• attain better quality than is achievable on site

PLAN FOR QUALITY

• plan the works to ensure setting out is correct

We will work together with selected subcontractors at an early stage to discuss and plan the programme and sequence of works required to achieve the optimum quality standards.

ASSURING QUALITY

Before starting this project, we will review the snagging database from a previous similar scheme with our sub contractors to identify potential common defects and agree improvement strategies to eliminate them.

As part of the package procurement process, we will outline and discuss the management process that we expect each sub contractor to run. We have outlined the typical process for delivering the joinery elements of the project.

We will use our supply chain’s expertise to resolve any design or interface issues that may compromise the finished quality. We will

SNAGGING Please see our quality section to the rear of this document for details of our company standards in respect to the snagging process.

DELIVERY TO SITE

MATERIAL CONTROLLER PREPARES ANY RETURNS, RECYCLING AND PICKING LIST AND PREPARE DELIVERY AREA

DRIVER CHECKS RETURNS/RECYCLING

MATERIAL CONTROLLER CHECKS OFF GOODS FOR BOTH CORREC TNESS AND CONDITION

REPLACEMENTS ARRANGED (IF REQUIRED)

MATERIAL CONTROLLER ENSURES MOVEMENT OF MATERIAL TO STORAGE AREA

MATERIALS MOVED TO INSTALLATION AREA AND CHECKED FOR CORREC TNESS AND DAMAGE

INSTALLATION OF PRODUC T IN LINE WITH ITP

WORKS INSPEC TED AND CLEANED BY SUBCONTRAC TOR

CORREC TIVE AC TION TAKEN (IF REQUIRED)

BWI/HLW INSPEC TION

FINAL CLEAN AND PROTEC TION

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SAMPLE BENCHMARK SCHEDULE

S

M A

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PREVIOUS EXPERIENCE

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CPP INVESTMENT BOARD 40 PORTMAN SQUARE, LONDON W1H 6LT Cat B fit out of part 2nd and 6th floors to create new office accommodation for the client to relocate to. The works were specified and completed to a very high quality for the client, as this is their only London office. Main works undertaken include: • Installation of stud & glazed partitions to create internal offices and meeting room facilities; • Installation and upgrade to existing Mechanical & Electrical services installations; • Construction of new data room, including associated M&E installations; • New surface finishes throughout; • Feature glazing; • Furniture Install; • Bespoke high quality joinery

PROJECT DETAILS PROJECT MANAGER

SAVILLS

ARCHITECT

ORIGINATE

QUANTITY SURVEYOR

HEASMANS

M&E

CHAPMAN BATHURST

FORM OF CONTRACT

JCT D&B

VALUE

£2,100,000

SIZE

23,000 SQ FT

PROGRAMME PERIOD

16 WEEKS

CASE STUDY | CPP INVESTMENT BOARD, 40 PORTMAN SQUARE, LONDON

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GENERATION INVESTMENT MANAGERS QUADRANT 3, 20 AIR STREET, LONDON W1 Works consist of the fit out of the 7th floor including the installation of new raised floors and suspended ceiling, installation of new services throughout the floor to suit proposed layout, erection of partitioning to form offices and meeting rooms, formation of new comms room, general decoration and making good. *Currently on site

PROJECT DETAILS PROJECT MANAGER

KNIGHT FRANK

ARCHITECT

PRINGLE BRANDON

QUANTITY SURVEYOR

STACE

M&E

MEDLAND METROPOLIS

FORM OF CONTRACT

JCT 2011 WCD

VALUE

£1,400,000

SIZE

15,000 SQ FT

PROGRAMME PERIOD

13 WEEKS

CASE STUDY | GENERATION INVESTMENT MANAGEMENT, QUADRANT 3, LONDON

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GMR 40 PORTMAN SQUARE, LONDON W1 Works comprised the Cat B fit-out of the first floor at 40 Portman Square for one of the fastest growing infrastructure organisations in the country; GMR. The project was a single staged procured, design and build, Cat B fit out of the office floor on Level 1 – 40 Portman Square W1. Following a successful pre-construction period works commenced on site on the 22nd September 2008, with project completion and phased handover 12 weeks later, on the 12th November 2008. Works consisted of the fit out of the space to Cat. B specification, formation of a new reception with a stone feature clad storage area and feature glazed box room, meeting / tele conference facilities, comms room, general office space, boardroom, chairman & chief executive suite All inclusive high specification joinery, stone flooring, unique lighting, ceiling modifications throughout. The scheme also allows for two comms rooms including dual wiring back to the primary comms room.

PROJECT DETAILS PROJECT MANAGER

SAVILLS

ARCHITECT

SPPARC

QUANTITY SURVEYOR

AINSLEY & PARTNERS

M&E

FHP

FORM OF CONTRACT

JCT 2005

VALUE

£1,000,000

SIZE

12,895 SQ FT

PROGRAMME PERIOD

12 WEEKS CASE STUDY | GMR, 40 PORTMAN SQUARE, LONDON

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BC PARTNERS 40 PORTMAN SQUARE, LONDON W1H Works comprised the Cat B fit out of the 4th floor at 40 Portman Square for a leading private equity firm. This 12 week fast track project was a single stage procured, design & build Cat B fit out of a newly constructed office building. Works were completed within a newly finished office building with 5 other fit out projects being carried out simultaneously on other floors therefore demanding a high level of coordination and logistical liaison. Works consisted of the fit out of space to Cat B comprising; new reception with feature glazing and aquarium, meeting rooms, comms room, commercial kitchen, breakout area, boardroom, lunch room and cellularised office accommodation. The above was inclusive of high specification bespoke joinery and feature wall floor and ceiling finishes with modification and supplement of existing building services installation.

PROJECT DETAILS PROJECT MANAGER

SAVILLS

ARCHITECT

MANSFIELD MONK

QUANTITY SURVEYOR

FANSHAWE

M&E

FHP ENGINEERING

FORM OF CONTRACT

JCT 2005 WCD

VALUE

ÂŁ1,600,000

SIZE

20,000 SQ FT

PROGRAMME PERIOD

12 WEEKS

CASE STUDY | BC PARTNERS, 40 PORTMAN SQUARE, LONDON

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RFIB 20 GRACECHURCH STREET, LONDON EC2N This award winning project was the first in the UK to achieve a SKA rating. Works on this project consisted of the fitting out of 40,000 sqft over two floors of new office space within Levels 4 (full) and Level 3 (part) at 20 Gracechurch Street from Cat. A for Insurance and reinsurance broker, RFIB. The floors consisted of densely populated open plan office spaces, cellular managers offices and copy / vending points. A large break-out area and the new State of the Art Comms Room suite was installed tocomplement the office areas. The front of house area included, curved double glazed partitions, full AV facilities and electronic room booking systems, together with impressive finishes and specialist lighting for an impressive reception area for RFIB’s staff and guests. The furniture installation and the Client move management were also part of BW interiors duties in this all-encompassing project brief.

PROJECT DETAILS PROJECT MANAGER

INTERACTIVE SPACE

ARCHITECT

PRINGLE BRANDON

QUANTITY SURVEYOR

BIGHAM ANDERSON PARTNERSHIP

M&E

BUILDING SERVICES DESIGN

FORM OF CONTRACT

JCT 2005

VALUE

£2,700,000

SIZE

40,000 SQ FT

PROGRAMME PERIOD

13 WEEKS CASE STUDY | RFIB, 20 GRACECHURCH STREET, LONDON

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CATLIN INSURANCE 20 GRACECHURCH STREET, LONDON EC2N Works on this prestigious project consisted of the fitting out of levels basement, lower ground, ground, first, second, third, seventh, eighth, fifteenth and seventeenth. Works included installation of bespoke stairwell, Comms rack, UPS support, storage, executive showers, changing area, toilets, lockers, accessible shower, lounge, plant area, recycle area, laundry washing and drying facilities, client reception from St Georges Yard with AV wall to rear of proposed new reception desk, replacement handrail to existing escalators through to the first floor, portal surround to be created and replacement of existing door set from atrium area through to the 1st floor to meet 120 min fire rating, coat storage, brokers café, brokers booths, lounge area, meeting rooms, tea points, typical open plan office floor, IT rooms, storewall, store rooms, arctic display area, video concerning suites, conservatory, pantry, still area, staff café area to suit evening functions and dining.

PROJECT DETAILS PROJECT MANAGER

INTERACTIVE SPACE

ARCHITECT

ARTILLERY

QUANTITY SURVEYOR

INTERACTIVE SPACE

M&E

BUILDING SERVICES DESIGN

FORM OF CONTRACT

JCT 2009

VALUE

£20,000,000

SIZE

130,000 SQ FT

PROGRAMME PERIOD

24 WEEKS

CASE STUDY | CATLIN INSURANCE, 20 GRACECHURCH STREET, LONDON

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ZURICH INSURANCE BUILDING N1 AND N2, AEROSPACE BUSINESS PARK, FARNBOROUGH On the back of the successful delivery of Building 3000C, Solent Business Park, Fareham for Zurich Financial Services, BW Interiors were invited to negotiate for this prestigious project. The works comprised the stripping out of the existing office areas and the fitting out of the buildings for occupation by Zurich. The works included creation of open plan office space together with cellular office and meeting room space and ancillary areas including main comms and IT hub rooms and resources, filing, breakout, vending, reception, and kiosk / café areas. Lift works were limited to those required for DDA compliance. Lighting and small power to office areas were renewed as part of the works and ductwork, pipework, fan coil units and grilles, retained and refurbished / modified / supplemented wherever possible to achieve the most economic solution for the employer. The works were completed in sections to allow progressive occupation by Zurich.

PROJECT DETAILS PROJECT MANAGER

SAVILLS

ARCHITECT

SPPARC

QUANTITY SURVEYOR

HEASMANS

M&E

CAPITA SYMONDS

FORM OF CONTRACT

JCT D&B 1998

VALUE

£7,000,000

SIZE

112,000 SQ FT

PROGRAMME PERIOD

21 WEEKS

CASE STUDY | ZURICH INSURANCE, AEROSPACE BUSINESS PARK, FARNBOROUGH

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SUPPLEMENTARY INFORMATION

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PROJECT CLOSURE PLUS (PCP) Project Closure Plus (PCP) We have discussed through the course of this submission various elements on how we intend delivering the Project. From the client’s perspective they are more interested on how we will maintain quality, programme and achieve a “clean” handover. We have recognised this within BW Interiors and have therefore spent many years introducing and developing a process called Project Closure Plus (PCP) that encompasses all of these requirements. Project Closure Plus is set of systems and procedures that are regularly checked at board level to ensure that quality, programme and clean handover are all achieved to the high standards imposed by PCP. The PCP requires the “buy in” of the Client, Clients Professional team, sub-contractors, BWI delivery team and the BWI Board of Directors. To achieve PCP the BWI delivery team must achieve, at the very least, the following criteria; • The project is delivered snag free • All statutory sign off’s, building control, planning approvals etc, are in place at Practical Completion • The final issue of the O&M Manuals are in place, electronic and hard copies, at Practical Completion • Draft Final Account submitted at Practical Completion We have been told on numerous occasions that the above is not achievable; however, we have a demonstrable track record to prove otherwise and can confirm we have achieved a success rate of 87%.

PCP

PROJECT CLOSURE PLUS

PCP

CLIENT SIGN OFF CERTIFICATION

PROJECT CLOSURE PLUS

CLIENT SIGN OFF CERTIFICATION

BS/SEB/BES Charles Darwin House, 12 Rodger Street, London WC1

RBS SEMPRA 2nd Floor, 111 Old Broad Street, London EC2

I, the Project Manager, Neil Grocock of DBK the Client’s representative, confirm that the project was completed on time and attach my Practical Completion Certificate dated 27th August 2010.

I, the Project Manager, Simon Brown of CBRE the Client’s representative, confirm that the project was completed on time and attach my Practical Completion Certificate dated 10 May 2010.

I also confirm that the following project criteria were met:

I also confirm that the following project criteria were met:

• A  ll Health & Safety files complete to the satisfaction of DBK and the Employers Requirements.

• A  ll Health & Safety files complete to the satisfaction of CBRE and the Employers Requirements.

• All Building Services systems completed, commissioned, tested and witnessed to the satisfaction of Dunwoody and the Employers Requirements.

• All Building Services systems completed, commissioned, tested and witnessed to the satisfaction of CBRE and the Employers Requirements. • All snagging items were completed at Practical Completion.

• All snagging items were completed at Practical Completion.

Signature

Signature

Name Neil Grocock

Name Simon Brown

Company DBK

Company CBRE

Date 27 August 2010

Date 10 May 2010

Project Details

Project Details

Client: BS/SEB/BES

Client: RBS Sempra

Project Manager: DBK

Project Manager: CBRE

Architect: Silver & Co

Architect: CBRE

Form of Contract: JCT

Form of Contract: JCT Intermediate 2005

Contract No: 7276

Contract No: 7262

Handover Date: 27 August 2010

Handover Date: 10 May 2010

How do we achieve PCP There are many processes that have to be carried out, we have listed below the principal disciplines that are required to achieve this, starting from the outset;

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Pre-Construction Sign Off We nominate an internal Pre-Construction Director, Colin Ogden to oversee this entire process. Colin will ensure all the PreConstruction activities are personally signed off before the project goes to site, these responsibilities include, but are not limited too; • Sign off for the appointed sub-contractors, confirming both specification and programme compliance, quality assure and cost reporting • Ensuring all statutory appointments have been made and are in place • The sign of all pre-construction activities, Construction Phase H&S plan, Considerate Contractors Scheme, Insurances etc. • Ensuring the information tracking schedule is in place and up to date before commencement. • Ensuring all of the quality procedure paperwork is in place. Once Colin has completed his phase of PCP he hands the whole process over to the delivery team and the Operations Director, Barry Smith. The delivery team will be responsible for; • • • • • •

Maintaining the quality procedure documentation Producing a sample and sign off procedure Construction of a “full scale” mock up within two weeks of commencement (subject to material availability) Producing benchmarks for quality control Weekly snagging monitoring and reporting Production of accurate progress reporting including programme drop lines and critical paths

Operations Director, Barry Smith, will be responsible for; • Fortnightly site visits ensuring all PCP procedures are in place and independently reporting to all the individual members of the clients team on his findings, if anything is found to be amiss Barry will take personal responsibility to bring things back into line and will report accordingly • Attend regular Directors sub-contractors meetings, which involves meeting individual sub-contractors Board Director / Principals to ensure they fully understand the requirements of PCP • Monitoring of quality control by way of “interim sign off inspections” • Tracking the progress of O&M manual production • Ensuring all financial matters are on course and that weekly rolling anticipated final accounts are being submitted, variations account\change controls up to date • Arranging Pre-hand over strategic meetings • Attend final handover meeting

Sub-Contractors “buy in” One of the single most important part in achieving PCP is to ensure we have full involvement of the sub-contractors, we incentivise our sub-contractors by releasing full retentions at Practical Completion if they fulfil the following PCP criteria; • • • • • • •

Attend weekly sub-contractors progress meetings A Director to attend regular sub-contractors Directors meetings Produce weekly progress reports Carry out weekly snagging of their works Maintain accurate and timely financial reporting Produce all O&M information in a timely manner Provide samples and mock ups as requested

All the above activities are monitored at site level and checked at the Directors visits, if all the above criteria is achieved the individual sub-contractor will be awarded sub-contractor PCP and will have their all retentions released at PC. Combining all the above activities we are confident the PCP can be achieved and our tract records demonstrate this.

203-208 Blackfriars Road - SE1

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ENVIRONMENTAL POLICY STATEMENT

BW Interiors are a UK based fit-out and refurbishment contractor for UK and international clients with projects ranging from ÂŁ10k to ÂŁ25m. We pride ourselves on our excellent environmental credentials and work hard to minimise our impact on the environment. We have investigated our actions and established that the vast majority of our environmental impacts are caused by our site based activities such as energy used in construction, transport of materials to site, waste production on site and removal of waste from site. We have the ability to influence our clients, supply chain and sub-contractors to reduce their environmental impact. For the coming 12 months we have set the following targets: 1.

Through liaising with sub-contractors we will reduce our site waste production by 10% over the next 12 months.

1.

We will reduce the embedded carbon per square foot of fit-out and refurbishment by 10% over the next 12 months.

1.

Having achieved an average of 93% this last year, exceeding the target of 90%, we will set a target for this coming year of an average diversion from landfill of 95% and a minimum of 90% on all jobs.

1.

We now commit to only using 100% FSC timber on all our projects.

We will continue to comply with our legal obligations. We have our expertise in-house and we currently have no environmental offences. The Carbon footprint for our office and staff activities from March 2011 to March 2012, was 129 tonnes CO2e. We commit to reducing this by a further 8% over the coming year. Our emissions are monitored by our in-house Environmental and Sustainability Team and receive external verification by environmental consultants. Our Green Team is expanding and environmental awareness continues at induction both on and off site. Our environmental policy is displayed at our head office and on all our sites. We have now identified our key impacts both on site and at our headquarters and created an action plan to reduce these. This has been approved by the board of directors and owners. The results of our action plan will be displayed in April 2013. Ultimately, the CEO is responsible, however it is the responsibility of the Environmental and Sustainability Team to ensure the action plan is driven through the business.

Mark Richards Chief Executive Officer 25 April 2012

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Project Details The Bio Chemical Society, £300,000, Charles Darwin House, London, Cat B Fitout of existing building, handover October 2010. BREEAM Achievements Achieved an Excellent rating • Successfully monitored, reported and set targets for site waste production, fit-out CO2 emissions, from power use on site and commercial transport (waste and deliveries). • Adopted best practice in respect of air and water pollution.

203-208 Blackfriars Road - SE1

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QUALITY MANAGEMENT Policy Management Quality covers many aspects within our organisation from quality control, incorporating systems and procedures, to physical implementation on site by our managers. The aim of the process is to prevent mistakes and poor workmanship from happening and to create a better finished product with cleaner delivery. It is always our objective to complete our projects on time with no defects and accident free and to achieve this we believe that the following attitudes and philosophies need to be adopted: • Setting a clear standard and statement to all of our Directors and staff • Ensuring that we have the right calibre of staff to meet our standards • Constant monitoring and reviewing with Clients, staff and subcontractors • Ensuring that both staff and subcontractors `buy-in` to our philosophy and truly believe in it • Good lines of communication and listening • Directors leading by example • Excellent planning and attention to detail

Inception

Review Systems & Procedures

RESPONSIBILITIES

Staff Induction

Investors in People

Directors

Systems & Procedures

ISO 9001

Directors

Staff Training

Internal & External Consultants

Directors

Audit & Training Subcontractors

Directors & Managers

Yardstick & Standards

Directors & Managers

Subcontractor Reviews Implement on Site

Mock Up & Snagging Procedures

Managers

Staff Reviews

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Snagging & Handover

Managers

Client review & feedback

Directors Estimators Business Development


Accreditation As every project we complete is unique and market sectors so variable, our quality systems need to be constantly reviewed and monitored to ensure that we continually meet their requirements. This quality process is applied throughout the following project processes: • Procurement • Pre-Construction • Construction • Handover To show our commitment to this process, we have gained accreditation to ISO 9001, QMS International’s Quality Management System and are also an ISO 14001 registered company, having gained accreditation to QMS International’s Environmental Management System. We have also gained accreditation to the Investors in People Silver Standard, which ensures greater communication with our staff ensuring that both training and feedback are more effectively implemented.

203-208 Blackfriars Road - SE1

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QUALITY MANAGEMENT Contract Period BW Interiors benchmark all contracts by completing a `mock-up / sample area` as early as possible to use as a `yardstick` against all work which is to be agreed as accepted by all parties. • Site / Project Managers specifically check new trades’ work on site as soon as they start to ensure that the right quality is obtained and that the tradesmen allocated are capable of achieving it • Each trade foreman will snag his works on a weekly basis and issue his snag lists to the site Project Manager prior to his inspection • A  ll managers carry out weekly snagging reviews of their site in accordance with a snagging pro-forma and sign and issue these to the Contracts Manager on a weekly basis. The Contracts Manager also issues these to the Project Director on a fortnightly basis • Contracts Managers carry out a fortnightly quality snagging check using the pro-forma • Project Directors carry out monthly snagging checks using the proforma • Snagging and quality are specific items on the agenda of the weekly Subcontractor Meetings ensuring that subcontractors’ minds are constantly focused • Snagging forms are reviewed at the monthly Senior Management Meetings and are a specific item on the agenda Two weeks before handover the Contracts Manager ensures that a clear definitive snagging process is agreed with the Client / Client’s representative. This must include: • The specific date of the snagging walk-around • W  ho will be present and responsible for snagging on behalf of the Client and consultants (NB Ideally, this should be a single person rather than a company) • Format for snagging lists • Who will be responsible for producing the lists and distributing them  nce the lists have been produced it is the responsibility of the Site / Project Manager and Contracts Manager to ensure that O the lists are actioned. They should be clipped to a clipboard and items highlighted as they are cleared. Items must not be highlighted as cleared until they have been checked by either the Site /Project Manager or Contracts Manager; the word of the subcontractor is not sufficient. The snagging lists are referenced and issued by email or fax to the relevant subcontractors and Commercial Managers with `action by` dates using the standard form. This process is adopted to give us the right to employ others to carry out the works in the event of the subcontractor failing to complete his works and recover costs The lists are kept in the snagging file and available for review and inspection by the Project Director and Contracts Manager

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Snagging Snagging is an essential part of our quality process and can make or break a project. One of the greatest downfalls of contractors is to waste all of the hard work, effort and commitment of getting a project to handover stage by falling at the last hurdle in failing to complete snags and defects on time or before the Client’s move. This results in an unhappy Client, out-of-hours working, frustrated consultants and a breakdown in relations. Snagging is not an issue to be considered during the last two weeks of a project but is a process that must be implemented long before a subcontractor sets foot on site. As snagging forms part of our quality system, the same philosophy applies and the collaboration and cooperation of our subcontractors is essential for it to succeed.

The Quality Process The quality process is applied throughout all stages of the project. We detail our philosophy and the processes that we implement on all of our projects, irrespective of size or value.

Pre-Contract Period The Contracts Manager and Project Manager are directly involved in subcontractor selection at the start of the contract. At the Pre-Order Meeting, the Contracts Manager and Commercial Manager must satisfy themselves that an appropriate (and preferably auditable) QA / QC procedure has been demonstrated by the subcontractors. All Subcontract Orders of significant value must make reference to a Subcontractor’s QA / QC document. `Problem subcontractors` are discussed at the monthly Management Meetings so that all departments are aware of them and that actions are taken to deal with the problems. Quarterly performance meetings are carried out with the main subcontractors to ensure two-way feedback.

REVIEW APPROVED LIST

APPROVED SUBCONTRACTOR LIST

T

TENDER WORKS SUBCONTRACTOR REVIEW

SELECT SUBCONTRACTOR

POST CONTRACT REVIEW

HANDOVER

SNAGGING PROCESS

PRECON MEETING & APPOINT

CLIENT MOCK UPS

FINAL SNAGGING

REGULAR SNAGGING CHECKS

203-208 Blackfriars Road - SE1

SUBCONTRACT INDUCTIONS & CHECKS WEEKLY SNAGGING & SUBCONTRACT MEETINGS

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HEALTH & SAFETY GENERAL STATEMENT OF THE HEALTH & SAFETY POLICY BW Interiors regard Health & Safety at Work as a business priority and require the co-operation of all employees to establish and maintain high standards. We believe all injuries and occupational ill-health can be prevented and in pursuit of this belief, our policy is: • To provide the resources necessary to create and maintain a safe and healthy working environment and systems of work for all our employees, contractors and visitors. • To commit to the prevention of injury and ill health and continual improvement in occupational health and safety management and performance. • To comply with all applicable legal requirements and to any other occupational health and safety requirements to which we subscribe. • To provide such information, training and supervision as is needed for this purpose. • To prevent our activities and omissions adversely affecting the health and safety of others. • To regularly set and review health and safety objectives and targets at all levels within the company. • To ensure every person’s responsibility and accountability for safety is clearly defined and understood. • To ensure health and safety is effectively implemented and monitored, is kept up to date and reflects business change both internally and externally, there will be a formal annual review of the policy and the way in which it is operated. • To work in partnership with the workforce on matters of health and safety. This policy will be made available to all employees and other interested parties. Each manager will ensure that the necessary organisation and arrangements are in place in support of this policy.

Mark Richards Managing Director 15 July 2011

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203-208 Blackfriars Road - SE1

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HEALTH & SAFETY Responsibilities The Managing Director is ultimately responsible for Health and Safety. Project Directors are responsible for overseeing health and safety management on site and monitoring the effective implementation of all safety procedures. Site / Project Managers are responsible for maintaining the competent supervision of subcontractors and operatives on site and implementing safety procedures. The Health and Safety Manager is responsible for the formulation, implementation and monitoring of health and safety procedures and systems, advising senior management on training and resource matters, investigating accidents and reporting on safety to senior management. All employees are responsible for the safety of themselves and others who may be affected by their acts and must comply with the requirements of their Company Health, Safety & Environment Handbook and Staff Handbook .

Company Health Safety & Environmental Handbook All BW Interiors’ employees are issued with a copy of our Company HS&E Handbook on commencement of their employment. This handbook gives details on the company’s policies, requirements and standards of good practice and reflects the company’s commitment with regard to all Health & Safety and Environmental Issues.

Safety Rules for Contractors In order that all subcontractors are made aware of BW Interiors’ policy with regard to Health & Safety, a copy of our company HS&E Handbook is issued with every sub-contract order placed. Prior to commencing their works on site, all subcontractors are required to attend a short induction course allowing our Site / Contracts Management to ensure that all operatives are made fully aware of both BW Interiors’ and the site’s rules. On completion of the induction course, all operatives are required to sign a Site Rules Acceptance Record confirming their agreement to the site rules and their understanding of all issues covered in the HS&E Handbook.

Construction (Design & Management) Regulations 2007 We, as a company, have completed a variety of projects where we have acted as Planning Supervisors. As such, we are well versed in the implementation of the Construction (Design & Management) Regulations 2007 and are committed to ensure full compliance of the regulations. All parties involved in a project are required to ensure strict enforcement of the Construction (Design & Management) Regulations 2007 and associated rules and guidelines as laid down.

Health & Safety Advisors We employ the services of Construction Safety (South East) in the capacity of Health & Safety Advisors, utilising both their health and safety training and their site inspection and reporting services. We are also members of the British Safety Council; Membership No. 127550. This allows us to make use of their advisory, training and health and safety auditing facilities. We employ the British Safety Council to carry out an annual audit of our health and safety management, systems and procedures.

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Training We, as an `Investors in People Company`, understand the importance of all training. We feel that health and safety training is essential and needs to be given appropriate priority in order to maintain an up-to-date knowledge of legal requirements, techniques and procedures. It is therefore important to train our employees for both legal and commercial reasons. For this reason, we follow a prepared health and safety training schedule. We would confirm that all Site and Contracts Management / Supervisory staff have undergone CITB-based five day Health & Safety management training and that all Site, Contracts and Building Services Management are fully trained in First Aid at Work. Specialist training for both staff and operatives (for example; hoist training) is carried out on an as-required basis (records are available at your request). With regard to induction training, we believe that new employees at whatever level need to be inducted at the earliest opportunity. The initial induction is carried out immediately an employee starts. All employees are issued with a copy of the Staff Handbook, which indicates various systems and procedures that need to be adopted by all employees. With regard to site induction, our Site / Contracts Management personnel will ensure that all subcontractors / operatives are inducted before work commences. All site induction training is recorded and operatives are required to sign a Site Rules Acceptance Record confirming their completion of induction training and agreement to the site rules.

Health & Safety Performance Record Year

2006

2007

2008

2009

2010

2011

Non-reportable Accidents

2

22

15

29

18

26

Near Misses

0

0

0

0

0

0

Fatalities (RIDDOR)

0

0

0

0

0

0

Major Injuries (RIDDOR)

0

0

0

0

1

0

Over 3 days off (RIDDOR)

0

0

0

2

0

0

203-208 Blackfriars Road - SE1

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CONSIDERATE CONSTRUCTOR SCHEME All of the projects BWI undertake apply for and achieve Considerate Constructor Scheme [CCS] accreditation. With the National average standing at 31, BWI achieve between 32 and 36 on all of our projects [‘A Very Good Site’ status]. We will be required to achieve a minimum score for this project of 32 in order to obtain the credits required under the LEED/ SKA schemes. However we would look to target 36 to achieve the additional credits available. Whilst we have recently achieved a score of 36 for both the fit out of the FA’s new offices at Wembley Stadium and Catlin Insurance new London Headquarters achieving a score of 36 is extremely challenging, but a challenge that BWI embrace. Recent assessments have highlighted that the CCS assessors are raising their standards and are demanding more from Contractors. In order to ensure we meet your expectations additional site provisions will be required and we will work with the team to ensure that the target is achieved. Typical examples of additional provisions required are as follows; • Random drug testing • Occupational Health - Dedicated First Aid Room with Nurse • Multi-lingual site signage • Showers for operatives One note of caution that has effected recent assessments is that we were marked down by 1 point because the Landlord would not allow us to advertise the considerate contractor scheme on their building.

100

% of sites scoring above this score

50

10

24 points represents compliance with the Scheme’s Code

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Around 31 points is the average score of all registered sites

The top scoring 10% of the sites are reviewed for the Scheme’s Annual National Awards


203-208 Blackfriars Road - SE1

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INSURANCE DETAILS Public and Products Liability Insurance Insurer(s): Houston Casualty Company Limit of Indemnity: £5,000,000 each and every claim (aggregate in respect of Products) Policy No(s): 066616/0192011 Period of Insurance: 1st October 2011 to 30th September 2012 (both dates inclusive) Excess: £500 increasing to £1,000 in respect to Heat Work Excess Public and Products Liability Insurance Insurer(s): Chartis Ltd Limit of Indemnity: £15,000,000 in excess of underlying £5,000,000 provided by Royal and Sun Alliance Policy No(s): 0024586178 Period of Insurance: 1st October 2011 to 30th September 2012 (both dates inclusive) Excess: Not Applicable Employers Liability Insurance Insurer: Houston Casualty Company Limit of Indemnity: £10,000,000 each and every claim Policy No: 066616/0192011 Period of Insurance: 1st October 2011 to 30th September 2012 (both dates inclusive) Excess: Nil Contract Works Insurance Insurer: Royal and Sun Alliance Limit of Indemnity: £15,000,000 any one contract Hired in Plan Sum Insured: £250,000 Limit any one item: £10,000 Policy No: RKK756289 Period of Insurance: 1st October 2011 to 30th September 2012 (both dates inclusive) Excess: £500 each and every claim increasing to £1,000 in respect of Theft, Malicious Damage and Subsidance Professional Indemnity Insurance Insurer: Royal and Sun Alliance Limit of Indemnity: £10,000,000 any one claim Policy No: S9-RKK756657 Period of Insurance: 1st October 2011 to 30th September 2012 (both dates inclusive) Excess: £5,000 each and every claim

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203-208 Blackfriars Road - SE1

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BW Interiors 61 Southwark Street London SE1 0HL t: 020 7593 9900 f: 020 7593 9999 w: www.bwinteriors.com

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