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News and views 05
BIM + survey results
BIM adoption on the move, but unevenly, says our survey. 06 Barking signs up to virtual reality London borough becomes first council to license Vucity 3D tool. 09 Retrofit sector ‘needs overhaul’ CIOB conference on historic buildings calls for change. 10 CIOB’s regeneration challenge inspires young people to build Oakwood Park school wins award for leisure centre competition. Plus Chris Blythe offers a solution to the battle for streetspace between London’s cars and bicycles. 12 Feedback Letters, comments and readers’ views on new thinking on health and safety in the industry.
Building blocks of BIM With the BIM mandate upon us, CM’s round table brings together key players to gauge where the industry is at and discuss the findings of its survey into BIM readiness. Cyber attack As the spread of BIM brings data collaboration into the mainstream, security is a crucial issue throughout the supply chain. Doing safety differently Laing O’Rourke’s John Green is spearheading an approach that is turning accepted thinking about site safety on its head. CPD: A guide to BIM Level 2 A refresher course in the basics of BIM marks the arrival of the government’s BIM mandate. Project of the month Centre for Medicine, University of Leicester.
20 Construction professional 24
Bringing materials full circle
The reforms of the products lifecycle mooted by the EU’s Circular Economy Package will require buy-in from manufacturers, clients and the wider industry. BIM bytes Make sure that your use of BIM is reflected clearly in contract terms. Public shame for late payers? New regulations demanding greater transparency could be the answer to poor payment practices. Pay now, argue later A recent decision of the Technology and Construction Court stood by the adjudicator’s decision in a dispute over payment.
40-51 All the latest news and reports from CIOB members and branches
Take the test on this issue’s CPD topic on Level 2 BIM and additional topics at
www.constructionmanagermagazine.com/cpd CONSTRUCTION MANAGER | APRIL 2016 | 3
Only 4 in 10 clients working at Level 2 BIM Industry-wide survey shows confidence still low and “eight pillars” poorly embedded
we will ask for Level 2 BIM as a contractual requirement on most projects (over 50% by number or value)
we will ask for Level 2 BIM as a contractual requirement on some projects (under 50% by number or value)
We will ask for Level 2 BIM as a contractual requirement on 100% of our projects
we will ask for BIM, but our requirements will be below Level 2 we will ask for BIM, but our requirements will go beyond Level 2 we will not make BIM a requirement on our projects, although teams are free to use it Other (please specify)
specialist subcontractors in Tier 2 or 3. The survey also heard from 82 clients: 20 implementing the mandate in centrallyfunded departments, 39 elsewhere in the public sector and 23 in the private sector. Project managers were strongly represented, with 7%(38) advising public sectors, while another 10% (56) working for private sector developers. Together, the clients were commissioning projects starting in 2016/17 with a total construction value of £5bn to £10bn. Factor in the responses of client advisers, and the total workload represented between £13bn and £20bn. Only 14 out of 20 central government clients said they would implement the mandate on 100% of projects from 4 April – the remaining six preferred not to say. But among clients in local government, health, education and housing, only 20% intended to fully implement the mandate, while 20% would act on it to some extent. Among the 23 private sector clients, only two planned to use it on all projects.
As a client, what will your requirements be on BIM from April 4 onwards (%)?
Among clients, the number that had not yet delivered a Level 2 BIM project rose to 58%, including 3 central government clients covered by the mandate
In total, 45% said they would not make require Level 2 BIM (see chart, below). But Level 2 BIM experience was still spread unevenly across the industry: overall 49% said they had not yet delivered a Level 2 BIM project, and 28% had delivered only 1 to 3 projects. As you might expect, £100m+ turnover contractors had most experience: 36% had worked on 1 to 3 Level 2 BIM projects, and 22% had notched up at least ten. But the Tier 2 and 3 specialist subcontractors seemed to have clocked up more experience at Level 2 than the smaller Tier 1 contractors with turnover below £100m. Among specialists, 27% had worked on one to three Level 2 BIM projects, and 15% on 4 or more. For the smaller Tier 1 contractors, those figures were 11% and 11% respectively. Within the client group, the number that had not yet delivered a Level 2 BIM project rose to 58%, or nearly 6 in 10. Even among clients directly covered by the mandate, three said they were Level 2 virgins. But the Digital Plan of Work, software commissioned from RIBA Enterprises’ NBS in a £1m contract and originally seen as central to managing data and drawings at Level 2 BIM, has picked up few users. According to the 394 respondents who answered the question, 13% had used it on a live project, and 10% had trialled it with plans to use the NBS system. But 13% had trialled the process management software with no plans to use it again, and 48% of the sample had neither trialled nor used it. A question on the likelihood of meeting the BIM Task Group’s “stretch target” for central government clients on electronic data validation revealed that 31% “have not yet started work towards the target and do not fully understand it.” But 17% said that they did expect to hit the target, and 19% expected to hit it partially. Among the 20 central government clients, just 4 expected to hit the target. A question on the “eight pillars of BIM” suggested that its standards were weakly embedded. PAS 1992-2 topped the table, with 20% saying it was fully embedded, while 15% said the CIC BIM Protocol was
Construction Manager’s BIM mandate survey has revealed an industry that is gradually absorbing Level 2 BIM into its contracts and processes, but with patchy client uptake and weak understanding of its fundamental standards. The survey of 557 industry professionals also revealed that overall levels of confidence on BIM are low, with 49% scoring themselves at one to 3 on a 10-point confidence scale, compared to 17% selecting scores eight, nine or10 (see round-table feature, page 17). The survey polled a representative spread of the industry. The largest group at 23% (129 individuals) were architects, M&E or structural design consultants, while 12% (67) worked for major contractors with turnover above £100m. Smaller contractors with turnover below £100m represented 8%, and 5% were
embedded. But just 8% said Government Soft Landings was part of their working practices, and the same number had embedded PAS 1192-5 on cyber security. Among clients on centrally-funded projects, six claimed to have never used PAS 1192-2, and seven said they’d never used PAS 1192-3, for operational phase The survey showed that the benefits of BIM in the construction phase are slightly overtaking the design phase: 43% had seen “good results” on time and cost in construction, versus 35% in design. CONSTRUCTION MANAGER | APRIL 2016 | 5
Barking becomes first virtual reality council East London borough pioneers local authority use of Vucity 3D interactive planning tool
Barking and Dagenham Borough Council in London has stepped into the world of virtual reality, by becoming the first local authority to license Vucity, a 3D interactive planning tool that maps over 100sq km of central London in high detail. The software, by communications agency Wagstaffs Design and 3D modelling specialist Vertex Modelling, enables users to visualise construction development, interrogate existing, planned and consented schemes, and overlay data, such as sunlight paths, viewing corridors or real-time transport updates.
“Suddenly you are looking at your building against what will be built over the next 15-20 years” Jason Hawthorne, Wagstaffs
The map will be accessible via a tabletop screen in the town hall, enabling residents to view proposals in the local context, and on iPads that have the Vucity app installed. Darren Rodwell, leader of Barking and Dagenham Council, said: “This is the future. Physical models of London are good but they don’t tell the whole story. Vucity enables us to give developers a better understanding of how we want to do business and the opportunities available in our borough. It is also cheaper for them to buy into the technology rather than have to fabricate models and mock up different views.” He added: “It gives members of the council and local residents an understanding of how the whole borough is developing and helps us get the buy-in we need from the community and investors to facilitate the borough’s future direction.” Since its launch at MIPIM last year Vucity has expanded to cover 115sq km of London to +/-15cm accuracy including five central London boroughs – from Hammersmith & Fulham in the west to London City Airport in the east, and from King’s Cross in the north to Battersea and Nine Elms in the south. Recently Barking and Dagenham’s two major opportunity areas were added – the town centre and an area to the north – and several proposed schemes in the borough. Other Vucity licensees include British Land and Capco, which are using the tool during consultation on major schemes. Jason Hawthorne, MD of Wagstaffs, said: “The software allows architects, developers, planners and others involved in city planning to upload 3D models of buildings and assess the differences
between consented and proposed schemes, daylight studies and right to light – things that are only possible using digital technology. Most important for us was the high level of model accuracy, which means key London viewing corridors – including protected views to St Paul’s Cathedral and Westminster – are precise and users can immediately see if a building will be affected and how tall it can go.” He added: “The option to turn on all existing planning consents in the same area means you are suddenly looking at your building against what will be built over the next 15-20 years, providing a much bigger picture of London than was previously possible.” The 3D map was created using a combination of high resolution aerial photography and photogrammetry. Designs for proposed developments have been input by the Vucity team, which has committed to resurvey the capital and update the map every three years. “Anything we miss or that has changed from the original planning application, for example through Section 70 of the Town and Country Planning Act, will get picked up and amended. Our model husbandry is as important to us as having created it,” said Hawthorne. Wagstaffs is also planning an online, ondemand version of the service accessible for an hourly rate. “An architect could log in and test a few models and schemes and take some screenshots to understand how a scheme might work. We want to make it as accessible as possible to as many people as possible,” said Hawthorne.
CIOB student member Evans leads the field in Duke of Gloucester’s Young Achievers Scheme Shane Evans, an active student member of the CIOB Wales branch, was last month named overall winner at the 2016 Duke of Gloucester’s Young Achievers Scheme, run by the Construction Youth Trust. Evans, a property technician with Carmarthenshire County Council, won the Design, Planning and Architecture award and “Winner of Winners” prize. Evans, who is in the penultimate year of his BSc (Hons) in Construction
Management and Technology, started off in engineering as a toolmaker and then chose a new direction. He lives with the serious medical condition cystic fibrosis. The judges were impressed that he never let his illness get in the way of his ambitions. Evans’s responsibilities include planning and Building Regulations drawings, design and access statements, feasibility and concept designs. He is involved in the design
and management of two of the first fully Passivhaus schools in Wales. The judges said: “Shane is a formidable ambassador for a creative, practical and proactive approach to problem-solving in new and existing buildings, and even finds time to volunteer and give back to the industry by organising CPD and visits in Wales, and acting as treasurer for the CIOB Novus group.” Other winners included Paige
Finnerty, of Mace, in the Construction Delivery category, Kristina Scheibler Frood, of Aecom, in the Engineering category, Tes Adamou, Arcadis, for Project Management, and Amy Bracey from Hartnell Taylor Cook for Surveying. The winners receive a cash prize and a package of support, including a one-year mentoring programme. As well as the CIOB, the awards were sponsored by CITB, KPMG, Aecom, Arcadis and Atkins.
6 | APRIL 2016 | CONSTRUCTION MANAGER
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Retrofit sector in ‘dire need’ of an overhaul
Building Regulations and skills gap need addressing, CIOB historic buildings conference hears
The domestic retrofit and insulation sector in the UK is badly in need of an overhaul, delegates heard at the CIOB conference “Make Historic Buildings Work for You” on 17 March. The claim was made by Colin King, director of BRE Wales, in his closing address to the conference at London’s Somerset House, which focused on how to get the best out of the country’s traditional pre-1919 building stock. King argued there was a “dire need” for change in the Building Regulations that apply in the residential refurbishment sector, and there was also a “skill level and skills gap” crisis in the housing sector. He was basing his views on an indepth research project investigating the performance of solid walls and solid wall
insulation on behalf of DECC. The findings are due to be published in early April. King stated that in particular there needed to be a step change in the field of solid wall insulation if the industry was to enjoy future business opportunities, and warned that the current drive to fit older houses with external wall insulation as a means to reduce energy consumption was proving counterproductive. He added that the current government strategy of providing grants to installers for the insulation of homes was misguided and that there was a “clear gap between the policy maker and the industry”. Typical problems with solid wall insulation include skills gaps, minimal guidance, unsuitable materials, bad detailing, and conflicts between
The conference took place at Somerset House in London
“The industry as a whole treats old buildings the same as new buildings” Rory Cullen FCIOB
energy conservation and retention of historic features. Rory Cullen FCIOB and chair of the CIOB MARC (Maintenance, Adaptation, Restoration and Conservation) Group agreed with these sentiments and told CM that one of the problems was the blanket application of guidance to historic properties, irrespective of unique features and design. “The problem is that figures [on thermal performance] are fundamentally flawed against old buildings, they perform a lot better than figures from standard methodology suggest. They’re going to have to change the figures. “The industry as a whole treats old buildings the same as new buildings. The construction sector doesn’t offer training on old buildings which work in an entirely different way.” Apart from King’s address, the conference also had a number of speakers, including a detailed case study of the ongoing development plan for Somerset House by Mike Figg, property services manager for Somerset House. Shadow Minister for culture and the digital economy Chi Onwurah also addressed the audience on the need for innovation from skilled professionals as well as the importance of preserving UK history and the powerful role that BIM can play in this.
CIOB launches in-house training based around Code of Practice Two-day CIOB-branded courses covering principles of project management take place in April and October For the first time, the CIOB is to run its own in-house CIOB-branded training courses, offering a two-day introduction to the principles of project management based on its best-selling book, The Code of Practice for Project Management. The course, offered on two sessions in April and October, will be aimed at young professionals beginning their careers in project management, or contractors’ staff seeking an insight into project management as a discipline. “Construction Project Management – Meeting the Code of Practice” will be taught by David Woolven FCIOB,
a principal teaching fellow at the Bartlett School of Construction and Project Management, part of University College London. Woolven was chair of the CIOB working group that authored the fifth edition of the Code of Practice, which was published in 2014. His fellow tutor will be Roger Waterhouse FCIOB, also a member of the working group and a tutor at the University College of Estate Management. Woolven told Construction Manager that the courses originated in training offered to graduate entrants at a major
project management consultancy, and later widened to other employers. “We present the training — it has the advantage that we know the document very thoroughly. It’s aimed at non-cognate graduates, people sponsored by their employers, or perhaps people in intermediate positions looking to enhance the possibility of getting a job at a different level. We think it might be appealing to a number of smaller companies, or even to individual members.” It would also appeal to contractors’ staff, he said. “At one time, contractors
had a simpler role – they focused on putting up a building. But now they have a wider remit, so the skills staff require now are more like those of project managers. So I think that will also be marketplace.” Woolven stressed that the course is a new venture for the CIOB. “For the first time, the CIOB is running training courses, to support the membership, and there may be opportunities to offer it in the evenings as well in future. I’m sure there is a big marketplace for it, partly because it will help members with their CPD commitments.” CONSTRUCTION MANAGER | APRIL 2016 | 9
Chris Blythe London’s towers may be the solution to the city’s cycle problem
CIOB’s regeneration challenge inspires young people to build
Maidstone school awarded prize for leisure centre competition
The CIOB has teamed up with organisation MyKindaFuture to raise the visibility of professional careers in the built environment among young people. The organisation facilitates connections between employers and school pupils, by setting specific challenges that boost work-related skills. Teachers can use the challenges, set by employers and sponsors, as curriculum extension activities in the classroom. As part of the initiative, earlier this year the CIOB challenged young people to come up with a plan to regenerate a leisure centre, in a competition called “Concept to Construction”.
“Many young people might think a job in construction just involves a hard hat, but there are so many varied roles available” Bridget Bartlett, CIOB
Teams had to devise a regeneration strategy for an existing centre, while taking into account the different needs and expectations of users, the local council and a conservation group. The winners were presented with their awards last month in a ceremony at The Lowry in Manchester (pictured left) by Lend Lease operations director Dennis Wilson, who was named CIOB Construction Manager of the Year 2015. The prize was the opportunity to work-shadow a construction professional, £100 for each member of the winning group and a special prize-giving lunch. The winner of this year’s challenge was Oakwood Park Grammar School in Maidstone, Kent. Other schools that were highly commended were St Martin-in-theFields High School for Girls in London, and Longfield Academy in Darlington. Bridget Bartlett, deputy chief executive at the CIOB, explained that the competition was aimed at all school-age children, and was a vehicle to encourage and inform them of the various roles available in the construction industry. “Many young people might think that a job in construction just involves building and a hard hat, but there are so many varied roles available. We are seeking to inspire them as well as promote the industry among both genders,” she said.
Established industry figures win achievers awards The CIOB has also been recognising more established figures within the industry through its International Outstanding Achievement Awards. Dr Feniosky Pena-Mora, commissioner at New York’s Department of Design and Construction (NYCDDC), received the Business Management Award. The NYCDDC public works portfolio includes more than 900 projects valued at $10bn. In just one year he developed internal initiatives, training programmes and policies to boost the careers of more than 1,200 of its employees. Calvin Li won the Young Achiever Award for his work on one of Australia’s most complex brownfield railway projects. He has been at the heart of
construction and commissioning strategies to take Melbourne’s Victorian rail system into the future. Receiving the Conservation and Adaptation Management Award, the National Trust’s Nigel Houghton, was commended for developing a team that restored a grade I listed Georgian townhouse in Wisbech, Cambridgeshire. Finally, Wang Yanli was awarded the Procurement and Supply Chain Award for his research and work in the hydropower and infrastructure sectors. Niall Walsh from Monford Group, Harvey Preece from Mace Group and Stefan Mordue, an architect and business solutions consultant at NBS, all picked up a highly commended award.
With the CIOB’s London location recently moving from Broadway in St James’s to more centrally located Kingsway, I occasionally choose to take the bus from Waterloo up to Kingsway, near Aldwych. This is usually the case if the weather is somewhat inclement. It’s a nerve-wracking experience. When is a bus lane not a bus lane? When the bus lane is on Waterloo Bridge northbound, and overwhelmed with bikes. The poor bus drivers are on a hiding to nothing and it is surprising that there are not more accidents. Even walking across the bridge, it is quite apparent how inadequate are the measures to separate the various bits of traffic. No end of red routes, blue routes and whatever other colour routes can hide a dangerous situation. Where the kerb is shared between buses and bikes it can get quite ugly. I do have some sympathy for cyclists, having lost two acquaintances in cycling accidents. I also had a colleague suffer really bad injuries as a pedestrian, caused by a hit and run cyclist. With most of central London’s roads incapable of widening, then maybe the answer is purpose-built cycleways away from the road. Unlike other countries where such separation is relatively easy because of the lack of space constraints, there is scope – particularly in London – for something really different. The growth in tall towers forecast cries out for them to be linked by a series of elevated cycleways and pathways similar to the walkways around much of downtown Hong Kong that keep you above the traffic. They may not always offer direct routes but would offer a higher level of safety. It would be vastly different to the stuff I get to see at the junction of the Strand, Aldwych and Waterloo Bridge, where you have cyclists, pedestrians and road traffic jostling for every inch of space and with carnage avoided more by luck than judgement. The downside is that it may not look very tidy having to retrofit some of this but if elevated cycleways were designed into schemes from the start it would be possible to satisfy both function and form. The extra cost would be a small price to pay and could be funded in part by cyclists through a bike tax. Order might also be restored if humans and human nature were removed from the equation. If driverless cars ever become a reality I fail to see how you could integrate cyclists because the car sensors would shut down the cars. Nor do I see much of a market for riderless bikes, however rationally they might behave.
10 | APRIL 2016 | CONSTRUCTION MANAGER
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BIM is on an upward slope - but mustn't slide
years ago, the debate in this issue's round-table discussion on BIM would have been unthinkable. BIM was featuring on the industry's to-do list, but it had the feel of an aspirational target where the industry would make the right noises, pay a bit of lip-service and fundamentally carry on as before. And there is still an element of the industry that puts BIM in the same category as "partnering" or "open-book contracting". In other words, while these things exist and hold out the prospect of better outcomes for anyone who reads the textbook, in the real world everyone knows they're more for external consumption than internal change. Nevertheless, somewhere in the common ground between evangelistic exhortations, straightforward commercial self-interest and the march of digitisation in every area of our lives, Level 2 BIM really does seem to have taken hold. Unevenly, of course, as our online premandate survey makes clear, and with a straggling supply chain. But to a sufficient extent to change the culture of the industry, and with enough momentum to bring further progress. So how did the industry pull off such a bold piece of change management? There was a focal point in the BIM Task Group, a degree of government funding (thought to be about £8.5m for Level 2 BIM), the promise of better project outcomes, and the threat of sanctions for BIM nonconformists after April 2016. Construction's BIM agenda also coincided with the "fourth industrial
Heathrow pays for its location
revolution", as digital technologies broke apart old business models in the wider economy and replaced them with digital operations. In the industry, this climate of everything being up for grabs has allowed innovative ideas to take hold and a new generation to come to the fore. But an equally influential factor was the fact that BIM mobilised thousands of construction professionals, hoping to change the industry's tired old narrative, in its support. They volunteered their expertise and time to the BIM4 groups or local BIM groups or CIOB events. They booked speakers and meetings rooms, organised conferences and CPD events, read articles and wrote blogs, tweeted and shared. Collectively, they helped shift the culture away from "me, me, me" and towards more meaningful collaboration. But having achieved so much, where do we go from here? The BIM Task Group's answer would be Level 3 BIM, or Digital Built Britain. In the context of ongoing digitisation, robotisation, automation and virtualisation all around us,that certainly seems realistic. Plus, £15m from the back of the government sofa to develop the standards for Level 3 BIM won't hurt. But if BIM is about promoting genuine collaboration and shared enterprise, then it would help if that culture extended to the support structures for BIM itself. The BIM maturity diagram is set at an ambitious incline, but it rests on the efforts of thousands of BIM enthusiasts, many of them CIOB members. Elaine Knutt, editor
Brian Davies MCIOB, via website Chris Blythe (CM, March) asks: “Why does all our infrastructure take so long and cost so much?” Here are some points to ponder. The Chicago O’Hare runway is built within the existing airfield perimeter. It costs about £448m and the taxiways and de-icing works a similar amount. I have not seen a breakdown of Heathrow's costs but some were estimated as follows: £4.8bn on terminal buildings; nearly £4bn on land (including 800 local homes for demolition and 3,000 blighted); £1.1bn on the runway, taxiways and the aprons; and £800m on car parks. So the expenditure on a third runway, taxiway and aprons is similar to the total expenditure at Chicago. The Heathrow costs are very high partly because expansion requires that homes, shops, schools and warehouses be demolished together with the relocation of Europe’s largest detention centre, the A4 Bath Road and M25 motorway, the main sewer and sludge works serving west London, three rivers, UK’s largest waste incineration facility, HV pylons, BA’s Waterside offices and a number of hotels. Since the runway crosses the M25, roadworks will add £5bn. As for £2,000an-hour consultants’ fees, only QCs might achieve anything like this (and there may be a few because of the legal challenges). The costs are an inevitable consequence of being a small and overpopulated island with strict environmental controls. What is “sad” is that someone will have to pay the astronomical bill for this project – future passengers and freight forwarders.
Passivhaus sets the standard
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Paul Callaghan MCIOB, via website To solve the problem of design performance vs actual performance (Facing up to the reality gap, CM March), we need an independent international organisation which creates simple low-energy building design tools and measures the performance of the buildings designed. It should certify systems, products and professionals that meet its exacting standards.
12 | APRIL 2016 | CONSTRUCTION MANAGER
Vox pop Do we need new thinking to further improve health and safety in the construction industry? Tony Putsman Vice chair, health and safety panel, CIC Speaking as a member of the CIC Health and Safety panel, along with the ICE and RIBA we're developing a group called CDM Differently, which has been inspired by the international “safety differently” movement. We're trying to deploy some of the concepts in a construction environment, and we're keen for other bodies, including the CIOB, to come on board. The idea is to be driven by construction practices, not legislation. The analogy is you don't learn to drive safely by studying the Road Traffic Act, so it's for the practitioners to determine what they should be doing, and a team-based approach. If you focus too much on the wording of the law, you get bureaucracy and inefficiency.
Jamie Wood Managing director at Glasgow-based roof contractor GRS We’ve all heard horror stories – construction workers are more likely to die at work than any other profession. This is usually because of dangers working at a height, with one in three fatal falls in construction – and 15% being from roofers alone. This is obviously worrying to me. It’s so important the tradesmen act safely as the health and safety of the clients are also under risk. In the roofing industry we’re often in a domestic setting and we can’t risk having any injuries to the tradesmen or homeowners.
Paul McAvinue Director for risk management services, WSP Parsons Brinckerhoff There have been big improvements over recent years in reducing the number and rate of injuries, but health has lagged behind. It is easier to focus on safety,
which is more visible and short termist. The Health in Construction Leadership Group (CHLG) has helpfully committed to address this issue. Health should also become a core part of construction design and management approaches. We should also look to make behavioural health widespread by applying every good practice we’ve applied on safety to health – from health pauses to toolbox talks. We need new ways to get the health message across in a positive, engaging way.
Paul Keevill General manager, Combisafe International Accident rates are down but to reduce them even lower I think two things must happen. First, there are still elements in the construction workforce who have not embraced safe working as second nature – for example, they may be wearing a safety harness but are they clipping on? That’s a training and education issue. Second, clients need to allow their contractors a budget that is sufficient to provide the enhanced safety measures which go beyond compliance and can make all the difference between protecting against everyday hazards and eliminating the unforeseen risks.
"We should apply every good practice we've applied on safety to health" Paul McAvinue, WSP Parsons Brinckerhoff
Jeremy Cook Partner at Ramsdens Solicitors I think for any significant changes to happen it has to be industry-led. There has to be as much investment in the sector as IT or HR – companies need to treat it as a premium. And it's got to be done from board level, even the smallest companies need a director who takes primary
Does this sound unrealistic? Well, the Passivhaus Institute has provided Excelbase design tools since the 1990s which have been shown to produce buildings that perform at the predicted design level. Let’s not try to reinvent the wheel, let's just build to Passivhaus standards.
safety, CM March) and suggest the industry will not take action until we see those that fail as catastrophically as Lakanal House prosecuted. Perhaps seeing a contractor going to prison may be the jolt some people need. Sadly, I doubt that will happen.
Take action on fire safety
David A Roberts, via website It is ridiculous the debate on retentions has dragged on for so long (BIS retentions review on protecting subcontractor funds
RJ Ryan MCIOB, via website I fully endorse the views of M Floyd (BIM won't stop the bodging on Part B and fire
Turning point: do we need to start taking a different approach to health and safety?
Contract forms key to retentions
Contact us Do you have an opinion on any of this month’s articles? Email: constructionmanager@atom publishing.co.uk
responsibility, and it should not be seen as a poisoned chalice. Look at the German model, rather than having senior management on the shop floor or in a shop steward sort of way, the workers have a more proactive role in commenting on boards or committees – they have a role commenting on health and safety.
Chris Chapman Technical support manager, Building Safety Group As they say, the industry has always shouted safety and whispered health but we are now trying to address this. The problem is when you hear about deaths in construction, only 2% are from accidents and the rest are from occupational health factors such as cancer or emphysema. Sometimes it’s attributed to old age and so the numbers get lost. It's not just about death or fatal accidents, its also about quality of life. Even myself, I'm deaf in my left ear and that's probably through my years of work. If we had known then when we were younger, a lot of these things could have been prevented. Now we have to as an industry learn from these experiences. Prevention is the only option, because there is no cure.
triggered by Lords, online) when the solution is very simple. Most contracts are let under standard or near standard forms. It would be a simple matter for the issuing bodies to amend their terms to the use of retention bonds or bank guarantees. Most contracts are supervised by an architect or consultant engineer, it would be simple to have a process where they certified any drawdown from the bond/ guarantee. The price of the bond/bank guarantee goes in the price for all bidders. CONSTRUCTION MANAGER | APRIL 2016 | 13
Feature BIM mandate
With the BIM mandate now upon us, CMâ€™s round table brought together key industry players to gauge where the industry is at and discuss the findings of its survey into BIM readiness. Elaine Knutt reports.
Clockwise from top left: Jill Guthrie with David Jellings; Francis Ho with Chris Chivers; Martin Chambers with Jason Ruddle; Bill Wright with Martin Howe; and Simon Rawlinson with Francis Ho
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MEETING JUST A MONTH ahead of BIM Mandate Day, the experts and practitioners convened by Construction Manager and BIM+ in the offices of law firm Olswang to discuss BIM adoption in the UK collectively seemed more confident than the same group 15 months earlier. In the intervening months, predictions have become fact, PowerPoint presentations have filtered through to contractual requirements. Because, as opinions around the table were polled, the view solidified that a large slice of the UK construction industry was either already working to Level 2 BIM, or tendering on projects that required it. Admittedly, the views of the Construction Manager/BIM+ online survey — totalling 557 respondents across the industry — indicated that the traditional fault lines on BIM between major players and smaller suppliers were still in place: overall almost 50% said that they had not yet been involved in a Level 2 BIM project, but this included 70% of contractors turning over less than £100m, 50% of specialist subcontractors in Tier 2 and 3, and only 22% of contractors with turnover above £100m (see chart, below right). And asked about their overall BIM confidence, 27% described themselves as “very unsure” and most clustered in the lower reaches of the BIM slopes (see chart, p 17). But, for the representative slice of the industry gathered in the room, the debate soon moved on from the “whether” of BIM adoption, to what was truly driving it, and where it would go in the future. Is the government and BIM Task Group’s focus on asset management being realised, or do clients’ mixed capabilities mean that the 15-20% cost advantage is for others to pick up? The client-led theory has made COBie the organising principle of Level 2 BIM, but is its central position giving us the wrong compass readings? And what’s happening in the lower reaches of the supply chain — and should we stop hand-wringing over it? The discussion began with some justified self-congratulation: an industry that had seen multiple change agendas come and go to little effect had finally embarked on transformational change. From the world of high-value major projects, Balfour Beatty’s BIM director Peter Trebilcock gave an unequivocal view. “In our UK construction business about two-thirds of the tender enquiries or pre-qualifications or bids we’re involved in do require BIM Level 2, so we’ve
“In reality, 70% of our customers and their projects have no mention whatsoever of BIM. ” Martin Chambers PPCIOB, Shaylor Group got 37 BIM Level 2 projects on our bid list. That equates to over £5bn worth of construction work.” Jason Ruddle, managing director of Elecosoft UK, the company behind Asta Powerproject, said it began to see a noticeable upturn in enquiries from contractors and to some extent designers around 18 months ago. “We certainly see a big upturn in all projects working in the BIM environment. We talk about a lot of public work, but a lot of private work is already being run through a BIM process. As an organisation, we feel that BIM is almost dated as a term because it’s almost a natural thing which everybody’s doing on a day-to-day basis.” Representing the industry’s middle ranks were Jill Guthrie, a BIM manager at Willmott Dixon, and Martin Howe, BIM director at Wates-owned SES Engineering Services, who both painted in some shade to the overall BIM landscape. In Howe’s experience, “probably 30% of projects we tender don’t have any BIM requirements at all. Then maybe 30% or 40% that have some BIM requirements but not specifically Level 2, and the remainder, probably the minority, has specified Level 2, but even then it’s not often well defined.” Guthrie felt that Willmott Dixon’s experience was broadly similar, although it had unilaterally committed to BIM on all its projects, whether required or not. However, she felt that this raised problems when its aspirations as a contractor went beyond its clients’: “If there’s no BIM requirement by the client, are we then trying to write EIRs? We shouldn’t be really, but we need to try to reach Level 2 — that’s difficult when you’re trying to prise information out of them, and ultimately they’re not going to do anything with the models at handover,” she said, raising a point that was returned to later. But Martin Chambers PPCIOB, framework director at Shaylor Group, and representing smaller Tier 1 contractors, felt he was in a different bid pool — where BIM was still mainly an aspiration. “In reality, 70% of our
The round table at Olswang’s London offices discussed the current state of BIM adoption
customers and their projects have no mention whatsoever of BIM. We’re seeing more in the pre-quals but, if I’m brutal about it, I’d say it’s a curious enquiry by the client rather than a ‘we’re going to do it’.” The discussion largely confirmed the traditional stratification into larger, BIMcapable corporates, supply chain stragglers and a middle ground occupied by everyone else. And in terms of clients, there is a similar gradation, summarised by Olswang’s Francis Ho: “There’s certainly a difference between what we see for the larger projects where BIM is increasingly there in varying levels of EIRs. Then you see smaller projects, smaller developers, where it varies — one could almost say a deliberate omission of BIM, or it may be because they’re just tied in to the old processes.” >
How many past and current projects has your organisation been involved in that use Level 2 BIM? 10%
1 - 3 only
4 - 10
10 or more
Other (please specify)
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About the survey respondents The survey had 557 respondents, including 129 architects and design consultants; 67 Tier 1 contractors with turnover over £100m+; 47 Tier 1 contractors with turnover below £100m; 28 were specialist subcontractors in Tier 2 or 3, and 36 cost consultants. There were 82 clients across the public and private sectors, and 94 described themselves as project managers working for private and public sector clients. Answers were also provided by BIM consultants, students, academics and overseas clients.
What is your company’s experience of the following “eight pillars of Level 2 BIM” on projects so far? Government Soft Landings 58
NBS Digital Plan of Work 55
The CIC BIM Protocol 53
PAS 1192-2 - Capital/delivery phase 52
PAS 1192-3 - Operational Phase 59
PAS 1192-4 - COBie 58
PAS 1192-5 - Cyber Security 67
Uniclass Classification System 56
Never used it
Familiar with it to some extent
near the level of client requirement yet.” Simon Rawlinson, head of strategic research and insight at Arcadis UK, agreed that BIM is taking hold relatively slowly in the regulated industries: rail, energy generation, water management. “They get given a five to eight year settlement and a very clear focus on what they’re allowed to spend that on, and improving 25-year life cycle management may not be their focus,” he said. “So we might actually find it’s another five years before somebody’s really cracked information management. While there’s no OfBIM, they’re reliant on their construction suppliers to do their asset management thinking for them.” But even if demand across various sectors is patchy, will the industry have the capacity to meet it? There are certainly some worrying signs, such as Willmott Dixon’s Jill Guthrie’s description of attending recent events for its supply chain. “I was there as a BIM representative and we had queues of people waiting to speak to us, because the reality is there’s so many people out there who don’t know what BIM means to them, what they need to do, or where to turn to. Then we’re talking about all the other projects across > The CM/BIM+ survey results paint a similar picture of client demand. Of the 172 the country who rely on these clients or client advisers, 45% said they subcontractors, but the problem is that wouldn’t make BIM a requirement from 4 they don’t know who to turn to.” April onwards, and only 23% indicated that At SES, Martin Howe described a similar BIM would be required. And surprisingly, situation. “It’s to their business advantage more than half — 53% — of this client group why they would adopt some of these said they had not yet delivered a BIM processes into their business, but I think project. Overall, 62% of respondents said probably a lot of people have been scared they had encountered BIM as a requirement off by the publicity about BIM, the vast list on less than half of private sector work, of standards and regulations. But it’s about suggesting very patchy uptake. finding the business advantage, then As an illustration, Chris Chivers PCIOB people will come to it themselves naturally.” described working for a client in the Private Shaylor Group’s Martin Chambers pointed Rented Sector, who hadn’t yet got on board out that task-focused small and micro with the BIM agenda. “I’m putting him the businesses have difficulty lifting their questions: Why aren’t you doing this? Why heads to take a strategic overview. haven’t you got this in place? Because “For micro and small businesses, quite when you come to the end of the process, frankly the recession hasn’t finished for you’re going to need to manage all this.” The discussion also threw up another area where BIM has had difficulty taking “We talk about hold — the infrastructure sector. According a lot of public to Peter Trebilcock, its £5bn in bids majored work, but a lot on “traditional construction business”. “But of private work is already that’s not the same in other sectors, being run so in rail, in water and gas, in power and through a BIM process” transmission, we are doing BIM projects in Jason Ruddle, Elecosoft each of those sectors but there’s nowhere
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We have not seen any evidence
It saved time in pre-construction design 45
It saved cost in pre-construction design 45
We have seen some positive signs
It saved time in the construction phase 40
We have seen good results
It saved cost in the construction phase 46
It helped cut the project’s carbon footprint 62
It promoted safety and regulatory compliance 51
It created efficiencies in the hand-over phase 47
It created efficiencies in the operational phase 55
It promoted collaboration and reduced ‘silo’ working 37
It has improved our margins/fees/profits 60
Collaboration seen as BIM’s key advantage Asked about the impact of BIM on current or completed projects, BIM’s ability to promote collaboration emerged as the clear winner in terms of impact - 63% of the sample reported “positive signs” or “good results”. Interestingly, the construction phase was in close step with the operational phase in terms of benefits. In total, 55% reported either positive signs or good results on reducing time in the design phase, versus 60% in the construction phase; on cost, 55% reported savings in design, almost matching the 54% who recorded savings in construction. But clients had seen less benefit to their own budgets - 28% reported results in
positive territory, compared to 40% overall. In terms of operational efficiencies, the overall figure for positive signs or good results was 44%, but this rose to 49% for clients. And clients were less likely to perceive benefits in terms of time and cost savings; 32% experienced reduced design time (55% overall), 43% thought that it reduced time in the construction phase (60%). Of the clients who answered the Level 2 BIM confidence question, 17 declared themselves “very unsure”, including 15 in the public sector. But two clients, and five respondents in total, said they were “fully confident” their BIM processes were working well.
Thinking about your own BIM processes, how confident do you feel about delivering Level 2 BIM (%)? Very unsure — we have no BIM experience
A measure of confidence — we know our way around but haven't resolved everything
Pretty unsure — we have done research but little else
Growing confidence — there are gaps but we're getting there
imited confidence — have L dipped a toe in the water ome confidence — we have a little S experience but are still learning
Increasing confidence — we have decent experience under our belt Confident — BIM adoption is going well Very confident — only a few glitches to iron out
Fully confident — our processes are working well
doing the performance-validated work will have to provide all the data, and the guy who’s doing the traditional stuff will get a model and say: ‘I’ll just do what I’ve always done’. So why are we agonising over this?” Peter Trebilcock agreed, albeit with some reluctance, that lack of BIM literacy would not necessarily exclude SME suppliers from keeping a place in the Balfour Beatty supply chain. “Some big players, I won’t name names, you would expect to be BIM literate, BIM ready, but they’re not. And they provide a very good service at a good price, they’re safe to work with, so they still find a place in some of our projects.” But what will happen on April 4? Bill Wright at the Electrical Contractors’ Association sees it as a date that will split the industry into two camps. “That’s when the real crunch will come, because that will actually force smaller contractors to actually do it, because they’re shut out otherwise and a lot of people will see their work’s dying out if they’re not adopting BIM. That’s where our small members are rather worried, and we’re trying to encourage them to get to some [level], even if they have to go to an agency or consultant to get help.”
On projects you have worked on that used BIM, how would you describe the impact?
“We’ve got 37 BIM Level 2 projects on our bid list. That equates to over £5bn worth of construction work” Peter Trebilcock, Balfour Beatty
However, Chris Chivers believes that regional factors and commercial realities will play a greater role. “There isn’t enough supply chain around in the south east to support what’s happening down here, and to say that, ‘if you’re not doing BIM, we’re not going to use you’, for most large principal contractors, that’d be cutting off your nose to spite your face.” But if there are buttons the industry can press to encourage BIM uptake in the lower tiers, Trebilcock thinks they’re found on 3D printers, drones, site robots and laser scanners. “If you have a [supply chain] event on digital construction, that could have more traction, levering the benefits of using digital tools and showing how you can improve processes. Too often the hang-up about BIM — and there is a lot of baggage — is this focus on the data.” But what is BIM actually delivering, in terms of improved project outcomes for clients, and better margins or productivity for the industry? From clients’ point of view, Bill Wright was sceptical about the long-term pay-off for FM teams — and he speaks as the person who’s had to manage maintenance teams and out-of-hours call-outs. “You say it’s fantastic to get all that data on your laptop but when it’s 3am and you’re in the dark trying to get to drawings and your laptop has failed you are really stuck!” Martin Chambers also felt that many clients he encounters — typically in the health and education sectors — found the benefits of BIM too “cerebral” to drive change. In contrast, he says, Government Soft Landings represented a more practical business offer. “Has BIM been overcomplicated? Soft Landings is easy for people to understand. We don’t want the keys thrown at us on the last day and the contractor goes way — we’d like a bit of hand-holding. BIM is little bit more cerebral, and perhaps not quite as tangible.” Speaking from the supply side point of view, David Jellings, managing director of software provider Solibri, believes it’s unlikely we’ll ever have full transparency on bottom-line benefits — because the firms enjoying them want keep it to themselves. “I meet lots of different segments of the market and some of them are willing to share with me in a one-onone confidential basis: ‘Yeah, we’re being very successful — we’re actually turning work away — our rates are going up, we’re >
them yet. They’ve lots of work out there but they’re trying to get their cash right, to stay afloat — they can’t recruit people, they’re struggling. I think actually the BIM journey so far is a huge success, but what there’s a danger of is it getting mired by the fact that 90% of businesses in this country in construction are small and micro and it’s not even on the radar.” But Simon Rawlinson thinks that handwringing over the BIM-backwardness of supply chain SMEs can be misleading, arguing that they naturally fall into different groups, with different requirements. Since the 1990s, he says, suppliers have been split into those that design and warrant their solutions, and those that simply install and fix. He said: “There’s a perfect BIM analogy — the one
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> increasing our profit margin.’ If something is succeeding, they don’t want to share it in case somebody copies it. ” Balfour Beatty’s Trebilcock, however, was prepared to go public to some extent. “It is a challenge in a lot of instances to measure — was it BIM or was it the project manager or the excellent supply chain? But overall, we can identify certain specific projects where BIM has helped to significantly reduce costs, or exceed programme demands sometimes from two weeks to three and a half months. And cost reduction from a few thousand pounds on a small school extension to £10m cap ex.” Trebilcock also brought a perspective from a recent visit to the USA, where he had seen the benefits of BIM spread more evenly along the supply chain. “Every designer’s doing BIM and virtually all the supply chain have got it, they’re sharing their models, all the specialist subcontractors — I’d say the supply chain is three years ahead of ours in take-up. The clients expect BIM — it’s the norm.” But Trebilcock also pointed to a key difference in BIM adoption on the other side of the pond. “The clients aren’t wanting COBie, I wouldn’t say no one but very few take it to the asset data level that we are looking for. They’ve got the design co-ordination, the integration, the interface issues resolved, the reduced risk, the enhanced safety, the projects are running smoothly. They’ve got all of those benefits and the client gets a better project, but very few want that added dimension.” So is the government’s stress on COBie sending both clients and contractors on an unnecessary diversion? Simon Rawlinson acknowledges it might look that way. But while the asset-led and COBie-centric view of BIM in the Level 2 standards does make BIM more complicated, “conceptually it’s a cleaner way of making sure that everybody gets benefit”, Rawlinson says. “But if you put those two things together [the US riskdriven model and the UK’s client-driven approach] you should see in two to three years people benefiting from de-risked projects and making money.”
Clockwise from top left: Chris Chivers; Martin Chambers; Jill Guthrie; Jason Ruddle
How likely is it that BIM has achieved/will achieve the following targets? A. It helped reduce out-turn costs in the last Parliament (2010-15) (2011 Construction Strategy)
B. Reducing whole life costs by 33% by 2025 (Construction 2025) C. Lowering carbon emissions by 50% by 2025 (Construction 2025) D. Shortening overall timescales by 50% (Construction 2025)
E. Achieving Level 3 BIM by 2025 (Digital Built Britain)
Is BIM meeting government objectives? Asked for their views on five statements, the sample was most optimistic about its ability to reduce whole-life costs, backed by 31%. But only 15% thought that it had met the challenge set in the government’s 2011 Construction Strategy. One in four respondents thought its was likely or fairly likely that Level 3 BIM would be achieved by 2025. Clients were less confident on every measure than the wider industry, for instance only 24% thought that it would reduce whole-life costs. But BIM did not inspire confidence on reducing carbon emissions.
Elecosoft’s Jason Ruddle also highlights that the UK’s interpretation of BIM doesn’t necessarily apply overseas. “To get that client cost aspect into the BIM life-cycle, we are in a different position to most countries. I do a lot of work in Germany, and their adoption of BIM has been on the cost estimating side of things first.” As for the legal environment, Francis Ho points out that the industry has coped better than many predicted: BIM’s impact on legal and liability issues has been exaggerated, he says, and contractual duties of care that are assumed to flow from integrated models simply don’t exist. “The JCT 2016 is coming out this year and they’re doing virtually nothing on BIM,” said Ho. “We’re not seeing a large use of standard BIM protocols, we’re not also seeing contract terms modified specifically for BIM. It’s the same with the NEC and it’s also the same with PPC2000.” Instead, clients and construction teams are drafting their own requirements, from a few lines to 40 pages. But Ho adds another insight. “I’ve seen contractors not read them — they’re in competitive tendering, they’ve got a million things to do, they worry about price, programme, cost and BIM is just another thing.” And perhaps that’s a positive: BIM as part of the background noise of the construction industry. Certainly, the participants all seemed to agree that “BIM” as a term had outlived its usefulness — and carried too much baggage in terms of associations with complexity, negativity, and confusing acronyms. At various points in the discussion, people put forward alternative descriptions: David Jellings floated “bacon and eggs” but settled for the pan-industry term “integrated process” because “it’s just minimising the number of excuses that people can have to say that they don’t use BIM”. Jason Ruddle of Elecosoft preferred “digital construction”, and Chris Chivers suggested “intelligent construction”. But whichever description goes forth into life post-April 2016, it seems certain that the landscape has changed forever. CM
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Defending the chain
As BIM Level 3 is embraced by the construction industry and open collaboration of data becomes the norm, now is the time to take cyber security seriously. James Kenny reports Security Breaches Survey, conducted by PwC, found that 90% of large companies had experienced a cyber security breach in the past year, up from 81% in the 2014 survey of IT professionals. Moreover, a large proportion, 69%, had been attacked by an unauthorised outsider – up from 55% a year previously. The average cost of an attack – calculated in terms of business disruption, lost sales, recovery of assets and fines and compensation – lay in the £1.46m to £3.14m bracket, up from £600,000 to £1.15m a year ago. Amid this rising and increasingly costly tide, PwC said the threat of cyber offences was now a “board-level issue”, but warned that not enough companies were taking it seriously enough. For the construction industry, these figures are particularly pertinent, as the ongoing adoption of BIM, with its increased use of digital collaboration during design, construction and operation of a building, creates additional cyber security risks – risks that advisers and insurers are warning the industry isn’t taking seriously enough. Hugh Boyes, cyber security lead at the Institution of Engineering and Technology (IET), says all businesses in the construction sector need to start seeing data and information as a physical commodity that needs to be protected. “Companies need to start thinking of information as a major asset. Within the construction industry I would say they haven’t quite got there yet.
“The industry needs to be much more aware of its data – what it is, and more importantly what the value of it is. There is tremendous value, not only to the owner of the data, but also to the customer.” He adds: “With BIM and more information going through the cloud, companies have to think: Where is this data stored? Who has access to it?” PwC’s UK cyber security practice leader Neil Hampson agrees that the structure of the sector in the UK means that it’s particularly vulnerable to cyber threat: “The construction sector is likely to be far less developed than the UK economy as a whole because most construction companies are small to medium sized operations.” Stepping up protection It is this fragmentation into multiple SMEs that presents one of the industry’s biggest vulnerabilities. Although Tier 1 companies operating on large-scale projects or infrastructure such as HS2 or Crossrail are likely to have stepped up protection levels to deal with cyber security threats, their supply chains will include SME subcontractors with far less cyber awareness. In major projects, that network will be complex, from architects to plant and equipment suppliers, law firms, designers. And as the supply chain becomes more extended, the vulnerabilities increase, which means that anyone connected to a site’s systems is to some extent a
THE UK GOVERNMENT’S 2015 Information
“With more information going through the cloud, companies have to think: who has access to it?” Hugh Boyes, IET
potential point of entry for one of many different types of cyber attack. Coupled with this is the fact that construction sites today are characterised by significant emphasis on efficiency, value for money and the need to achieve targets as efficiently as possible, meaning that digital technology is becoming an indispensable feature. Nick Gibbons, partner and cyber specialist at insurance and risk law firm BLM, says: “The construction industry represents a lucrative target for cyber criminals, mainly due to the vast network
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to come in two or three levels down the chain where one of the key areas of attraction would be the levels of cyber defence of the supply chain.” As data sharing and close collaboration increasingly become the industry’s norm, he believes that cyber risks may eventually increasingly force supply chain companies into a closer relationships with the “prime” or Tier 1 contractor. “It happens in the defence supply chain. If a small company can’t afford to protect itself, the infrastructure can be provided, either in the IT environment or physically bringing it under the same roof. It would be ridiculous not to recognise that some firms may not be able to afford cyber security measures – and the primes will have to reflect that maybe it’s just part of the cost of doing business.” But while the industry does present some unique characteristics, it also shares one key vulnerability with other sectors: people. “It starts with individuals. In the physical world, we start with a threshold in our minds of what we would and wouldn’t do – for instance, you wouldn’t leave your wallet unattended in a coffee shop. But in the data world, we do it all the time,” says Armstrong. People and their actions as the biggest weak point is something Robert Bond, head of data protection and cyber security at law firm Charles Russell Speechlys, agrees with. “There’s not enough training being done at all levels in the industry. Even basic things like: don’t pick up free memory sticks, be more mindful of laptops. The more construction companies go into BIM and shared resources, the greater the risk will be.”
of associated supply chains. The biggest cyber threats affecting the construction industry include hacking to obtain personal employee data or sensitive commercial information, as well as Distributed Denial of Service (DDoS) attacks which cause widespread business disruption, which can have a knock-on effect through a supply chain.” Gibbons warns that intellectual property-related areas, such as technical drawings, designs or projects for large commercial and infrastructure developments, are all seen as prizes and
attractive to cyber criminals, as is commercially sensitive data – contract details, bid data, supplier data and pricing. Peter Armstrong, head of cyber thought leadership at Willis FINEX Global, agrees that supply chains multiply the points of vulnerability for projects or corporates. In his role he advises construction clients on how to control cyber risks or alternatively to ensure that insurance cover factors in the additional exposure risk. Referencing past cyber attacks in the defence sector, he says:“If I’m coming after a large concern, I’m actually going
Malicious BMS hacking Another area that can be vulnerable to cyber attack is the Building Management System (BMS). These are used to integrate and simplify control of heating, air conditioning, lighting, CCTV, lifts, access, as well as energy monitoring, but this area is prime for malicious hacking. It’s a particular concern when highly sensitive buildings are brought into the mix, such as hospitals, banks, courts and prisons – all increasingly reliant on their BMS. Andrew Kelly, principal consultant on cyber security with multinational defence technology company QinetiQ, says that the problem is that many of the functions > CONSTRUCTION MANAGER | APRIL 2016 | 21
Feature Cyber security
> the BMS controls, such as heating, lighting and security, have evolved from technologies that were not designed to be connected, and are often designed, installed and managed by people who have not been trained to understand the security implications. Systems can be connected to insecure networks or left accessible via wi-fi, and default passwords can be left unchanged. In a recent white paper, Building Management Systems: The cyber security blind spot, Kelly recommends that installation of these systems must involve an understanding of how they are connected to the online world and how to restrict this. He gives examples of attacks over the last few years, and believes that a lot of the faults originate with individuals’ security errors. “BMS are open to attack in many places, but it often comes down to culture and the people working within these areas. Most normal people are not IT experts; they just see some of these systems as plug and play. Basic errors such as default passwords can even be used, which all add up to make the systems even easier to attack,” he says (see box, right). A new standard With technology and sharing work through the cloud set to become an everyday part of the industry, the standards of cyber security that construction companies should be working to are laid down in PAS 1192-5, which lays down the technical security considerations for public sector clients and project stakeholders.
“How you get everybody on your project team to behave in a way that makes it secure goes well beyond BIM” Simon Rawlinson, Arcadis
The IET’s Boyes says: “It was developed last year and it is only now construction projects are looking at applying it, I’d expect to see it more adopted over the next 6-12 months. The key message is that people should be looking at it regardless of what your project is. It’s not about straight security – it’s about being security-minded in general.” But clients will become increasingly demanding on cyber security compliance, says Simon Rawlinson, head of strategic research and insight at consultancy Arcadis. “How you get everybody on your project team to behave in a way that makes it secure goes well beyond BIM – I think it might even be the next health and safety piece of work. Health and safety is now a statutory duty – you go to jail if you don’t do it right – so contracting organisations and design organisations do it right. We’re not at that place in terms of security yet, but the threats and the dangers potentially of this information held electronically are enormous.” Boyes also believes that cyber security is rapidly becoming as vital as health and safety strategies. “My personal view is that cyber security today is where health and safety was 20 years ago. I believe it will become standard within the industry. We’ll look back with shock, even in a few years, about the standards that are currently used. Clients won’t find it acceptable for lapses in cyber security.“ He adds: “If you visit a construction site, there’s so many things you have to do to abide by Health & Safety before
you get past the reception. This could become the same for cyber security.” Kelly from QinetiQ agrees that compliance with government or industrybacked guidelines will soon become a prerequisite: “A defined level of security is something all businesses will eventually have to maintain. It’s only a matter of time before there is a death or serious injury due to a cyber attack.” Government support To mitigate the risks, the government has encouraged schemes like Cyber Essentials, backed by insurers, the CBI and the Federation of Small Business. It sets out basic risk-control measures for companies to adopt, with businesses registering for “badges” at two different levels. On certain sensitive contracts, government has required all bidders to be registered with the scheme. Take-up is increasing: according to the Information Security Breaches survey, 49% of respondents either hold accreditation or are on their way to it. Currently UK companies can report cyber crime to the Information Commissioner’s Office, but this largely voluntary – although public sector bodies, regulated financial services companies and telecoms operators are required to report certain incidents and breaches. In construction, cyber crime incidents often go unreported: there is no specific body in place to monitor cyber security in the construction industry, or advise on it. That’s a missing link, says Bond. “It has reached that level where there is a need for a proper regulatory board or framework of cyber security in the construction sector. In the banking sector, you know of cyber incidents as they have to notify. But in other sectors, construction or other consumer areas, companies are more concerned about their reputation and how they can commercially handle and bury any incidents. He adds: “I’d like the industry to be more aware of this inherent weakness. I’d like us to get to the stage where we’re not ashamed that we’ve had incidents – what we should be ashamed of is that we never planned for it.” Boyes agrees that such a body would be “a good idea, but there is nothing mandatory yet”. In the interim, he flags up CERT-UK, made up of 14 bodies working together to help create awareness and
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Feature Cyber security
support to companies working on “critical national infrastructure” to handle cyber security incidents and promote cyber security awareness across industry, academia, and the public sector: “It’s done on a sector by sector basis and is actually quite useful.” Looking ahead to the rest of 2016, however, greater regulatory control appears to be on the horizon. The EU General Data Protection Regulations have just been approved at EU level, subject to a final vote in the European Parliament, and are likely to come into force in the UK in 2018. Under these rules, businesses will be required to report data breaches to the Information Commissioner and may be fined up to €20m or 4% of turnover. On top of that, last year the European Parliament, the Council and the Commission agreed on the first EU-wide legislation on cyber security. This is significant to construction companies and their clients because it will require them to report any cyber incident impacting on an “operator of essential services”. This directive is due to come into force by 2019. Construction companies working on large infrastructure projects will therefore need to ensure they have appropriate measures in place to manage security risks and ensure they know in which circumstances they could be held liable for a cyber attack. In the run-up to the April mandate for Level 2 BIM, PAS 1192-5 has been adopted for public sector projects, but it’s likely that anyone looking for a long-term or future career as a construction manager will have to develop skills and awareness in cyber security if they are to succeed in the business in theyears ahead. As Boyes says: “It’s quite clear that cyber security is an issue that will only become more mainstream in the construction industry and can’t be ignored. Eventually it’ll become imperative for workers, businesses and everyone involved to maintain minimum standards.” The growing number of everyday coders, hackers and a generally more techliterate younger generation means cyber security will become part of everyday life on a construction site. And when it’s as integral to the industry’s operations as health and safety regulations, the industry will need to scale up its response to safeguard its future success. CM
Under attack around the world Construction-related hacks from Ukraine to New Jersey
“It’s only a matter of time before there is a death or serious injury due to a cyber attack” Andrew Kelly, QinetiQ
l In December 2015, a first-of-its-kind cyber attack on a power grid took place in Ukraine. The incident caused a dangerous blackout for hundreds of thousands of people and prompted Kiev to review its cyber defences. The attack involved a team of hackers who targeted six power companies at the same time, according to US officials. Destructive malware wrecked computers and wiped out sensitive control systems for parts of the power grid, making it harder for technicians to restore power. l According to a report from the German Federal Office for Information Security (BSI), in 2014, a steel mill in Germany suffered serious physical damage when hackers mounted a successful campaign against the system operators. The hackers used both targeted emails and social engineering techniques to gain access to the mill’s control systems. In particular, a “spear phishing” campaign was aimed at individuals in the company, to trick them into opening messages that enabled the hackers to harvest login names and passwords. BSI did not name the company operating the plant nor when the attack took place. In addition, it said it did not know who was behind the attack nor what motivated it. l In May 2013, an Australian Broadcasting Corporation news programme reported that an unnamed source claimed Chinese hackers had accessed the computers of a “prime contractor” and stolen floor plans, cable layouts, server locations and security
system designs for the Australian Security Intelligence Organisation’s new Canberra HQ, which was under construction at the time. l In November 2013 40 million customers of US retailer Target had their payment card details exposed when authentication information was stolen from an HVAC subcontractor. Criminals infiltrated the firm’s system, installed malware on its point-of-sale network and stole payment and credit card date. l The US Industrial Control Systems Cyber Emergency Response Team (ICSCERT) monitor newsletter reported that the BMS of a New Jersey manufacturing company had been hacked in 2012. Intruders exploited a weak credential storage vulnerability to access its energy management system, controlled by Tridium’s Niagara software. l To demonstrate how easily security could be compromised, in 2013 Jesus Molina, a US cyber security consultant, took control of the lighting, shading and HVAC systems in a luxury hotel in Shenzhen, China, via the iPad in his room. l In 2014, a US heavy industrial construction company sued its bank after losing $327,000 in a cyber attack after it was subject to a “corporate account takeover” in a sophisticated sting. TEC Industrial claimed TriSummit Bank failed to conduct sufficient due diligence checks to ensure that the line of credit extended to cover its weekly payroll was protected. CONSTRUCTION MANAGER | APRIL 2016 | 23
EU calls on industry to put a spin on products The Circular Economy Package could bring a significant rethink of how we use materials, says Charlie Law CONSTRUCTION AND DEMOLITION are, in volume
terms, among the biggest sources of all waste generated in the European Union, making up 25%-30% of the total. This consists of numerous materials — including concrete, bricks, gypsum, wood, glass, metals, plastic and excavated soil — many of which are already recycled or reused to various degrees. But could we do more? In December 2015 the European Commission put forward a Circular Economy Package, which includes revised legislative proposals on waste, to enable industries to become more efficient with resources and to facilitate the move to a more circular economy. In a circular economy the value of products and materials is maintained for as long as possible; waste and resource use are minimised, and resources are kept within the economy when a product has reached the end of its life, to be used again and again to create further value. This is a move away from the “take-makedispose” linear model of economic growth that was relied on in the past. Construction and demolition waste was one of the key areas addressed, to help meet the existing EU-wide mandatory
target of reusing or recycling a minimum of 70% (by weight) of non-hazardous construction and demolition waste (excluding soils) by 2020. The next steps will be for the European Parliament and Council to prioritise adoption and implementation of the proposals. How this affects the industry The package includes a comprehensive Action Plan to address all phases in the lifecycle of a product: from production and consumption to waste management and the market for secondary raw materials. This includes a number of steps that will target market barriers in specific sectors or material streams, including critical raw materials and construction and demolition. The plan states: “For example, valuable materials are not always identified, collected separately, or adequately recovered. The Commission will develop targeted guidelines for use on demolition sites for that purpose.” This could imply that pre-redevelopment audits will be required, as well as the promotion of sorting systems and voluntary recycling protocols, which could see the relaunch of resource management plans.
What do I need to know about Since the Social Value Act came into force in 2013 there has been a requirement to focus on how the construction industry creates social value. While the act applies to the public sector, many private clients are also taking social benefits into account when awarding construction contracts. Construction produces huge amounts of social value for local communities, the local economy and the environment, but it is difficult to define, capture and report on this value creation. But “Building Social Value” is a new and simple way to report on the social value created
“This could imply that predevelopment audits will be required, as well as the promotion of sorting systems”
It also promotes the efficient use of bio-based products, such as timber, to ensure the best value is realised through cascading uses through their lifecycle. This could mean the use of a “wood first” policy. Another key area recognised in the new package is that it is essential to encourage design improvements that will increase the durability, recyclability and reusability of components within buildings. The Commission will develop indicators to assess environmental performance through the lifecycle of a building, and promote their use through large demonstration projects and guidance. Despite its potential, the industry has been slow to adopt circular economy principles on construction projects, partly because they are seen to be too difficult to achieve. The right regulatory framework, combined with measures to make implementation clearer and simpler, should help contractors, manufacturers, designers and clients to make the transition.
Building Social Value
through construction, launched by the Considerate Constructors Scheme for all CCS-registered sites, companies and suppliers. Building Social Value aims to provide clients and the public with a much-needed understanding of the extent to which a project has created opportunities for long-term social value. According to the CCS, the scheme can deliver a consistent approach, strengthen competitive advantage in tendering, support the planning process and enhance corporate social responsibility (CSR) programmes.
Scheme monitors visiting construction sites will now be able to record the social value created, using a social value monitoring checklist. The monitor will then produce a report based on the results. Completing the report allows contractors and clients to recognise that gaining a professional, third-party report will help them to evaluate the impact of their construction sites in creating social value. The measurement system has been developed in conjunction with leading construction companies and clients, including
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BIM bytes: Incorporating BIM into construction contracts from lower raw material costs and improved resource security. What we need is for manufacturers to look at these circular economy solutions, such as fixings that allow products to be disassembled and reused at the end of their service life, and for designers to look at how they incorporate components so they can be easily recovered. For example, we might go back to laying bricks in lime mortar, which is more easily removed.
With ever-increasing pressure on global resources, we need to look at how we can recover more value from materials in the waste stream or — better still — not let them become waste in the first place. Changing the way we build Although a number of circular products are readily available, a more holistic approach is required, understanding how the components interact over time. So how should we do this? Greater collaboration between designers, contractors and manufacturers is a key step. Manufacturers will be the main drivers of change as they are recognising that, by reusing, remanufacturing and recycling components, they will benefit
“If the manufacturer retained ownership of products, there would be greater incentive to recover materials at end of life”
Basildon Borough Council, Kier, Land Securities Group, and Morgan Sindall. Clive Johnson, group head of health and safety at Land Securities, commented: “We greatly value this service, as does our extensive supply chain. It gives us a cost-effective and independent means of measuring social value from our many developments across the UK. “I would recommend all clients to take advantage of this facility if they wish to play a leading role in delivering the best possible social value to the communities they conduct their businesses within.” Basildon Borough Council’s asset
Adopting new business models Although take-back schemes do exist, at present there is little incentive for the manufacturer to collect their product at end of life. Many construction materials are of relatively low value, and may be costly or impractical to recover. If the manufacturer retained ownership of the products, and the logistics solutions were put in place to allow economical recovery, there would be a greater incentive. This would reduce their reliance on virgin raw materials and avoid fluctuations in commodity prices. However, it will require a number of factors to come together for the whole system to work. Contractors need to be ready to deliver new business models, working closely with manufacturers. The design community will need to incorporate circular products to allow for easy recovery. And, most importantly, the client needs to accept these changes, and start asking: “How circular is my building?” Charlie Law is founder and managing director of Sustainable Construction Solutions.
strategy manager, Daniel Greenwood, added: “Social value plays a central role in all our procurement activity and having a consistent and robust way to measure outcomes has been a constant challenge. Building Social Value really adds confidence that projects are delivering on our promises to the community.” The Building Social Value visit and report costs £280 + VAT, with additional visits and reports to provide updates during construction available for £170 + VAT. More details at www.buildingsocialvalue.org.uk
On projects where BIM is being used there is a tendency for contracts to “fall through the gaps”, particularly where the project team is using BIM but the client has not required this at the outset, or has simply said they just “want BIM” and not defined what it means by this. It is, however, important to ensure that contracts are consistent with the approach taken by the project team to ensure that their obligations, potential liability and entitlement to payment reflect the approach being taken. In 2013, the BIM Task Group published the CIC BIM Protocol, drafted by Beale & Company, which should be incorporated into a contract to reflect the use of BIM. The CIC Protocol should clearly set out the project team’s responsibilities for the production of models (Appendix 1, the Model Production and Delivery Table) and the procedures applicable to the use of BIM on the project (Appendix 2, Information Requirements). It also creates a consistent framework for the project team to collaborate, as it should be incorporated into the contracts of all those responsible for the production or use of models. For the CIC Protocol to be incorporated into a contract, the contract must include an “enabling clause” stating that this is the case (the guidance note to the CIC Protocol contains suggested wording for this). However, often when the project team intends that the CIC Protocol will be used (or
think that it is a contractual document) it is not incorporated into the contracts, so may not have contractual effect. For example, on a recent public sector project, the scope and works information referred to the CIC Protocol but the contract did not include an enabling clause. Similarly, on a private sector project, the Employer’s Information Requirements stated that the CIC Protocol would be used in all contracts, but it was not incorporated into the contract. Instead, the contract contained ambiguous references to BIM. Another example we are seeing of a “gap” between the project team’s approach to BIM and the contract is that the appendices to the CIC Protocol (the Model Production and Delivery Table and the Information Requirements, as mentioned above) will either not be completed or are stated “to be advised”. The appendices are a key part of the CIC Protocol as they set out the obligations of the project team in relation to BIM. Without these being completed and appended to a contract, the CIC Protocol could have limited effect. The appendices in the published CIC Protocol are “pro formas” which do not need to be followed prescriptively, as long as the key elements are set out. To assist in the completion of these appendices, editable versions are available on the UK BIM Task Group website. Andrew Croft is an associate at Beale & Company Solicitors. BIM best practice Read new case studies from around the country demonstrating BIM best practice from Balfour Beatty, BAM, Galliford Try, Kier, Costain and many more. Go to the awardwinning BIM+ website: www.bimplus.co.uk
CONSTRUCTION CONSTRUCTION MANAGER MANAGER | JULY/AUGUST | APRIL 2015 2016 || 25 25
Section 3 shines spotlight on late payers The Small Business Act 2015 is going to use public exposure as a tactic to shame recalcitrant firms into paying up faster, explain Marc Hanson and Helena Savva LATE PAYMENT of invoices is a major problem
for the construction industry. Successive governments have tried to tackle this in a variety of ways, the latest of which is the planned introduction this April of regulations under the Small Business, Enterprise and Employment Act 2015 relating to payment practices. Poor payment practices have long been a headache for the industry, with medium and smaller-sized businesses traditionally bearing the brunt of the pain. Delay in payment of invoices typically creates pressure on the liquidity of smaller companies, compromising their ability to grow and increase productivity. Recent reports suggest that as many as one in four SMEs are at risk of collapse due to late payment. Numerous efforts, both legislative and industry led, have been made over the years to encourage prompt payment. New efforts continue to be made, including Build UK’s plans to benchmark its members on their payment terms by collating publicly available information and publishing it to compare performance. Sadly, the latest survey data indicates that problem payment practices still persist, with delays of more than 100 days not being uncommon. Clearly, despite best efforts, a workable solution to late payment has not yet been found. The new regulations are an attempt to force large companies to address late payment. The intent is to increase transparency, so that those contracting in with such large companies can clearly assess the risks of late payment that they might encounter. Who do the new regulations apply to? The new regulations derive from Section 3 of the Small Business, Enterprise and Employment Act 2015, which gives the secretary of state the power to introduce regulations to make certain companies report on their payment practices and policies. Draft regulations were issued for consultation in 2014. No consultation response nor further drafts have been
issued since then, so it remains to be seen how far the 2016 regulations will differ from the 2014 draft. However, working on the basis that the 2016 regulations will be very similar to the 2014 draft, it is anticipated that the new regulations will apply to “large” companies as defined under the Companies Act 2006: those with a turnover of over £36m and more than 250 employees. This definition includes large private companies in the UK, large quoted companies and large limited liability partnerships. The new regulations will apply to payment policies in respect of contracts for goods, services and intangible assets, including intellectual property, where the period for payment ends in the organisation’s accounting period. This means that most, if not all building contracts, supply contracts and construction consultancy appointments made by affected companies will be covered. What if the new regulations apply? Companies caught by the regulations will need to disclose a range of information relating to their payment policies and practice on a biannual basis. Examples include payment policies, the proportion of invoices not paid within their period for payment and the proportion of invoices paid in 30 days or less, between 31-60 days and over 60 days, payment codes of conduct, details of late payment disputes and payments owed, and the amount of late payment interest they owe and have paid during the reporting period. Companies may also be required to report on financial incentives/ main contractor discounts required, “opportunities” for supply chain finance and prompt payment discounts and retention history and policy. While the provision of this information may constitute an administrative headache for some, mere disclosure is unlikely in itself to force adherence to good payment practice. What will promote adherence is the transparent nature of publication. Large firms will
have to publish the relevant information to a central digital location which the government will make publicly available. The importance of reputation and brand may ultimately be the main incentive for improving payment practices. However, consequences for poor payment practices will not only be limited to public shaming. The new regulations go a step further and provide that “persons”, such as directors, who breach the regulations (for example, if they fail to report accurately or on time), may be personally liable and face a criminal conviction, punishable by a fine.
“Directors who breach the regulations may be personally liable”
Key steps to take It remains to be seen whether the new regulations will make a significant contribution to addressing poor payment practices in the construction industry. While we do not know how closely the 2016 regulations will mirror the 2014 draft regulations, what is clear is that they will promote good payment practice. So, in preparation, companies caught by the new regulations would do well to consider taking the following steps: l keep clear records of payment policies; l put in place new processes to monitor payment performance efficiently; l ensure that all staff in charge of payments are aware of the new changes coming into force; and l keep an eye out for the final version of the new regulations and any accompanying guidance.
Marc Hanson is partner and head of construction at Berwin Leighton Paisner and Helena Savva is a trainee solicitor.
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‘Pay now, argue later‘ still stands its ground Theresa Mohammed and Stephanie Geesink on the implications of a recent dispute decision IN A RECENT decision of the Technology and
Construction Court, we are reminded of the Court’s reluctance to interfere with an adjudicator’s decision. In the case of RMC Building & Civil Engineering Limited v UK Construction Limited  EWHC 241 (TCC) the Court has enforced the adjudicator’s decision for payment of a largely unpaid application, and refused a stay in enforcement. RMC was engaged by UKC to supply labour, plant and materials for the installation of groundworks and drainage for a housing project in Arlesey, Bedfordshire. On 6 May 2015 RMC submitted Application No 8 for payment claiming £248,053, UKC did not serve a pay less or payment notice. However, in May and June 2015, the parties met to discuss the account, and on 16 July 2015 RMC submitted an amended application stating £124,821.14 was due. On 6 August 2015, RMC wrote to UKC stating that if the parties were unable to reach an agreement on the account, RMC reserved the right to “pursue all remedies available to us under the contract to recover these outstanding monies and any additional associated costs”. By an email dated 1 September 2015 RMC suggested that it would again be willing to accept a reduced amount, asking UKC to “ensure the balance of £85,454.26 currently outstanding for payment is paid within 7 days from the date of this email”. No agreement was reached and, notwithstanding a small payment on account, the sum claimed in Application No 8 remained unpaid. On 30 September 2015 RMC issued a notice of adjudication, claiming that it was entitled to be paid the difference between the £248,053 and the payment made on account. Despite UKC making arguments as to the existence of a dispute and the adjudicator’s jurisdiction, the adjudicator found in favour of RMC and ordered UKC to pay the balance of Application No 8, being £216,129. UKC did not pay and RMC commenced enforcement proceedings. Despite UKC raising various arguments to resist enforcement, the adjudicator’s
“Exchanges are likely to be considered to be ‘without prejudice’ whether expressly headed or not”
decision was enforced and no stay in execution was awarded for what many would view as manifest injustice. Not surprisingly, one of the integral arguments raised by UKC was that there was no dispute, as Application No 8 had been withdrawn as part of the negotiation process and superseded by RMC’s correspondence on 16 July and 1 September 2015. UKC went on to argue that even if Application No 8 was not withdrawn, RMC’s claim could not exceed £85,450.26 as per the statement made in RMC’s email of 1 September 2015, which UKC said it relied on to its detriment. However, the Court found the relevant exchanges to be “part and parcel of a continuing attempt to ‘reach an agreement’ about the value of the works completed up to 30 April 2015”. Accordingly, they were protected by the “without prejudice rule” and any admissions made by RMC “should not have been put before the adjudicator in the first place and cannot be relied on by UK Construction in these proceedings as admissions against interest by RMC”. Stay of execution: manifest injustice? UKC also argued that enforcing the adjudicator’s decision would amount to a manifest injustice. Its arguments, among others, were that the sum would constitute a windfall which would adversely affect UKC’s cash flow and potentially cause significant damage; that any overpayment could not be remedied in subsequent interim certificates, and that the injustice to UKC would greatly outweigh any detriment suffered by RMC which could be compensated by a subsequent award of interest. In making these arguments UKC was relying on the decision in Galliford Try Building Ltd v Estura Ltd  EWHC 412 (TCC). In Galliford, the contractor submitted a large interim application of around £4m towards the end of the contract, and the process for the payer to recovering these sums by way of a Final Statement was a process that would take many months if the contractor was
not under any incentive to move quickly. Estura argued that its cash flow would be harmed, and the judge agreed, staying the execution of the award above £1.5m. However, the Court quickly distinguished this case from Galliford stating that there were no similar circumstances that disadvantaged the payer, and nothing to stop UKC issuing proceedings forthwith for a determination of the true amount to RMC. Note to practitioners It is not uncommon for parties to a construction contract to engage in discussions or negotiations on a disputed application, but this case reminds us that any such exchanges are likely be considered to be “without prejudice”, whether expressly headed as such or not, and can therefore not be relied upon in adjudication or Court proceedings. The paying party should note this decision and ensure it always issues the relevant pay less or payment notices, even if amended applications have been issued and negotiations are ongoing. Practitioners are also reminded of the Court’s warning in respect of the manifest injustice argument in Galliford that the facts in that case were exceptional and the course adopted by the Court “will be appropriate only in rare cases”. Following on from Galliford, the decision in this case makes it clear that the Court will not easily find such rare cases, and so the status quo of “pay now, argue later” will be preserved in all but the most exceptional of circumstances. Theresa Mohammed is partner and Stephanie Geesink solicitor in the dispute resolution and litigation department at law firm Trowers & Hamlins.
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Q U I C K T O L AY, T H E R E T O S TAY
IF YOU’VE HEARD OF “safety differently”,
IS IT TIME FOR
‘SAFETY DIFFERENTLY’? Is the traditional “zero harm” safety culture really succeeding in eliminating accidents on site? Elaine Knutt talks to Laing O‘Rourke’s John Green, whose radical approach is starting to make waves in the industry
chances are you either work for Laing O’Rourke or have heard a presentation by John Green, health and safety director for its Europe hub. Green returned to the UK in summer 2015 after five years in Australia, where he successfully turned ideas in the eponymous book by Australian academic Sidney Dekker into operational policy on Laing O’Rourke sites. But although the ideas have taken root at Laing O’Rourke and elsewhere – including aviation and mining – so far it’s made limited impact in construction. And it’s not difficult to see why “safety differently” might be a hard sell – essentially, it demands an end to the established culture of “zero harm” policies, and a greater acceptance of accidents as part of working life. To an industry that’s adopted mottoes like “all accidents are preventable” and ”zero tolerance”, that’s a blindfolded leap into an unknown filled with liability claims, bidding problems and sleepless nights. Green is the first to assert this doesn’t mean throwing out the gains of the last 15 years. “It’s not a ‘new church’ because the old one is wrong – I think the principles we’re applying are solidly based [in current practice]. But they’re also for people in search of alternatives, because the old ways aren’t working. Zero harm has done a great job, but its time is done.” The clearest evidence, as he points out, is the stubbornly high fatality rate: a five-year average of 43 between 2010/11 and 2014/15. Eliminating all accidents in a “zero harm” culture – exemplified by Laing O’Rourke’s Mission Zero (2010), Balfour Beatty’s Zero Harm (2008) or BAM Nuttall’s Beyond Zero (2005) – is driven by the belief that serious accidents are most likely to occur where risks in general are poorly managed. In a culture where all accidents are reported,
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investigated and controlled, behaviours that lead to fatalities can be eliminated. This has in turn led to a focus on “behaviourism” – programmes where risky behaviours are identified and sanctioned, and pro-safety behaviours, such as reporting near-misses, encouraged and rewarded. But what if this argument was flawed? “Safety differently“ argues that the zero harm model is based on a logical fallacy, as research hasn’t found a correlation between eliminating minor accidents and preventing fatalities or major incidents. “Safety is seen as the absence of accidents – but you can’t say you’ve got safety based on the absence of something else. Binary logic doesn’t apply here,” says Green. He also argues that “Incident and Injury Free” working days might not be an unalloyed good. “Major accidents tend to be preceded by days of accident-free operation, and when was the accident created? On the days you didn’t have accidents,” he says. In other words, the focus on eliminating small risks, and taking false comfort from it, has been at the expense of addressing major ones.
was some sensitivity – it was judged to be a bit ‘out there’. Other people were as tired of the zero harm mantra as we were, but there wasn’t an alternative.” So what are the hallmarks of the new approach? There’s a shift from top-down method statements for high-risk tasks in favour of methods elicited by the on-site team itself; a culture of examining “successes” rather than dissecting “failures” , and looking objectively, rather than critically, at why a work task was carried out differently from the plan. Toolbox talks are about creating genuine relationships with site teams, so site managers are expected to use 20% of the time available for dialogue with the team. “It recognises that people are adaptive, and have insight. So one of the fundamental principles is that rules are made at the coalface, not in the corporate office. The real experts are the people doing the work, not the people planning it. We’re inviting the people doing the work into the circle,” he summarises. “There’s a big trust thing in this, you really have to build trust among the workforce to get this to work.” Green’s own journey began when he was Zero risk is impossible challenged to improve the safety culture at That leads Green to his key assertion: Laing O’Rourke in Australia. Once “Accidents are an inevitable by-product of a conventional thinking had brought the normal functioning system. Zero risk is rate down, he experienced a moment of impossible with human beings – they try insight. “We had only just started this; the new things, they make mistakes. We need European business was two years ahead. to shift our game from eliminating So we had a look, and thought ‘more accidents entirely to obsessing about high expense, more bureaucracy, more level and serious risks, like working in performance drag on the business’. And the confined spaces and lifting.” European business had three fatalities in And “zero tolerance” brings further 18 months. That wasn’t the sort of safety problems, Green argues. First, it’s led to future we wanted to buy into,” he says. the association of safety with a long list of But are his ideas likely to fall on fertile negatives and an oppressive site culture, ground? Green’s views certainly strike a expressed in insistent posters and chord with Billy Hare MCIOB, professor of admonishing slogans: “We talk about Construction Management at Glasgow accidents, incidents and failure – we’re Caledonian University, who agrees there is horribly tied to negativity.” academic evidence backing up the idea Plus, it generates a self-perpetuating that “the causes of a cut are not the bureaucracy. “We calculate that 30% of our causes of a fatality”. bureaucracy [at Laing O’Rourke] is “‘Safety differently’ is challenging, but external, from legislation and codes of there is frustration at the lack of impact of practice, and 70% was additional behavioural system programmes, and the requirements we introduced. We’re actively fact zero harm is not having the desired trying to reduce that – if it doesn’t make our effect. A lot of time and money has been work any safer, it’s not adding any value.” invested, but it is not always acting in our Green has encountered “appetite for best interests,” he says. change”, both among the site teams at the “If you’re aiming for zero harm and you Laing O’Rourke trial projects, and among have to spread your resources and effort clients and joint venture partners. “There across the entire accident triangle [of
“One of the fundamental principles is that rules are made at the coalface, not in the corporate office” John Green, Laing O’Rourke
serious accidents, minor incidents and near-misses], then you can easily take your eye off the ball.” But he is still wating to see what ‘safety differently’ offers. “We will have to see what substance is put forward. I’m anticipating more analysis of the impact of psychology and sociology on behavioural programmes – I think we’ve been naïve. But behavioural safety and zero harm is still what we’ve got at the moment, until John and others can come up with alternatives.” Green certainly hopes “safety differently” can take the industry in a new direction. He has discussed it with the Institute of Occupational Safety and Health (IOSH), and has been asked to speak to a universities. He’s also taking the ideas down the Laing O’Rourke supply chain: “They have a significant interest in this – they’re less able to cope with all the bureaucracy,” he says. As for the HSE, he’s hopeful that recent remarks by chair Dame Judith Hackitt about tackling bureaucracy mean that it, broadly speaking, is travelling in the same direction: “I think we could work together on this – you wouldn’t want to do this without involving the regulator, and you’d also have to get the insurers and the legal profession involved.” There may be mounting frustration that “zero harm” isn’t delivering a truly safe industry – and private acknowledgement that its evangelism can be more for the benefit of the business and board than site teams – but no one doubts that zero harm strategies have contributed to a safer industry. However, the industry will be interested in anything that promises a better alternative, and Green’s challenge is now to build a convincing case. John Green is speaking at the IOSH conference on 21-22 June. CM
By the best-selling book Sydney Dekker is a professor at Griffith University in Brisbane, and founder of its Safety Innovation lab. “Safety Differently” published in 2014, argues that the current bureacracy-heavy safety management approach overlooks the “human factor”, our ability to manage risk collaboratively in teams. His book also argues that safety as a bureacratic activity has relegated ethical responsibility to the back seat, and that an emphasis on “fixing” people’s behaviours and decision-making with controls, training and interventions has proved ineffective. The book also addresses how technological changes are impacting on safety. CONSTRUCTION MANAGER | APRIL 2016 | 31
Expo 2016 takes the lead
Robot to drill 250,000 holes for Crossrail
“Readily available technology allows people to discuss the reality in front of them” Steve Crofts, Crossrail
Crossrail is to dramatically cut safety risks and silica dust exposure during operations to drill 250,000 holes in its concrete tunnel linings by deploying a robotic drilling rig. According to Steve Crofts, head of health and safety improvements at Crossrail, the rig will eliminate Hand Arm Vibration (HAV) risk for workers, and increase accuracy and control. It also uses hollow-tipped drill bits to reduce levels of harmful dust. The holes are needed to mount overhead power equipment and cabling trays. The rig moves along the tracks and is capable of drilling all the holes in a 200m stretch in a shift. In total, it will cover 21km. According to Rail Engineer magazine, the system works in conjunction with 3D laser surveys of the tunnel to ensure accuracy. The ATC joint venture of Alsthom, TSO and Costain, awarded the £300m tunnel fit-out contract in 2012, has developed the rig with manufacturer Rowa Tunnelling Logisitics, based in Switzerland. Crofts told Construction Manager that the robotic system was one of series of health and safety innovations, both technological and behavioural, identified via Crossrail’s Gateway Assessment Scheme. This is designed to promote the raising of standards and sharing of good practice, and incentivise, measure and celebrate health and safety excellence on Crossrail and within the construction industry. “We find innovations on one site, and then we start seeing them trickle across multiple contractors,” says Crofts. These included “hook-cam”, a camera that streams live images from the hook of a crane to the crane operator or any networked screen, including the site team’s smartphones.
“It can be used to keep a record of all the lifts, so that if there’s an incident they have evidence. Or it can be used to make sure the lifting operations are being improved, and make sure the guys pick up on any briefings,” says Crofts. Another safety innovation has been trials of secondary cast linings, as an alternative to spray-on concrete tunnel linings. “Fallout” of spray-applied concrete caused the only fatality to date on Crossrail, when Rene Tkacik was killed in March 2014. The new system involves a moving shutter that clamps on to the tunnel lining. “Potentially, if it had been available earlier, it would have had benefits. We are looking at the efficiency, cost and speed, which might be slightly slower, but there are obvious health and safety benefits,” says Crofts. “But because we have done spray concrete lining, we’ve moved the industry on in terms of how it’s done and planned. At the start, it was accepted that there would be fall-outs, it was a foregone conclusion. But now they’ve done a lot of work on how you prevent the fall-out from happening .” The new linings technique has been used at Liverpool Street, Farringdon, Tottenham Court road and Bond Street stations, plus cross passages and shafts. Other innovations being trialled include wrist-mounted HAV monitors, which more accurately measure individuals’ exposure than tool-mounted monitors. And headmounted GoPro cameras are being used to film activities for training purposes. “People are now using readily available technology. It allows people to discuss the reality in front of them, not just say ‘there was a problem’. Or it can be used to review good practice,” says Crofts.
The Safety and Health Expo returns to ExCeL London on 21-23 June, providing construction managers with a forum to hear about the latest updates on health and safety compliance and legislation, and trial new technologies and services on the market. In 2015, the event attracted more than 13,000 visitors, a 43% increase in visitors to the show from the previous year. In 2016 further growth in attendance is expected, with over 300 exhibitors at the event, from PPE and fall-arrest equipment suppliers to training organisations and consultants. Attendees will benefit from over 60 hours of accredited CPD content led by more than 100 experts. Clive Johnson, director of health and safety at Land Securities, will explore health risks in the construction industry, while Steve Hails, Crossrail’s health and safety director, will also be presenting on its learning legacy. Following the launch of the inspirational speaker series last year, this year’s speakers are Colonel Tim Collins OBE, Kate Adie OBE and James Cracknell OBE, who will share anecdotes from their own careers and offer advice on leadership and achieving success in any field. The show is being supported by the Institute of Occupational Safety and Health (IOSH), British Safety Industry Federation (BSIF), Royal Society for the Prevention of Accidents (RoSPA), British Occupational Hygiene Society (BOHS) and the International Institute of Risk and Safety Management (IIRSM). Registereration for Safety & Health Expo is now open at www.safety-health-expo.co.uk/reg
Next chapter on health The Health in Construction Leadership Group has confirmed a new summit event at London’s ExCel conference centre on 21 April. The event follows the launch of its new occupational health campaign on 21 January. Speakers at the invitation-only event will include Professor Dame Carol Black, a special adviser to the Department of Health, and Dr Richard Judge, HSE chief executive. The summit will include a number of ‘facilitated discussions”, on integrated health management; maintaining impetus on respiratory risks; a new industry approach to mental health, and developing a plan of action and measuring progress. Meanwhile, a new online survey on occupational health in the building services sector has been launched by the Electrical Contractors Association (ECA) and the Building Engineering Services Association (BESA). Paul Reeve, director of business services at the ECA said that many contractors still struggle with occupational health. He said: “Our survey aims to find out more about the current situation, to give an informed baseline for helping contractors to engage with both physical, and mental, health issues.”
32 | APRIL 2016 | CONSTRUCTION MANAGER
Continuing Professional Development A guide to BIM Level 2 • The “pillars of BIM” provide guidance on implementation • UK government projects’ use of COBie exchange format • The role of the Common Data Environment
The pillars of BIM 2 > The Asset Information Model PAS 1192-3:2014 deals with the operational phase of a project. It describes how an Asset Information Model (AIM) should be created from the Project Information Model (PIM) that was developed during design and construction, including the establishment of data requirements from the beginning of a project. It also describes how the AIM should be used and maintained through the life of the asset.
1> How BIM should be used
3 > Exchanging information
PAS 1192-2:2013 is at the heart of the UK BIM mandate, identifying how BIM should be used for a project’s design and construction. It is underpinned by BS 1192:2007, which defines the collaborative production of architectural, engineering and construction information and establishes project team roles and responsibilities, as well as rules for naming, classifying, layering and exchanging project data.
BS 1192-4:2014 defines expectations for the exchange of non-graphical project information using the COBie standard, which enables the exchange of structured information for the commissioning, operation, and maintenance of a project in a neutral spreadsheet format. The facility owner can then use this in decision-making tools, and FM and asset management systems.
6 > Handing over the asset
The Government Soft Landings (GSL) is a policy of graduated handover for government projects. It requires project teams to stay in touch with government clients for several years to assist them in learning how to operate their asset effectively.
5 > Legal aspects of data-sharing
7> A common language for BIM
The Construction Industry Council (CIC ) BIM Protocol is a legal addendum to design and construction contracts that allows parties to share data within a contract when working to BIM Level 2. It establishes specific obligations, liabilities and limitations on the use of project models.
To support the construction strategy, the UK government commissioned a unified classification system (Uniclass) that provides a “common language” for all team members. A single classification system enables electronic project data to be indexed and structured to be accessible and searchable.
BIM Level 2: a mandate for better performance As the UK passes a notable milestone on the road towards BIM adoption on 4 April, John Adams summarises the government’s Level 2 BIM mandate 34 | APRIL 2016 | CONSTRUCTION MANAGER
Continuing Professional Development A guide to BIM Level 2 www.constructionmanagermagazine.com/cpd
4 > Sharing information safely PAS 1192-5: 2015 provides technical security considerations for UK government owners and project stakeholders regarding vulnerability issues, and the controls that are required to help ensure that information is being shared in a security- minded fashion.
8 > Defining the data requirement The government also commissioned the development of a digital plan of works (DPoW), which defines the data required at a specific point in a project’s lifecycle, and who is responsible for creating and issuing that data. The DPoW also integrates into the classification system (see 7).
IN MAY 2011, the UK Cabinet Office
announced a long-term government construction strategy aimed at improving the efficiency, cost-effectiveness and sustainability of UK government construction projects. The strategy’s short-term goal is to reduce construction costs by 15 to 20%, and it is part of a broader set of goals for the industry, which are to reduce construction costs, project delivery time and long-term operating costs, and to help the UK meet carbon reduction targets for buildings. A key part of the strategy is the requirement to use collaborative 3D
BIM processes on all centrally funded public projects (both buildings and infrastructure) by April 2016. Since the strategy’s launch, a number of public-private steering groups and organisations have been helping to implement and strengthen the BIM capabilities of both government organisations and industry supply chains. Several standards and specifications have been created. Policies, protocols and tools have been devised, and others revised, and government projects have been used to test methods and obtain feedback. Based on this development effort, the UK BIM mandate now includes a number of main components that enable project teams (government owners, supply chain designers, contractors, and fabricators) to understand, specify and adhere to BIM processes and procedures for working together on BIM projects. These “pillars” – PAS 1192-2, PAS 1192-3, BS 1192-4, PAS 1192-5, the CIC BIM Protocol, Government Soft Landings, the Digital Plan of Works (DPoW) and Uniclass classification system – are summarised in our infographic (see left). For each centrally procured UK government project, the government client will evaluate the proposed approach, BIM capability and capacity of a supplier and its supply chain to deliver the required information. As such, a potential “Tier 1” government supplier (such as a lead designer, main contractor or joint venture partner) must convince its government client that it is BIM ready by detailing the processes that it will use to fulfil the client’s requirement. Likewise, a supplier further down the supply chain must demonstrate its BIM readiness to its higher-tier client. Part of a company’s BIM readiness is the software it uses to provide services, produce deliverables and deliver the information required by the government client. Autodesk BIM software solutions can help companies to the meet the technical requirements of BIM Level 2. Working with COBie As a project moves from design to construction to commissioning and handover, the project information grows and eventually represents what has been built and delivered to the government client. This information is then used to support the operations and maintenance of the built asset. COBie (Construction
“A potential Tier 1 supplier must convince its government client that it is BIM ready by detailing the processes it will use”
Operations Building Information Exchange) is the UK government’s chosen Level 2 BIM exchange schema for this information. Facility owners and operators require a wide range of information, from as-built drawings of the facility to serial numbers and installation dates of warrantied equipment. Traditionally, this was provided during handover via boxes full of paper drawings, operations and maintenance manuals, or by CDs containing electronic versions of the same information, possibly taking thousands of hours to process and enter the data into systems used for FM, operations and maintenance. In 2007, the US Army Corps of Engineers (USACE) developed the COBie exchange format as a pilot standard for its own building projects. Since then, it has been used by private and public organisations around the world. COBie enables the capture of facility information throughout the phases of a project, and the exchange of that information in a structured format using neutral spreadsheets. Two types of assets are included: “visitable” spaces and managed or maintained components and equipment. COBie enables the supply chain to provide electronic information directly as that information is created. The COBie spreadsheet will contain data from design consultants, the contractor and subcontractors, suppliers and the client. In a collaborative BIM project, the COBie spreadsheets from all these participants are merged together. In general, COBie files are not intended to be “read” by end-users. Instead, they are a vehicle that can be used to exchange space and equipment information between systems. >
As a leader in BIM software, Autodesk helps to transform business process and deliver innovation to the construction industry. As the industry evolves, Autodesk continues to develop guidelines and standards associated with both BIM and with collaboration. As the founder of the International Alliance for Interoperability, the forerunner of today’s BuildingSMART, Autodesk has been actively involved in developing and maintaining the Industry Foundation Classes (IFC) standard, the data format commonly used to share data on BIM projects. Also, as members of the steering groups and technical committees involved in developing PAS 1192-2 and BS 1192‑4, Autodesk staff have been supporting the development of the CDE and COBie requirements for many years. To find out more about BIM Level 2 and the impact that technology and process improvement can have on your business visit www.bim360.com/bim-level-2. CONSTRUCTION MANAGER | APRIL 2016 | 35
Continuing Professional Development A guide to BIM Level 2 www.constructionmanagermagazine.com/cpd > BS 1192-4 provides guidance for using COBie to exchange facility information between the employer and the supply chain. The timing and number of exchange points (or COBie data drops) are aligned to project stages and will vary depending upon the requirements of individual government clients to suit their internal processes and approvals. There are likely to be at least four data exchanges: at the end of preparation and brief; at the end of conceptual design; at the end of design development; and at handover. How Autodesk supports COBie Autodesk personnel have worked on the various technical committees that developed the original USACE standard, BS 1192-4 and the many other standards that include COBie.
Moreover, Autodesk has developed compliance with the COBie standard in its own products. For example, Autodesk Revit can create and export COBie building handover information directly, either via a spreadsheet or via an IFC model. Autodesk provides a free plug-in for Revit that provides the capability to export the model directly to the UK COBie spreadsheet standard format. The free Revit Model Checker tool can be used to verify that a Revit model contains the necessary information needed to meet the client’s specific project requirements, based on a configurable checklist. The tool also includes a Revit Model Checker for COBie that checks to make sure that a COBie spreadsheet exported from Revit meets the UK’s requirements for COBie.
“A CDE helps to ensure that information is only generated once and then reused by all supply chain members”
Visualising a more efficient future Simulating scenarios saves housebuilder Hill £20,000 With the advent of BIM, London and south-east housebuilder Hill was eager to embrace a more efficient way of working, as well as drive the productivity of its workforce, tackle the inefficiency of procurement and improve quantification. The company adopted a range of Autodesk tools to help in the process, including BIM 360, Navisworks and Revit. Autodesk cloud-based technology on synchronised iPads and other devices allows Hill employees to spend more time on site and be more productive, as they are empowered to carry out more admin tasks while in the field. In addition, Navisworks enabled greater project visibility for head office. Projects that have benefited include
the redevelopment of the South London YMCA at Upper Norwood, where the site had a steep topography and the building was difficult to visualise. By using the BIM modelling tools, Hill was able to simulate different scenarios and make better-educated decisions regarding the design and construction of the building. Access to this information saved Hill around £20,000. Mike Beckett MCIOB, director at Hill, says: “Using Revit and Navisworks means our site managers can in time expect to increase productivity by between 30 and 40%, which allows them to get more done.” He adds: “As a result of working with Autodesk, we’re now looking to roll out more projects with BIM as a standard.”
Alternatively, COBie-enabled Revit models can also be exported to the IFC FM Handover Extended Model View Definition data option. In addition, a UK government client or supplier can use the NBS BIM Toolkit (DPoW) in order to digitally verify that a supplier’s project data provided in a COBie spreadsheet meets contract requirements. The Revit Classification tool allows you to add Uniclass information to BIM objects within your model and works in conjunction with the Revit COBie extension to create COBie drops. For projects which don’t use Revit for all or any of the design and for construction phases of a project, Navisworks can be used to federate the models and a free COBie export tool for Navisworks can be used to aggregate COBie data from various file formats. This can be exported as spreadsheet or a SQL database. For some of the COBie required data such as serial numbers and installation information, which is typically gathered at the commissioning phase, a mobile solution for the construction site such as BIM 360 Field can be used to collect data to be brought back into the model for COBie export from Revit. The Common Data Environment A successful implementation of the UK government strategy and Level 2 BIM mandate relies on a Common Data Environment (CDE) to support a project’s information delivery process, as specified in both PAS 1192-2 and BS 1192. A CDE is defined as a single source of information for any given project, used to collect, manage and disseminate all relevant approved project information for multidisciplinary teams in a managed process. PAS 1192-2 Section 9.2 describes how a CDE should accommodate information from government BIM projects and enable multidisciplinary project teams to collaborate in a managed environment. A CDE may use a project server, extranet, file-based retrieval system or other toolset, but should allow information to be shared efficiently and accurately between an extended project team that may work across companies and geographic locations. A CDE helps to ensure that information is only generated once and is then reused as necessary by all members of the supply chain, and that information >
36 | APRIL 2016 | CONSTRUCTION MANAGER
BIM Level 2 Compliance: Keep Construction Documents Current and Connected
Link 2D Plans
& 3D Models
Access control and
Blazing fast PDF viewing
permissions keep the right
In the office, or on the
and the power to
information in the right
jobsite with a phone or
hands, throughout the
tablet, keep the entire
between models and plans.
project team up to date.
Get your free guide to BIM Level 2:
bim360.com/bim-level-2 Copyright 2016 Autodesk, Inc. All rights reserved.
Continuing Professional Development A guide to BIM Level 2 www.constructionmanagermagazine.com/cpd
Reaching for the skies WYG tests project impacts at city scale
Global project management and technical consultant WYG has long been committed to implementing digital technology, BIM and more recently BIM Level 2 processes throughout the entire group. It first introduced Autodesk and Revit in 2006. While initially the business met some resistance when it introduced new tools, WYG trains up individuals in each office to champion the new product and get teams on board. In order to test out its use of the latest technology, WYG entered a team into Build New York Live,a 48-hour virtual design competition. The intention was to show how data can flow between different systems and the benefits that brings to WYG stakeholders. Forty-five staff working in 16 disciplines took part in the
> is constantly updated and enriched. To accommodate collaborative BIM processes, it should include four fundamental capabilities: 1. A shared project workspace for project team members from different disciplines, companies and locations 2. Controlled access to the information stored in the CDE 3. A structured, configurable approval process to control the flow of project information 4. A process to track and manage activity related to the CDE’s information and controls Autodesk BIM 360 Docs is a cloud-based platform that provides general document management as well as specialised functionality for 2D drawings, 3D models, and other project information. BIM 360 Docs helps to support the collaborative
competition, which involved delivering a complete building and FM package for a site in New York (pictured above). Autodesk products allowed data to flow between WYG team members located across various sites, significantly increasing their ability to collaborate – and the team went on to win a top award at the competition. Johnathan Munkley, BIM director at WYG, says: “Implementing BIM and digital workflows has allowed us to stay competitive and it allows us to offer the best service to clients. We’re now able to win more tenders and offer a better, more engaging service that our clients want. We wouldn’t be winning the work we’re winning now if we hadn’t embraced BIM and technology in this way.”
workflows described in BS 1192 and PAS 1192-2, and has been designed to fulfil the UK government’s technical requirements for a CDE. In addition, the security controls and features in BIM 360 Docs assist UK government clients, suppliers and asset operators who use the CDE to comply with PAS 1192-5. Specifically, it supports the “need-to-know” approach to the sharing and publication of information about built assets. CM For more information on BIM Level 2, download your free copy of Autodesk’s indepth white paper on the mandate and how to meet it at: www.bim360.com/bim-level-2 Autodesk, BIM 360, Navisworks, and Revit are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries.
CPD online. Your new home for learning.
The CIOB has a dedicated CPD portal on the Construction Manager website, featuring CPD modules from the magazine, as well as study topics from a wide range of industry experts. To complete the questionnaire below, and access the free CPD content, go to: www.constructionmanagermagazine.com/cpd
CPD test paper
A guide to BIM Level 2 1. Which of the following is not considered a “pillar” of BIM? l Government Soft Landings l Uniclass l Industry Foundation Classes l Digital Plan of Works 2. Which “pillar” of BIM describes the creation and use of the asset information manual? l PAS 1192-2 l PAS 1192-3 l PAS 1192-5 l BS 1192-4 3. Which organisation first developed the COBie exchange format as a pilot standard for its own building projects? l The UK government l The US Army Corps of Engineers l Autodesk l The International Alliance for Interoperability 4. Which of the following statements about the use of COBie is correct? l COBie files are not intended to be used by end-users l There are likely to be at least four data exchanges l Suppliers’ data is not part of the COBie spreadsheet l Exchange timings are fixed and cannot be varied 5.Which is not one of the fundamental capabilities of a Common Data Environment? l A shared project workspace for project team members l Uncontrolled access to the information stored in the CDE l A structured configurable approval process l A process to track and manage activity
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NEED HELP ON BIM? www.bimplus.co.uk
NEWS • PEOPLE • PROJECTS • TECHNOLOGY • MANAGEMENT • EDUCATION • CPD • JOBS
Contact Contact THE CHARTERED INSTITUTE OF BUILDING MEMBERS’ NEWSLETTER ISSUE 141 APRIL 2016
IN THIS ISSUE
25-28 ON THE RADAR
All the latest news and developments from the CIOB at HQ and in your area including postgraduate scholarships and chance to enter Yorkshire awards
Kevin Sheridan on the unfairness of Irish building control changes
Martin & Hamilton on how CBC status helped with a recent spa project
31 ONE TO WATCH
Ben Carroll, Taylor Woodrow
32 IN GOOD COMPANY
SDC’s work on Center Parcs required offsite rehearsals
34 MEMBER BENEFITS
Take advantage of exclusive member offers
35 DATES FOR YOUR DIARY Key events by region for the month ahead
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ON THE RADAR Contact | Apr16
New portal raises CIOB voice on government policy
A new online portal from the CIOB will provide government with a resource on the industry’s influence
In a bid to improve access for policy makers to industry knowledge, the CIOB has launched a new website that delivers key information, data and perspectives that reveal the true extent and value of construction professionals to UK society. Construction is a major player in the UK directly employing more than 2.2m people and making up 6.4% of the economy. However, the CIOB feels its voice is not heard often enough within government agendas. The portal details construction’s activity across the UK at local level so that MPs wanting to engage with
the industry in their own constituencies can get a better feel for its influence. At a national level, the site provides a transparent way to view and engage with CIOB responses to government and industry consultations. Eddie Tuttle, principal policy & public affairs manager at the CIOB said: “Fostering collaboration has many mutual benefits and this site is another tool in construction’s growing armoury where information can be more easily accessed and exchanged. “Through the CIOB, the industry has shared its perspective on issues like migration and modern slavery that traditionally government has not looked to us for. Influencing the big debates happening in
Whitehall and the regions and also the devolved administrations is helping promote the value and importance of construction as a whole. Industry participation is key.” The site holds a catalogue of CIOB data and research that has been collated over the past 10 years. It includes analysis of skills shortages in construction before, during and after the 2008 recession, the impact of ageing populations on the built environment, migration in construction, crime and corruption reporting and the value of professionalism within the sector. The portal can be viewed at http://policy.ciob.org.
chartered building company
EVENT AIMS TO SHOW HOW THE CIOB CAN BOOST YOUR BUSINESS The CIOB is hosting an evening workshop, in its new London office, to showcase and discuss the benefits of Training Partnerships (TP) Chartered Building Company and Consultancy Schemes (CBC).
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This event is open to business owners, directors, senior managers, dusiness devlopment managers, learning & development managers, HR professionals and anyone else who wants to find out what the CIOB can
do for their organisation and the benefits of gaining Chartered recognition for your company. Existing TPs and CBCs are invited to attend to meet contacts and find out how to ensure further business success.
You can also learn how to ensure your employees are getting the best support and advice to become Chartered individuals. Numbers are limited so book now! Email email@example.com.
See more at: http://events. ciob.org/events/2016/4/ ciob-business#sthash. MQP89xfj.dpuf
ON THE RADAR Contact | Apr16
news in brief
> THE STIG TO SPEAK AT KENT DINNER!
Building control scholar tackles awareness of performance gaps
The CIOB’s Building Control Scholar identified why low carbon building are falling short on their aims
The role that Building Control professionals play in tackling performance gaps especially in the design and construction of new buildings has been highlighted by Bernadette Bowden, this year’s Building Control Scholar. The research comes at a time when Innovate UK’s own Building Performance Evaluation review revealed how low-carbon buildings are still falling dramatically short on their energy-efficiency promises. In her scholarship, supported by the CIOB and Local Authority Building Control (LABC), Bowden investigated how building control
can influence the factors that contribute to buildings consuming more energy in operation than was predicted in design. In particular through site inspections and the checking of plans for new buildings. The findings recommended an increase awareness of the performance gap amongst building control professionals. It found that a lack of information reduces the ability of the building control body to check for Part L compliance. Further research was recommended into the suitability of the Building Notice application type for use with new build. Bowden is an experienced building control practitioner currently leading a
team of building control professionals at Southend-On-Sea Borough Council. She undertook her research while studying for an MsC in Sustainable Construction. Each year the Faculty of Building Control and Standards, together with the LABC, awards £3,000 to a chosen scholar. The scholarship encourages advancements in the building control profession and the development of Building Regulations. CIOB also offers this scholarship in partnership with the National House Building Council (NHBC). For a copy of Bowden’s research contact Dr. Gina Al-Talal on +44 (0) 1344 630 775.
Racing driver and sports commentator Tiff Needell (aka The Stig) will be the guest speaker at the CIOB Kent Centre’s annual black tie dinner on 30 June. The event is supported by construction professionals across a wide range of disciplines with a restricted guest list of 180. The event provides a unique opportunity for like-minded professionals to meet in a sociable and enjoyable evening. The dinner takes place at the Marriott Tudor Park Hotel and Country Club, Maidstone. It is sponsored by AD Bly Construction, Hays Recruitment, Quigg Golden and Walker Construction (UK). For further information regarding either individual tickets or tables of 10 please email blawrence@ciob. org.uk
ENTER NOW FOR YORKSHIRE CONSTRUCTION AWARDS
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The Committed to Construction in Humber and West Yorkshire (CCIHWY) Awards are open for entries. The winners will be announced on 22 April at the New Dock Hall, Leeds. The black tie event
will showcase the professionalism, excellence and innovation in the region’s construction community. The awards are open to organisations, both public and private, and individuals whose
business is related to construction. Details of how to enter and category criteria are included in the application pack. All categories are free to enter and companies can enter as many categories as they wish. There are 11
categories to choose from and the deadline for all entries is 14 March. Tickets for the event are £60+vat each, £600+vat for a table of 10. To enter and/or book a table contact firstname.lastname@example.org
HAVE WE GOT YOUR CONTACT DETAILS CORRECT?
• If you have moved or changed any of your details recently, don’t forget to tell
us. You can update your details online – simply log in to “members area” of the website www.ciob.org. Or email us at email@example.com or call our membership customer services team on +44 (0) 1344 630706 for further help. If you would rather post your details send them to: The Chartered Institute of Building, 1 Arlington Square, Downshire Way, Bracknell RG12 1WA, UK
Next generation of leaders supported by new CIOB Scholarship
Up to £6,000 is on offer for CIOB members studying postgraduate degrees in a new scholarship from the CIOB. Members who have at least two years’ work experience in the built environment and are about to undertake a postgraduate study can now apply for the CIOB International Postgraduate Scholarship. The scholarship, launched on International Construction Management Day (14 March), supports the leadership potential of ambitious individuals motivated to pursue a postgraduate degree for career development. Saleem Akram CIOB director said: “Supporting those who want to unlock their leadership potential with high levels of learning on the back of real work experience can only be good for them and for an industry in need of as many leaders as it can get. “This new scholarship joins our suite of scholarships supporting individuals from a wide variety of backgrounds and throughout different stages of their careers. Last year we supported 45 scholars and we anticipate that figure to be higher this year.” Apart from supporting leadership potential these scholarships also support
HARTLEPOOL TRIUMPH FOR A SECOND YEAR AT NORTH EAST STUDENT CHALLENGE
A CIOB scholarship benefits the individual and the industry
Further information about CIOB scholarships can be found at www.ciob.org/ scholarships. Or by contacting Dr. Gina Al-Talal CIOB scholarships and research manager on +44 (0) 1344 630 775.
research at an advanced level; which according to data from the Office of National Statistics is an area where UK construction is well behind other sectors. The latest figures suggest that although construction increased its research and development spending by 45% between 2013-2014 it still lags behind scientific research, transport and other industries. The scholarship is open until 20 May 2016 for those studying built environment related postgraduate courses (i.e. MSc, MPhil, PhD and MBA) in either the UK or overseas. It can be used in a number of ways including for tuition fees, travel or equipment costs.
Six BTEC Level 3 students from Hartlepool College of Further Education, studying for a diploma in Construction & Built Environment, were the winners of this year’s Student Challenge in the North East. Having won the event last year, Hartlepool College was given the honour of hosting this year’s final and home advantage counted as they beat off teams from New College Durham, Redcar College and Middlesbrough College. The competition saw the teams working on a plan centred around Morison Hall, on Hartlepool’s Headland, and they were all asked to consider risks attached to things like environment, health and safety and noise pollution on a refurbishment project. The Hartlepool team comprised Jack Anderson, James Kemp, Drew Tyrell, Louisa Phillips, Jack Ainscough and Luke Morgan. Drew Tyrell was named as the student of the day. Industry mentors were on hand to offer support from Willmott Dixon, WCL Construction, EnviroUK Consultants and Midas Cladding. Lesley Fairley, Inspection Manager at NHBC (National House Builders Council) and a former regional chair of the CIOB, was part of the judging panel.
After two years as runners up University Centre Blackburn College took the top prize at the North East student challenge. Twelve teams took part from University of Bolton, University of Salford, Liverpool John Moores
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University and University Centre Blackburn College. The teams were given a brief for a school café from Gareth Blunden ICIOB of Willmott Dixon. The top three projects came from University of Salford Team 2, and University
Centre Blackburn College, Team 2 and Team 3. The winning team of Carl Mason, Gareth Thornton, Anthony van Eijsden and Danny Sutcliffe won work experience on the refurbishment of Bolton Town Hall.
The judges were: Jonathan Greenhalgh FCIOB, director Green PM; Crystal Jenkins MCIOB from Wilkinson Cowan Partnership; Melinda Sallaway MCIOB, chair of NW Novus; and Gareth Fallows ICIOB,
past chair of NW Novus. On the day, hosts, University of Bolton, set students the task of building a cardboard tower strong enough to hold a brick. The winner was University of Bolton Team 2.
BLACKBURN EMERGES VICTORIOUS AT NORTH EAST STUDENT CHALLENGE
ON THE RADAR
BOOK NOW FOR SCOTLAND ANNUAL DINNER
Contact | Apr 16
CIOB Scotland will be holding its Annual Dinner at Glasgow Thistle Hotel on 22 April sponsored by Contract Scotland and Competence Matters.To make this a memorable evening there will once again be a fun casino at the end of the evening. The two guest speakers are Jimmy Nicholl and Jim Robertson. There are Bronze and Silver table packages available. To book your table contact Lynne McKay at firstname.lastname@example.org
news in brief
Construction’s outstanding achievers recognised by the CIOB
Examples of outstanding initiative, leadership and collaborative working were recognised by the CIOB on International Construction Management Day on 14 March 2016 when it announced the winners of its International Outstanding Achievement Awards. Grabbing the headlines was Dr. Feniosky Pena-Mora commissioner at New York’s Department of Design and Construction (NYCDDC) who received the Business Management Award. The NYCDDC public works portfolio includes more than 900 projects valued at $10bn. In just one year he developed internal initiatives, training programmes and policies to boost the careers of more than 1,200 of its employees. Over in Melbourne Calvin Li picked up the Young Achiever Award. Calvin who works on one of Australia’s most complex brownfield railway projects has been at the heart of developing construction and commissioning strategies that take a Victorian rail system into the future. He has implemented these strategies without disruption to the network employing new all-encompassing technology solutions. Strong communication and collaboration skills have to be in every construction
This year’s International Outstanding Achievement Awards recognised supreme talent
professional’s toolbox. On a Grade I Listed Georgian townhouse site in Wisbech, Cambs the National Trust’s Nigel Houghton developed a team that restored a hidden wonder in an area of social deprivation. Nigel received the Conservation, Adaption Management Award. ‘Application of Slow Descending Device in Deep Shaft Concrete Lining’ might not roll off the tongue but if you are in the business of constructing hydropower projects then you will know the work of Wang Yanli. In a career that started in 1994 he has participated in the construction of 12 large hydropower and infrastructure projects in China and abroad. With numerous technical papers and scientific
research projects under his belt Wang Yanli was awarded the Procurement and Supply Chain Award. Niall Walsh from Monford Group, Harvey Preece who works at MACE Group and Stefan Mordue an Architect and NBS Business Solutions Consultant all picked up a highly commended awards. “It’s hard not to be inspired by what we have seen this year,” commented Saleem Akram, CIOB director. “Entries across the globe have all shown that a mixture of collaboration, innovation and leadership often makes for a truly outstanding result.“ Further information about the awards can be found at http://ioaa.ciob.org
> CIOB BENEVOLENT FUND: HELP WHEN YOU NEED IT
The CIOB Benevolent Fund offers advice and support to members and their families facing uncertainty or hardship. Through encouragement and practical support, we have been able to help numerous members and families to cope with pressing problems and to move past them towards a resumption of their professional lives. One member encountered a problem which resulted in the loss of his job. The Fund offered encouragement and short-term financial support. “Having never before experienced such a predicament I am relieved to know that there are decent, compassionate and understanding people out there,” he said. If you would wish to discuss any problem or concern, in the strictest confidence contact: Frank MacDonald 01344-630780
FUTURE CONSTRUCTION STARS SHINE AT NOVUS COMPETITION
The victorious Bulldozers team from UCL
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The Novus Bright Futures Challenge 2016 seeks to find the most promising construction managers of the future among built environment students in London and the East of England. Following regional
stages the final saw teams from UCL, Oxford Brookes University, Anglia Ruskin University, and SDC compete on a challenge on United Living’s Kilburn Park site. Each of the teams gave a very different take on
the topic but Team Bulldozers, from UCL, were declared the winners. The event was sponsored by United Living, Hays Recruitment and Bouygues UK. The winners’ prizes included
work placements with United Living and Bouygues UK. The organisers wish to thank the judges and Bob Jenkins from United Living as well as Chris Jelfs from the London NOVUS Committee.
COMMENT kevin sheridan
Losing control Is the relaxtion of Irish Building Control Amendment Regulations fair to consumers, asks Kevin Sheridan
he advent of the Building Control Amendment Regulations (BCAR) S.I 9 of 2014) in Ireland resulted in some polarisation: those who recognised the need for change of what was an inadequate and flawed system and those opposed to its introduction due to the perception of placing a burden of systematic inspections and certification of design and construction. The changes called for a more comprehensive introduction of rigour in the management of buildings or works from notices of assignment of the designer/ assigned certifier and builder, backed up by submission of design documents, accompanying valid commencement
“Opt-out changes were implemented in spite of overwhelming opposition by industry including the CIOB”
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Fuel to the flame A subsequent amendment to BCAR in September (S.I 365 of 2015) was introduced and was controversial with the industry than the 2014 regulations. This provided for the option for single unit dwelling on a single development and domestic extensions to opt-out of the full requirements of BCAR subject to signing a statutory opt-out declaration which is placed on a public register. This has created a two-tier housing market in this category and sends out the signal that so called non-complex dwellings require a lower level of oversight. This is in spite of the fact that the Building Regulations have become more complex and the client must fully comply anyway with these regulations. Opt-out changes were implemented in spite of the overwhelming opposition by industry stakeholders including the CIOB. It is reported that initially up to nine out of 10 single unit development/extensions applicants have chosen the opt-out route. This shows the danger of promoting this apparent quick fix as a solution to an unsuspecting lay public. The Department of Environment, Community and Local Government, through the BCAR process, issued guidance advising that such opt-out applicants should seek legal advice, before exercising this option. This created a vacuum as
there is no requirement to appoint an independent competent assigned certifier to oversee the inspection process. The statutory appointmentand certification by a competent builder (or otherwise) is also left to the whim of the owner. This leaves the owner potentially vulnerable should regulatory breaches arise and this could be compounded by diminshed value or civil liability exposure to third parties who may purchase the property and possibly hold the owner liable for significant defects.
Russian roulette The positive aspects of BCAR are welcome and long overdue; consumers deserve the protection from what was a light touch self-regulatory system. However, relaxing the regulatory regime compromises consumers. Now, well-intentioned consumers are receiving mixed messages from politicians who offer an option to play Russian roulette with what is likely to be the biggest investment of their lives. Subsequent purchasers are also vulnerable, while their counterparts in multiple residential developments are protected by a more rigorous process. Will this come back in the future to haunt its political decision makers?
Kevin Sheridan is immediate past president of the Association of European Building Surveyors and Construction Experts and is a past president of the Irish Building Control Institute. He is a life member and former Trustee of the CIOB.
notices and certification prior to, during and on completion, before a building could be registered on the Building Control Management System (BCMS). Failure to have the completed building registered, affected the ability of the applicant to occupy, rent or sell the property and rendered it liable to possible demolition. The BCAR regulations prescribed that only registered building surveyors, registered architects or chartered engineers including competent CIOB surveyors who are registered on the State Building Surveyor Register, as the only categories
who could design, oversee the statutory inspection plan process and sign the statutory certificates of completion.
CHARTERED BUILDING COMPANY
SPA PARTNERS >
CIOB CBC and recent Training Partnership, Martin & Hamilton demonstrated its professionalism on a major spa hotel project in Northern Ireland. Martin & Hamilton has recently completed an £8m expansion project at the luxurious Galgorm Resort & Spa in Northern Ireland. The 18 month project, both technically and logistically challenging, involved the construction of a four storey extension to the resort hotel to include 45 new deluxe guest rooms and three suites along with a new indoor 20m swimming pool, associated spa facilities and outdoor thermal spa village - the first of its kind anywhere in Ireland. The project was successfully completed while the hotel remained fully operational with minimal disturbance to the guests and staff. The project involved site clearance along with enabling works before the main construction programme even commenced. The substructure is comprised of reinforced pad foundations and floor slabs while the superstructure is based on reinforced in situ concrete beams and columns for the gym facilities and changing rooms. The new bedroom block is based on a partial steel frame structure with precast concrete floors and stairs.
The building includes flat roofs, slate roofs, and a timber double-glazed lantern rooflight. The elevations comprise blockwork walls and traditional plaster, rubbed up and painted. The ground floor includes glazed curtain walling and external feature facing brick. The changing rooms boast Italian ceramic and mosaic tiles. A Promat moisture resistant ceiling and wall lining system was used as it is a high humidity environment. An existing link corridor and female changing rooms were also refurbished in
an accelerated timeframe, complete with Armourcoat plaster finish. No attention to detail was overlooked in the new bedrooms. Handcrafted solid oak joinery and Italian marble are just two examples of the quality of finishes involved. Clear communication and leadership from the team at Martin & Hamilton helped contribute to the success of the project. Initiatives included setting out hierarchical reporting methods and documented monthly site meetings. The Contracts Manager put a lot of focus on adhering to the critical path in the programme to ensure activities were completed when required.
Specific subcontractor programmes An ISO 9001, GasSafe and NIEIC accredited M&E subcontractor was appointed early in the project. A key challenge was the integration of new building services with the existing hotel whilst ensuring no impact on the end user. As the project involved high specification M&E requirements, Martin & Hamilton introduced subcontractor specific programmes for these two trades which helped identify the key milestones and ensure a successful outcome. Martin & Hamilton proposed a construction process that ensured the hotel could remain fully operational throughout the project. They created a phased approach and agreed on communication channels with the client to ensure nuisance would be reduced and noise & dust minimised so the residents’ hotel experience would not be detracted. Martin & Hamilton also knew from the outset that events could be booked in the hotel at short notice which may have needed them to alter their programme. An example was during the initial phase when they hit rock and needed to break it out. In consultation with the hotel management they agreed a time to carry out this unavoidable noisy activity so not to disrupt any hotel events. The site manager always
ensured there was other non-noisy work that could be carried out at all stages so that personnel would never be idle. Commenting on the project, David Hamilton FCIOB, managing director at Martin & Hamilton said working within the confines of a fully operational hotel posed challenges. “Critically we needed to ensure that at all times the hotel residents would not be disrupted as a result of the construction work and never feel that they were on a construction site,” he says. “As a result of stringent site management and close co-operation with the hotel’s management staff, this was successfully achieved.”
Winning work Martin Hamilton (below left) collecting an industry award for the fit out of the Great Hall at the Galgorm resort
ONETOWATCH Ben Carroll MCIOB Construction Manager Civil Engineering Division Taylor Woodrow Construction Working on relaxation Martin & Hamilton had to carry out the extension project to Galgorm hotel and spa while it was still operational. The 18-month programme included pool, 45 new rooms and other facilities all with high spec finishes.
become Chartered – where possible. This will help demonstrate our commitment to professionalism.” He points to a recent example where professionalism was a prerequisite. “There was a PQQ issued in 2015 by a Borough Council that stipulated that main contractors must be a CBC. This was later changed to ‘a company director and/ or senior management staff, who will have direct involvement in this project, must be MCIOB or a member of another recognised construction industry professional body OR the company itself must be accredited by CIOB or an equivalent construction industry professional body.’
Q Tell us about your career to date? I started out on Taylor Woodrow’s training scheme and been involved in some major projects developing practical competence. I have been continuing to develop formal training conducting a HNC at Stephenson’s College, vocationally through various NVQs, the CIOB student membership route, a Construction Management BSc at South Bank University and most recently obtaining MCIOB status. Q Why did you choose construction as a career? What else would you have done? I took the tried and tested route and followed in my father’s and grandparents’ footsteps and entered the construction Industry (I think
they moulded me from a young age!). If I hadn’t chosen construction I would have gone into motorsport. Q What has been your toughest challenge to date? Working on the DLR at South Quay Station. We had a restricted site with the DLR viaduct above, the quay around us and a lifting bridge adjacent which led us to having to use road closures, DLR possessions and barges on the quay to conduct elements of works which required thorough and long term planning to ensure milestones were not missed. Q What are your career ambitions? I want to develop myself to be the best that I can, having no regrets when I come to retire. Hopefully my drive and enthusiasm is passed onto others to ensure they have opportunities to fulfil their own potential. Q When you’re not at work how do you relax/spend your time? I follow Chelsea FC as much as I can and try to get to as many different stadiums to watch them play. When I’m not watching football I’m usually watching motorsport or taking part in track days in my car. More recently I have been spending some time giving back to the CIOB mentoring candidates working their way to full CIOB Membership.
Gerard Graham MCIOB, business development manager at Martin & Hamilton and senior vice chair of the CIOB’s Northern Centre in Belfast, says the CBC status is key to communicating professionalism to clients. “Our contracts director as well as the contracts managers, who were both heavily involved in this project, are FCIOB and MCIOB respectively. Having client-facing chartered construction managers is a big advantage when competing for new work. “Recently we also signed up to the CIOB Training Partnership with the aim that all our site managers will
Ben, 28, is a professional review mentor for the London branch of CIOB. He has worked on some of London’s biggest infrastructure projects including Kings Cross Station London Underground Redevelopment, DLR 3 car capacity enhancement project, Kings Cross Station Network Rail Redevelopment, Ealing Common London Underground Depot S7 Enabling project and Crossrail West Stations Network Rail project.
Up on the roof The Center Parcs glass dome roof presented an array of challenges for SDC and had to be installed by steeplejacks suspended by ropes – manouevres they rehearsed in an offsite mock up of the construction. The work had to take place while the holiday village was operational.
Hanging in suspense The success of an ambitious project to re-roof a dome at Center Parcs hinged on a suspension that was rehearsed on a mock up off site
he Plaza building at Center Parcs Longleat Forest, Wiltshire was constructed in a dome shape in 1993, using a glulam primary arch structure to support a series of glazed panels. Inspections in 2010 revealed that large areas of glazing had either cracked or moved within their retaining seals, while the glulam beams beneath were also beginning to show signs of wear. This led Center Parcs to conclude that the existing system, although suitable at the time of the original installation, required intensive refurbishment and that replacing the roof with a new covering was more viable than commissioning extensive repairs. Instead of glass, the new roof structure would comprise an insulated structural deck covered with a single ply membrane and ETFE triple layer cushions.
The 100m diameter building, which houses the Subtropical Swimming Paradise, restaurants, and retail units, forms the focal point of the Village. As such, the original brief was to undertake the refurbishment work at night in an effort to minimise disruption to guests. Contractors were also advised during the tender period that the
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repairs to the glulam beams were to be carried out by operatives on mobile elevated work platforms and specialist rope teams because erecting access scaffolding in the internal pool areas was not permitted. However, recognising that the need to complete the work at night using abseiling techniques would increase costs and be harder to manage from a safety point of view, SDC devised an alternative solution. Based on the principles of a suspension bridge, the main contractor proposed fixing cables to the primary beams, from which a solid working platform would be hung with the aid of vertical suspenders. While the deck would still need to be erected after hours by a team of steeplejacks, the benefit of this strategy is that the refurbishment work could be conducted during the day since guests would be shielded from the work above by a solid, weatherproof, platform.
Offsite mock-up With the delivery strategy resting upon the success of the bespoke temporary works solution, a sample panel was constructed at SDC’s service yard in Chawston to validate the proposals. The 22m deck, designed to span between one of the
FACT FILE • 2.5 years to
complete. • The building is made up of 450 timber frames that would stretch 2.5 miles if laid end-to-end. • Internal area of 6,816m2, making it the largest building within all the Center Parcs Villages in the UK. • 1,706 panes of glass were removed and recycled. • 10,000m2 of camouflage netting was used to hide the external scaffold. Refurbishment work was limited to three segments at a time.
roof’s 16 segments, was installed by a team of steeplejacks in an attempt to replicate the conditions on site. Reflecting on this after the event, the site manager Gary Sullivan recalled: “When the mock up was built, we made the guys install it as if they were on site so we wouldn’t let them touch the ground. We made them put the whole deck up from an external scaffold and they had to go in and do it all from ropes. So even though they were only a couple of metres off the ground, real lessons were being learnt.” After the mock-up had been completed, a double-glazed unit was dropped onto the structure to confirm that the platform could withstand the imposed load in the event that a section of the existing glazed roof collapsed during removal.
Camouflage netting Center Parcs’s setting of 400 acres of peaceful, natural woodland presented a further challenge: how would materials be lifted onto the roof? The use of large cranes would not be possible due to the close proximity of the surrounding trees, so SDC decided to erect a scaffold tower to the west of the building. The tower, hidden from the view of guests by camouflage netting and a row of trees, contained a stairwell for operatives and a hoist for the vertical distribution of materials. Connected to the scaffold tower was a bridge that took personnel over the top of the trees and onto the roof. From here, materials were distributed using a series of hoists, pulleys, roller beds and trollies.
“When the mock-up was built we made the guys install it as if they were on site we we wouldn’t let them touch the ground” 21/03/2016 11:29
FCIOB >Ken Smyth .
FROM THE TOP general manager of thornton roofing, cladding, and architectural
metalworks he is holds non-executive directorships and provides consultancy and sme mentoring.
Another issue in need of resolution concerned the threat of snowfall. Once the temporary deck was in position and the existing glazing had been removed, the platform became exposed to the elements. Despite being completely waterproof and possessing a superior U-value to the former roof, each section of the stepped platform only had a safe working load of 0.5 tonnes. Thus, if the site received more than 30cm of snow, the deck would be deemed unsafe and the building would need to be closed. According to the project director Adam Knaggs, this problem was overcome by installing trace heaters in the winter months that were connected to a dedicated generator. “The generator had a weather sensor in it that – if it started to snow – kicked in and heated up the deck so snow didn’t settle.”
Speeding up When the project began in 2013, the complexity of the project combined with the requirement to learn new systems meant that the first of the 16 segments took 35 weeks to complete. Sullivan explains why: “The temporary works platform took about five weeks to install in the first few segments”. But as the scheme reached its conclusion in December 2015, the last section was finished in a mere 11 weeks. Knaggs suggests this because ‘every sector we got a little bit better, a little bit quicker and found ways to overcome problems. We became more and more refined as we went through.’
Follow SDC on Twitter at @sdcbuilders
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I have worked in the construction industry for 27 years. I started out as an engineering apprentice at the age of 16. I then progressed over the years, from engineering to construction, and have executed roles ranging from site manager to managing director. I have been employee, employer, sub-contractor and company owner during this time. This array of experience has afforded me insight and understanding into each position and enables me to provide advice and guidance to clients and companies. I always adopt a hands on approach and have kept my telescopic forklift certificate and Black CSR card valid in the event that I may need it.
WHAT ARE YOUR GREATEST ACHIEVEMENTS? Every day brings a new set of challenges to a construction manager. I adopt a simple policy to help me form the basis of my decisions. In short, it is extremely important for a manager to assess challenges and act on the facts, not assumptions. I learned something extremely valuable a number of years ago: sometimes your greatest and most important asset is your silence.
I get my rewards from seeing a project through from inception to completion. It is very rewarding, to be in the position to issue the keys, to the client at handover. Some of the lowest points in my career came from the inefficiencies in local planning authorities. In particular, withholding approval decisions on construction sites due to the fact that another department had not responded to a request for information. As a result, the construction program is then delayed, leaving experienced trades having to seek alternative work. Very often this resulted in having to try and rebuild relationships with new available trades at the time of starting on site. I have worked since I was 14, and gained valuable knowledge and experience on site. Like many young lads at the time, I was of the opinion that qualifications didn’t count, if you had the background and experience. I got a rude awakening,in the years following the 2007/08 recession, when I started applying for jobs. Most job applications where asking for relevant qualifications and details of membership of professional bodies. I then contacted the CIOB and agreed a training plan.
“Like many young lads at the time I was of the opinion that qualifications didn’t count if you had the experience. I got a rude awakening.” I am now an avid fan of CPD and I have recently added three level six, Construction Site Management NVQ Diplomas to my CV. In 2015, I progressed from ICIOB to MCIOB and then on to FCIOB. This progression was a result of a significant level of study and research.
WHAT ADVICE WOULD YOU GIVE TO CONSTRUCTION MANAGERS AT THE START OF THEIR CAREER? I would advise them to continually develop their skill and knowledge through CPD, as our industry is changing on an almost daily basis with the introduction of new products, standards, expectations and client demands.
TELL US ABOUT YOUR CAREER SO FAR
MEMBER BENEFITS FULL CORPORATE MEMBERSHIP OF CIOB brings with it many benefits, not least the descriptors Chartered Construction Manager or Chartered Builder, the right to vote or to become a trustee. Being a member or fellow also gives you exclusive access to discounts and special deals on products and services that could enhance your professional development, help your business or boost your earning power. Products and services currently on offer from our special partners are listed below... IVE US CL BER X E M NT U MEDISCO
MASTERCLASSES Hill International learning
As highlighted in a recent Global Construction Review article, the risks of project cost escalation and delay continue to be the biggest risk to financial success. Masterclasses continue to provide CIOB Members with the best information on how to cut costs, minimise risks and understand contracts & disputes. Events this year take place in Dublin, Belfast, Johannesburg and Europe. CIOB Members are entitled to a discount. More details at www.hillintluk.com email email@example.com or call 020 7618 1200.
CIOB INSURANCE SERVICES Premier BusinessCare finance
CIOB HILL INTERNATIONAL MASTERCLASSES Hill International and CIOB’s Masterclass training series Tel: 020 7618 1200 www.hillintluk.com
As the approved business broker to the CIOB, Premier BusinessCare specialises in finding CIOB members the best insurance covers available in the market at competitive prices. Working with a variety of UK insurers, they are able to give you a quick quotation to cover your profession and your business, including Professional Indemnity, Directors and Officers, Liability covers, and many other construction and commercial insurances. As an added bonus, products purchased through Premier BusinessCare’s CIOB Insurance Services directly support the work of the Institute across the UK. Call 0330 102 6158 or visit www.ciobinsuranceservices.com for more details
FINANCIAL PLANNING AND ADVICE St James's Place Wealth Management
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ONLINE BIM DEMO OFFER Asta Powerproject BIM CIOB Member Benefits
The 2016 deadline is fast approaching, it’s crucial to ensure that you will be able to work at BIM Level 2 for the planning and control of your major construction projects in the public sector. Asta Powerproject BIM is an enhanced version of the Asta Powerproject scheduling software. A 4D-enabled application, it makes it easy to link your project plan and model together. Our short, online demo An Introduction to Asta Powerproject BIM demonstrates how this works in practice showing how you can quickly create your project plan directly from your IFC model file, compare planned and actual schedule plans, and manage large projects with the ability to save snapshot positions and more. Email firstname.lastname@example.org and to view a demo visit https://attendee.gotowebinar.com/recording/4002738363941721602
CIOB TRAINING CPD-approved courses Tel: 020 7665 2432 (quote WIZ1272) www.thomastelford.com
CIOB and VESOURCE Car Leasing Tel: 0845 052 5268 www.vesource.co.uk/ciob.asp
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DATESFORYOURDIARY EAST OF ENGLAND
Crane Safety Awareness and AGM 6 April, 6pm ISG Ipswich Contact: email@example.com How to Write your PR Report Workshop 7 April, 6pm Radisson Blu, Stansted Contact: firstname.lastname@example.org East of England Branch AGM and Meet the President 12 April, 6pm British Racing School Newmarket Contact: email@example.com Greenroof 14 April, 6pm ARU, Chelmsford Contact: firstname.lastname@example.org The CIOB for Business 19 April, 6pm 9 Kingsway, London Contact: sbriggs@ciob. org.uk An Evening with Tony Bingham and John Riches 19 April, 6pm ISG, Ipswich Contact: email@example.com Visit to Churchill College 20 April, 6pm, Churchill College Cambridge Contact: firstname.lastname@example.org Time Delays 21 April, 6.30pm SDC Training Centre, Bedford Contact: email@example.com The Skills Gap 28 April, 6pm, Lancaster House, Norwich Contact: firstname.lastname@example.org Cranes Awareness & Safety 28 April, 6pm University Centre Peterborough Contact: email@example.com
Renewable Energy 13 April, Nottingham Contact: jnewton@ciob. org.uk Thermal Bridging 19 April, Derbyshire. Contact jnewton@ciob. org.uk
Construction Futures 8 April, Derry Contact: mcoleman@ciob. org.uk Eastern Centre Committee Meeting 12 April, Dublin Contact: mcoleman@ciob. org.uk Northern Centre AGM 15 April, Belfast Contact: mcoleman@ciob. org.uk
Novus Dissertation Workshop 5 April, 6pm, Kingston University Contact: bgrange@ciob. org.uk The CIOB for Business 19 April, 6pm, 7th Floor, 9 Kingsway, London Contact: sbriggs@ciob. org.uk FSC Chain of Custody 21 April, 6pm, Union Jack Club, Sandell Street, London, SE1 8UJ Contact: chierlehy@ciob. org.uk Fellowship Workshop 25 April, 6pm, Union Jack Club, Sandell Street, London, SE1 8UJ Contact: chierlehy@ciob. org.uk
Site visit: Ogden Centre for Fundamental Physics, Durham University 7 April, 4pm, Durham University Contact: dthorpe@ciob. org.uk Tees Valley Committee Meeting 12 April, 6pm, venue tbc Contact: dthorpe@ciob. org.uk Site visit to Auckland Castle 21 April, 4.30pm, Auckland Castle, Bishop Auckland County Durham Contact: dthorpe@ciob. org.uk
AGM Networking Event 3 May, 5pm, Abertay University, Dundee Contact: wmarshall@ciob. org.uk WEST OF SCOTLAND CENTRE AGM 19 May, 6pm, City Building’s Premises, Glasgow Contact: lmcckay@ciob. org.uk HIGHLANDS & ISLANDS CENTRE AGM 11 May. 7pm, Inverness College UHI Longman Campus Email: ross.cairns.ic@uhi. ac.uk ABERDEEN CENTRE AGM 12th May, 5,30pm, Palm Court Hotel Aberdeen Email: g.lawtie@robertson. co.uk CIOB SCOTLAND BRANCH AGM 1 June, 5pm, Thistle Hotel Cambridge Street Glasgow Email: wmarshall@ciob. org.uk
CPD: Building Regulations Update 14 April 6.30pm, Cottesmore Gold Club, Pease pOttage, Crawley Contact: blawrence@ciob. org.uk Restoration of Canterbury Cathedral 19 April, 7pm, Holiday Inn, Rochester Contact: blawrence@ciob. NORTH WEST org.uk Site Visit Bramall Thames Valley AGM and Restoration Project CPD: Health & Safety and 14 April, Manchester CDM One Year On. Contact: bbrown@ciob. 13 April, 6pm, Hilton St org.uk Anne’s Manor, Wokingham HSE Priorities for Contact: joparker@ciob. Construction & Liverpool org.uk Centre AGM The CIOB for Business 21 April, The Liner Hotel, 19 April, 6pm, CIOB, 7th Liverpool Floor, Kingsway London Contact: kpercival@ciob. Contact: sbriggs@ciob. org.uk org.uk 3D Printing & Additive Using 3D technology in the Manufacturing AEC Sector 26 April, The Cottons, 20 April, 6pm, University of Knutsford Surrey, Guildford Contact: kpercival@ciob. Contact: joparker@ciob. org.uk org.uk What’s New in the Law for SCOTLAND EAST OF SCOTLAND CENTRE Adjudicators: A review of Recent Developments on AGM 19 April, 5.45pm, Edinburgh Adjudication and Payment 26 April, 6pm, Blake Napier University, Morgan, Tollgate, Chandlers Merchiston Campus Email: firstname.lastname@example.org Ford, Hants Contact: blawrence@ciob. DUNDEE CENTRE Forth Bridge Replacement org.uk Crossing 26 April, 3pm, Education Centre reception Contact: wmarshall@ciob. org.uk
find out more about events in your area go to www.ciob.org.uk/regions or > To look out for your electronic news and event updates from your CIOB branch or CIOB centre. To receive information from the CIOB visit www.ciob.org.uk and log on to the members’ area to input/update your details and preferences.
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Oxford AGM and CPD Building REgs Update 26 April, 6pm, Holiday Inn, Oxford Contact: email@example.com
Building Regulations update 12 April, 6.30pm Cheltenham Chase Hotel, Cheltenham Contact: firstname.lastname@example.org AGM & PV Presentation 13 April, 6pm, The Trouville Hotel, Bournemouth Contact: sholborn@ciob. org.uk Dynasafe BACTEC Technical 19 April, 6.30pm, UWE, Bristol Contact: email@example.com Unexploded Ordnance 14 April, 6pm, The Devon Hotel, Exeter Contact: easplen@ciob. org.uk
Top Tips To Becoming An Effective Leader 7 April 6.30pm, Holiday Inn, Cardiff North Tongwynlais, Cardiff Contact: vcoxon@ciob. org.uk Wildlife in Buildings & North Wales Centre AGM 20 April, Glyndwr University, Wrexham Contact: kpercival@ciob. org.uk Swansea Centre AGM 26 April, 6.30pm, The Village Hotel, Swansea Contact: vcoxon@ciob. org.uk
Curzon Street Student Accommodation – Site Visit 14 April, 6pm, Birmingham Contact: firstname.lastname@example.org. uk West Midlands NOVUS AGM 19 April, 6pm, Birmingham Contact: email@example.com. uk Stratford Hospital Site Visit 19 April, 6pm, Stratford Contact: firstname.lastname@example.org. uk
Legal Update and Humber, York & North Yorkshire AGM 13 April, Gosschalk’s solicitors, Hull Contact: email@example.com CCIHWY Awards 22 April, Royal Armouries, Leeds Contact: ccihwy@ littelspark.co.uk Sheffield & South Yorkshire AGM 20 April, Sheffield Hallam University Contact: firstname.lastname@example.org
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The Chartered Institute of Building
The Chartered Institute of Building is at the heart of a management career in construction. Our focus is on those entering and already in a management career in construction. By delivering qualifications and certifications that meet the needs of a changing industry. We work with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction. OUR VISION: Built environment professionals making a difference OUR MISSION: To contribute to a modern, progressive and responsible construction industry, meeting the economic, environmental and social challenges of a global society OUR VALUES: • Creating extraordinary people through professional learning and continuing professional development. • Promoting the built environment as central to quality of life for everyone, everywhere. • Achieving a sustainable future worldwide. • Being socially responsible and advocating exemplary ethical practice, behaviour, integrity and transparency. • Pursuing excellence in worldwide management practice and technological innovation rooted in evidence based research. • To be the inclusive valued Institute of choice for built environment professionals. We have over 47,000 members around the world and are considered to be the international voice of the building professional, representing an unequalled body of knowledge concerning the management of the total building process.
EGGER UNVEILS A LIGHTER, STRONGER ALTERNATIVE TO 38MM CHIPBOARD EGGER UK has launched OSB HDX a brand new 30mm heavy duty, load-bearing OSB panel suitable for use in humid environments. It replaces EGGER’s 38mm HDX chipboard and is the ideal solution for heavy duty loadbearing environments such as mezzanine flooring, racking, shelving, working platforms and decking, where P5 or P6 38mm chipboard would typically be used. S & L United Storage Systems Ltd in Essex, specialists in the supply and installation of shelving and racking systems and mezzanine flooring for warehouses, distribution centres, retail environments and self-storage facilities, have been quick to see the benefits.
“Our fitters were extremely happy with the performance of EGGER’s new OSB HDX product. They found the panels easy to handle over what they normally use, were surprised by how light in weight the product is given its superior structural properties and how well the boards fitted together. They were able to complete the installation quicker and are happy to use OSB HDX on future projects,” said Robert Wray, contracts manager at S&L United Storage Systems Ltd. The low swelling properties of EGGER OSB HDX means it is less likely than P6 to pick
up moisture which can lead to uneven floors. Another benefit for installers is it’s easy to fit. With a tongue and groove profile on the two long edges, the panels are laid the same way as 38mm chipboard. Due to it only being 30 mm thick, it’s 20% lighter, despite it being wider than a typical chipboard panel (675 mm as opposed to the standard 600 mm), the wider board means that it is easier to manoeuvre and quicker to lay. EGGER OSB HDX board dimensions are 2400 x 675 x 30 mm TG2.
To find out more, contact the EGGER building products hotline on 0845 602 4444 or e-mail email@example.com or visit www.egger.co.uk
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T: +44 (0)20 7490 5595 E: firstname.lastname@example.org TIME & ATTENDANCE MANAGEMENT AT YOUR FINGER-TIPS TAMS-App is a market-leading Workforce Management platform that accurately monitors staff and sub-contractor “clock-in” times. Using QR Codes and geo-location services on smart devices (including tablets), Management can establish who isn’t on site even when staff say they are! l NO CONTRACT l Market-Leading Platform l Unique Software l 24/7 Client Dashboard l QR Code generator (Site / Post Code specific down to 10m) l FREE iOS & Android apps
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WELSH SLATE LAUNCHES AGGREGATES GUIDE A brochure on its aggregates portfolio has been published by Welsh Slate. A guide to the material’s use as an aggregate has been launched by Welsh Slate, the UK’s leading supplier of natural slate for a peerless range of exterior and interior design applications. The guide gives a snapshot of Welsh slate’s features and benefits as an aggregate, specifically for civil engineering, house building, the water industry, and precast and ready-mixed concrete. As a construction aggregate, Welsh slate can be used as a granular sub-base for road building, car parks, footpaths and driveways due to its excellent load bearing qualities. It can also be used as pipe bedding, washed sand for use in precast and ready-mixed concrete, slate sand (as a base for laying block paving), capping layers or crusher runs in road building, and as dug/fill, for filling large voids. The aggregates guide is available for download from http://www.welshslate.com/downloads/?area= aggregates&type=product-brochures.
CONSTRUCTION MANAGER | APRIL 2016 | 53
Project of the month Centre for Medicine, University of Leicester
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Top: Energy saving measures include triple glazing, super-insulation and a green wall
UNIVERSITY OF LEICESTER
THE UNIVERSITY OF LEICESTER’S new Centre for Medicine is not only the largest investment in medical teaching and applied research by a UK university in the last decade, but also has the honour of being the largest non-residential Passivhaus building in the UK. The £42m facility was developed by Willmott Dixon to a design by Birminghambased Associated Architects to bring together academics, clinicians and students in one central location. The building includes teaching rooms, offices, lecture theatres, dry lab research facilities and support spaces for more than 2,350 staff and students. Constructed to Passivhaus standards, it’s a major milestone for a university sector that is keen to reduce energy costs and consume energy more efficiently. The centre has an A+ Energy Performance Certificate and includes a subsoil heat exchange system to pre-warm and pre-cool incoming air, heat recovery mechanisms within the ventilation system, and automated blinds to keep rooms cool in summer, as well as super-insulation, triple glazing and LED lighting throughout.
Above: A green roof has been designed to promote bio-diversity Right and top right: Interiors use natural light and LED lighting
It will also have its own green wall and roof with a planting regime designed to attract insects and birds to help pollination and promote bio-diversity. External planting will also help to reduce the overall temperature of the building. A further challenge was the constrained site, hemmed in by other university buildings. This required the tower crane to be set up within the building’s footprint, and a “just-in-time” delivery system for materials due to the lack of storage space.
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James Elliment, operations manager at Willmott Dixon, said: “Delivering a Passivhaus on such a large scale is not without its challenges and we employed a number of energy-efficient mechanisms to ensure that this standard was met. “We have also installed solar photovoltaic panels on the roof, part of the roof is covered in wild flowers and the building has a green wall of vegetation – all contributing to the building’s sustainable credentials.”CM
Construction Manager Published for the Chartered Institute of Building by Atom Publishing Clerkenwell House 45/47 Clerkenwell Green London EC1R 0EB Tel: +44 (0)20 7490 5595 Fax: +44 (0)20 7490 4957 firstname.lastname@example.org
Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by The Wyndeham Group. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566
54 | APRIL 2016 | CONSTRUCTION MANAGER
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