Construction Manager July/August 2015

CONSTRUCTION MANAGER | JULY/AUGUST 2015 | WWW.CONSTRUCTION-MANAGER.CO.UK

GOING GLOBAL WITH HIGH-VALUE CONTRACTS ANDREW MCNAUGHTON’S SWANSEA CHALLENGE CPD DOUBLE: ZERO CARBON AND WATERPROOFING INSIDE: CONTACT NEWSLETTER

FOR MEMBERS OF THE CIOB JULY/AUGUST 2015 WWW.CONSTRUCTION-MANAGER.CO.UK

DIVERSITY IN CONSTRUCTION

Team diversity The industry is trying to be more inclusive, but is it just putting a gloss on stubborn statistics?

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VISIT M BS.CO CIOBJO E THE R WHE ATES ANDID BEST C HE BEST FIND T ES ROL

Agenda

July/Aug 15

News and views 05

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MPs could enjoy sewer heat

Report on future refurbishment at Palace of Westminster suggests sewer heat recovery system.

Grant for UK timber research Innovate UK supports project to boost demand in industry for home-grown UK timber.

CIOB opens its doors Institute’s deputy chief executive Bridget Bartlett explains grade changes and routes to chartership.

Plus Chris Blythe on foreign policy and tackling the housing crisis.

Feedback Letters, comments and readers’ views on how UK contractors can win high value contracts overseas.

Comment Contractors are only responding to clients when they keep “getting it wrong”, says David Benson.

Features 18

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38 Construction professional 32

Cover Story Male order

The industry’s record on employing women and people from ethnic minority backgrounds remains poor.

Export strength UK contractors are in strong demand on infrastructure projects and development across the world.

Technical Former Balfour Beatty chief executive Andrew McNaughton on his new role in Swansea Bay. CPD special: Waterproofing below-ground structures BS 8102:2009 offers a guide to the options for preventing water ingress underground.

CPD special: Delivering zero-carbon buildings Preparing for the next revisions to Part L , due in 2016.

Project of the month Lairdsland Primary School in East Dunbartonshire is a national exemplar for Scotland.

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Mind, body and soul

How Simon’s Group’s “healthy at work” programme is having spin-off benefits for employees.

BIM bytes Assad Maqbool on the blame game: shifting liability in contracts Stop, look and listen How CLOCS is helping construction to keep death off the roads.

Penalty shoot-out A legal precedent establishes the enforceablity of liquidated damages provisions in contracts.

+ Contact

56-67 All the latest news and reports from CIOB members and branches

CM’s website has a new CPD portal, for modules from the magazine and additional study topics.

Register at www.construction-manager.co.uk/cpd/

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News

PVs and sewer heat suggested for Parliament

SANTIAGO ALMADA

Report proposes innovative carbon-cutting technologies for multi-billion pound Westminster project

Last week’s Independent Options Appraisal (IOA), which detailed three possible scenarios for a major restoration programme for the Palace of Westminster, costing up to £5.7bn, includes a recommendation to investigate the use of “novel technologies” to reduce energy use and carbon emissions at the building, writes Tom Ravenscroft.

These include a “large” solar array that could cover 190 sq m of the Grade I listed building’s roof, although the authors acknowledged that there could be resistance to the idea.

The report recommends further investigation, saying: “Photovoltaic panels (PV) should also be investigated further as PV is a simple technology to install and operate, although the large PV array option may not be deliverable due to the likely visual impacts.”

MPs could also be beneficiaries of an even more innovative technology: a public sewer heat recovery system. The report says this has the potential to deliver the largest additional carbon reductions, of 250 tonnes a year.

Described as a “new technology with little UK experience”, a public sewer heat recovery system would harvest heat given off by waste water in sewers to generate electricity. This would be achieved by fitting heat exchangers inside culverts or pumping sewage through heat exchangers.

The report also recommends further

“The unique nature of the Palace of Westminster makes any meaningful benchmarking very difficult” Independent Options Appraisal

investigation into a cast iron roof solar thermal collector, river heat rejection, borehole direct cooling and hydro-kinetic (tidal) power.

But there was no endorsement for kinetic speed bumps and kinetic energycollecting tiles, such as the Pavegen product recently installed at Canary Wharf. The report dismisses them on the grounds of “poor cost effectiveness.”

Although these novel technologies warrant further investigation they will offer a relatively small additional carbon reductions in the short term, says the report, and these savings will diminish

over time as the grid decarbonises. But in the long term they will continue to offer small energy and operational cost savings and therefore should be investigated.

The report also reveals a disappointing level of display energy certificate ratings (DEC) for the Palace of Westminster and other buildings in the parliamentary estate. Although the report acknowledges that “the unique nature of the PoW [Palace of Westminster] makes any meaningful benchmarking very difficult”, it has a DEC rating of 114 – compared with a “typical building” which would achieve 100. However, it is the second best in the parliamentary estate.

As part of the report prepared by international consultancy AECOM, financial group Deloitte and architect HOK, M&E engineer Chapman BDSP modelled several building services packages for Parliament.

It calculated the mechanical and electrical strategies based on Department of Energy and Climate Change (DECC) projections that CO2 emissions for grid electricity will fall by 90% by 2050, as the UK moves to greater renewable and nuclear generation.

If reductions to carbon created by grid are obtained then high-efficiency heat pumps, using this low-carbon grid electricity, will offer the greatest CO2 savings.

How BIM will benefit Westminster The options appraisal also contains details on the use of BIM and “integrated project delivery”. However, it also suggests that the return on investment in BIM reduces as the schedule for delivery extends.

The report outlines three delivery options, ranging from a “do minimum” multi-phased approach lasting up to 40 years to making significant improvements in an intensive single phase of perhaps six years.

Giving further details in a technical appendix, the authors anticipate a full point cloud laser survey of the Palace of Westminster, but acknowledge that this might not prove fully accurate, especially in plant rooms that are now highly congested.

The report outlines various options in terms of timing, but acknowledges that “a significant risk with the E1 approach [over 24-40 years] would be the danger of

software obsolescence”.

Meanwhile, it suggests that BIM would bring the greatest advantage under Option 3, the full move-out option estimated to take six years.

The report says the Palace of Westminster could be built as a single 3D model, which would benefit the design, and modelling the whole building in one go would be more accurate than attempting to piece bits of the model together. The model could later be beneficially used for asset management.

It also anticipates technical advances during the programme. “It is expected that …

BIM will develop considerably, and the use of BIM will standard. Therefore the level of BIM that is achieved may evolve as the programme progresses.”

Read more about the proposals for the Palace of Westminster on bimplus.co.uk.

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News

Ex-forces welcomed to CIOB membership

Innovate UK backs timber industry research BRE and Willmott Dixon to partner in grant-funded Grown in Britain project Innovate UK is to fund a consortium set up by Grown in Britain to explore how more UK-grown hardwood could find its way into the UK construction supply chain, reducing reliance on imported timber.

The project partners include the BRE, the Forestry Commission, English Woodlands Timber, forest and wood charity the Sylva Foundation, contractor Willmott Dixon and representatives of the timber and merchant sectors.

Consultants Sustainable Construction Solutions, run by former BAM sustainability lead Charles Law, and Resource Efficiency Services, are also working on the project as advisers The Innovate UK funding was won via a bid to its “Supply Chain Innovation in Construction” funding stream. The twelve month project is due to start in October 2015.

Dougal Driver, chief executive of Grown in Britain, commented: “There are more than 30 million tonnes of timber in unmanaged woodlands throughout the UK, which the project will begin the process of unlocking.

“With the UK relying on high levels of imported timber this Grown in Britain project is vital to

BIM+ named best SME BIM website at RICS BIM4SME awards Construction Manager is delighted to announce that its BIM + website joined the winners line-up at the inaugural RICS BIM4SME Awards in June.

The awards were organised by the RICS and BIM4SME working group to highlight the success stories and opportunities in BIM for SMEs. BIM+ and publisher Atom Publishing won the best SME BIM website category, with the judges saying it "adds greatly to the debate with fantastic content and great features" and is “an authority for up-to-date BIM news.”

It joined seven other category winners, including Kent's Baxall Construction as Best BIM newcomer.

breaking down barriers within the supply chain for home-grown hardwood, making it much more accessible and readily available.”

Charles Law told Construction Manager that the study would examine hardwoods such a oak and ash, used for applications such as flooring, roofing, cladding, skirting and architraves. “It's the timber you look sat – we're not looking at the timber that goes into timber frames,” he said. ”The first issue is getting the stock of timber out of the woodlands, so we'll be looking at how we can increase that flow. If the timber can be got out of the woodlands at the right price, competitive with imported timber, we think demand will increase.”

The project will have five main work streams: market research on the timber species and section sizes being purchased by the UK construction industry; funding options to increase roundwood and sawn timber stocks without imposing additional risks on the supply chain; creating a timber supply hub; looking at how sawn wood yields could be improved; and industry engagement.

For more on this issue, see out March edition.

Following Armed Forces Day on 27 June, the CIOB is promoting management careers in construction to those who are leaving the armed forces.

With significant cuts to the numbers of military posts in recent years, there are large numbers of ex-service personnel now entering the job market.

In the UK, current projections suggest that over 20,000 individuals leave the armed forces every year. Meanwhile, the latest employment forecasts from the CITB Construction Skills Netwrok report predicts that construction will need to find 224,000 new recruits annually.

With management skills some of the most sought after in the sector, the report suggests that almost 17,000 managers are expected to be needed over the next four years as growth continues in the sector.

Bridget Bartlett, deputy chief executive at the CIOB, said: “Men and women who have served in the military often possess excellent leadership, team working, project management and problem solving skills, all of which are highly sought after in the construction industry.

“There are plenty of opportunities for those leaving the armed forces to begin a new career in construction and that is not limited to trade skills but also at the management level.

“A large number of CIOB members are either serving in or have had a background in the military. What is encouraging is to see employers within the industry readily engaging with the armed forces community and we are keen to work with them and the military to increase the accessibility of construction management careers.”

The CIOB offers a number of routes, depending on experience and qualifications, to a professional chartered career in construction for those serving or ex-military personnel. Military qualifications such as an HNC in Military Clerk of Works or Design Draftsman Class 1 are recognised by the CIOB for its membership programmes.

Already, employers such as Persimmon Homes have announced a formal recruitment drive to retrain up to 500 ex-military personnel.

Schemes such as the Career Transition Partnership (CTP); a joint programme run by the Ministry of Defence and Right Management, provides resettlement services for individuals leaving the armed forces. There are also specialist recruitment organisations, including RFEA - The Forces Employment Charity, which actively connect those leaving the military with job roles in construction.

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CIOB News

CIOB opens the door to chartership for thousands of members and new joiners Deputy chief executive Bridget Bartlett explains grade review pathways to chartership “The earlier you achieve chartership, the more the industry, the public, built environment and yourself benefit” Bridget Bartlett, CIOB

From 1 July, there will be a change in the process for joining the CIOB. Applicants will no longer be able to apply for membership at the non-chartered grades of ICIOB (Incorporated) and ACIOB (Associate). Instead, experienced candidates and graduates who are not yet ready to undergo the Professional Review to become chartered (MCIOB) will join at a new entry-level grade of Applicant CIOB. Also from 1 July, qualified members who currently hold ICIOB or ACIOB status will be invited, by letter from new CIOB president Chris Chivers, to upgrade to full chartered membership, and a range of pathways to achieve the full MCIOB qualification have been mapped out for them. However, anyone who chooses to delay will still be able to use the ACIOB and ICIOB postnominals until 30 June 2025.

Originally put forward in 2012 by the institute’s Members’ Forum, and endorsed at an extraordinary general meeting in November 2014, the shake-up is a radical rethink of the three-level grades system that was put in place in the late 1990s.

The aim then was to encourage less-experienced professionals to use the non-chartered grades for personal development. But as CIOB deputy chief executive Bridget Bartlett explains, the effect was often confusion over what being a “CIOB member” meant, which potentially diminished the value of chartership in the eyes of the wider world.

Cause of confusion Bartlett tells Construction Manager: “We’re a chartered professional body, holding two chartered designations [chartered builder and chartered construction manager], and as such it would be reasonable to assume that the majority of our members are fully chartered. The non-chartered grades were introduced as transitory grades, but we found people decided to stay at those grades, where the post-nominals [ACIOB and ICIOB] caused confusion.

“So we wanted to make sure the public and the industry has more qualified professionals to draw on, and also that there’s less confusion about people’s status. At the moment we’re expecting employers and the public to distinguish between the grades.”

The restructuring has not been without controversy: some non-chartered members feel their qualifications have been devalued. But Bartlett says comments on LinkedIn and Construction Manager’s website have not translated into complaints or a decline in membership.

“We haven’t had any negative feedback, and there’s been no impact whatsoever on subscription patterns. In June there has been a peak in demand prior to 1 July,

and then we’ll look carefully at what happens in July to October.”

Addressing non-chartered members and prospective applicants, Bartlett makes a compelling case for investing the effort.

“We think there’s incredible value in being chartered. It’s also about giving people who may not have any formal, academic qualifications the opportunity to have a qualification that is benchmarked at degree level,” she says.

Employers can gain a competitive advantage in bidding for work, she points out, while some simply prefer chartered candidates because of their commitment to continuing professional development and ethical behaviour.

Public service Bartlett also highlights a third dimension: the benefit to project outcomes in the wider built environment.

“If you improve the pool of talent available to the industry, and if you’re recruiting from a pool of chartered people, their qualifications will benefit the standard of delivery of the built environment, so that also benefits the public. It doesn’t serve the industry or public well to have lots of people sitting in non-chartered grades – you need your ambition to be developed.”

For those that want to put themselves to that test, the institute offers a tailored plan for each applicant, with the aim of bringing them to the point of submitting their application within three years.

“It’s like an escalator: we provide them with the support and programmes and they gradually step up the escalator. For some, it’s a short ride. For some, it might take longer,” says Bartlett. In fact, of the 11,000 members at non-chartered grade, the CIOB estimates that 7,000 have enough experience to be chartered.

A new section of the CIOB website (pictured, left) details these routes, which are open to "all types of construction professionals, from surveyors to > conservationists, engineers to HR

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CIOB News

Chris Blythe It's time to take another look at how we deliver housing >

“A hundred and sixty people are taking the assessment in June – people are seeing we’ve removed some of the old barriers” Bridget Bartlett, CIOB

specialists, designers to lecturers".

There are now several routes to achieving MCIOB, including: ● Non-chartered candidates with industry and management experience can apply by completing a Professional Review form, which asks for evidence of knowledge, skills and experience. The application has to be verified by a line manager, client or construction professional. ● EPAR is geared to individuals who have 10 years' experience in the industry, are working at a senior level, but have no degree (or other level 6) qualifications. It involves writing an extended report, then completing a one–hour oral exam. ● Candidates with no degree and fewer than 10 years' experience could follow the new Chartered Membership Programme.

This consists of four modules, which can be studied via a range of training providers or independently. It is a level 6 qualification, equivalent to a degree. ● Anyone holding an Pearson Edexcel level 7 NVQ diploma in construction senior management or built environment design

and consultancy practice is considered to have already met the management standards for membership, and only needs to demonstrate their ethical probity. ● Graduates from CIOB-accredited degree courses can follow the Professional Development Programme.

Bartlett is particularly proud of the new Chartered Membership Programme, which replaces the old exam-based Experienced Practitioner Assessment route: “A hundred and sixty people are taking the assessment in June – people are seeing we’ve removed some of the old barriers."

The CIOB hopes that the variety of routes to chartership will ultimately help to boost membership. But, as a registered charity, it is not pursuing that goal for its own sake. “The earlier you achieve chartership, the more the industry, the public, built environment and yourself benefit,” Bartlett concludes.

This issue of Construction Manager has two CPD modules. Turn to p44 and go to www.construction-manager.co.uk/cpd

Send in your entries for this year's innovation awards The CIOB International Innovation and Research Awards 2015 are now open for entries. The annual awards, which celebrate excellence and showcase innovation across the built environment, are open to entries from recent graduates, academics and industry practitioners, including international and non-CIOB members.

There are six awards this year including three for academic research – the Undergraduate Dissertation, Masters Dissertation and Research Paper Awards. A further three recognise innovation in the profession – the Innovation Achiever, Digital Innovation and Innovation in Education and Training Awards.

Premier, highly commended and merit awards will be announced in each category, with all the winners taking home a trophy and certificate. In addition the premier award winners will receive cash prize of up to £2,000, with the highly commended winners getting £500.

Dr Chung-Chin Kao, head of innovation and research at the CIOB, said: "We know there are lots

of great ideas out there and these awards allow us to highlight the best of them. Every year we eagerly anticipate a wide range of research pieces and innovations from around the world. Our industry is modernising so quickly that we need the best ideas from the best minds and these awards can help facilitate their development."

Last year the CIOB received 178 entries from seventeen different countries to the competition, with a range of international winners representing universities in Hong Kong, Australia, Singapore and Nigeria. British universities were also well represented, with winners coming from Reading, Loughborough, Leeds Beckett, Cambridge, Ulster and Robert Gordon Universities.

From the industry there were winners from a Bam Ferrovial Kier JV, while Robert Harris (MCIOB) and Stanley Whetstone who won the Innovation Achiever Award with their product Oxypod.

This device, which was one of four promising ideas featured in the “Innovators Meet Dragons” article in Construction Manager last month (see left), takes air out of domestic and commercial water-based heating systems – thereby reducing energy consumption by perhaps 15-30%.

The closing date for this year's awards is 2 October 2015, with the exception of the Masters ● Dissertation Award on 20 November 2015.

Winners will be announced in February 2016.

All entry details can be found online at http://iandrawards.ciob.org.

A couple of newspaper headlines caught my eye recently. The first, in the London Evening Standard, had the boss of Telford Homes calling for postelection planning freedom to tackle the capital’s acute housing shortage. Good on him, I thought. That was until I read the next two paragraphs, which said Telford managed to sell two-thirds of its Manhattan Plaza development despite the uncertainties created by the general election. The article goes on to crow that Chinese and Hong Kong investors snapped up most of the flats.

The next article, in Construction Enquirer, reported on communities secretary Greg Clark's call to speed up the release of surplus land and property. Clark says: ”The scale of our ambition is clear – to release enough surplus and redundant public sector land for 150,000 homes over the next five years… I want to see it… turned over for housebuilding.“ Investors in Hong Kong and China must be drooling at the prospect of all this property coming on to the market so that they can lodge their money in a safe place.

Normally when you increase capacity in anything, prices become more competitive. But a lot of this property is either unoccupied or used as a pop-in place when in town. With global uncertainty London property is an even better bet these days, so in real terms supply is being choked. It does beggar belief that most of the large-scale developments will rarely end up housing genuine locals.

The third headline, in the Daily Telegraph, was about the 3.3 million over-55s stuck in oversized homes, leaving 7.7 million bedrooms unoccupied. If they could find properties to downsize, it would unlock 18% of the property market. There is increasing recognition, says research by Legal & General and the Centre for Economics and Business Research, that there is not enough supply.

At the end of the day, the housing business model needs changing. Rather than sell off land for developers to make excessive profits with little social benefit, just pay builders to build under contract – and constrain the market to avoid the excesses that are beginning to happen.

Affordable housing is a misnomer.

Anything is affordable with the money of the Emir of Qatar, who recently paid £50m for a Mayfair property. We need reasonable cost, good-quality housing within the reach of average people. The housebuilding oligarchs seem to be on a different page altogether.

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Diverse teams deliver - that's the message JUST HOW FAST ARE WE IMPROVING on diversity and inclusion? Certainly, there's evidence of forward progress. At Construction Manager we see it directly in the way we cover stories. Compared to just five years ago, it's far more likely that the spokespeople and business leaders put forward to comment on issues will be women. In the May edition, we sought out site-based female project managers and felt confident we would find them. And at the industry conferences, awards and events we attend, there are clearly more women, and more black and Asian people.

The statistics aren't great, but do include a few positive signs. For instance, the ONS Labour Force Survey figures suggest that the new jobs created in the industry in the past two years of recovery have gone disproportionately to women.

The new jobs could be in support roles rather than delivery, such as marketing or admin, but it may also suggest more female graduates or trainee entrants.

The UK Contractors Group also collates diversity statistics from its members, with the next annual update being compiled as Construction Manager went to press.

However, we understand that the statistics are moving in the right direction.

But the industry isn't made up of UKCG members, or the kind of organisation that sends Construction Manager press releases: it consists of regional contractors, SME builders, family-owned businesses where ideas and processes, such as recruiting only from groups you are familiar with, are deeply entrenched.

It's this under-resourced and risk-

averse aspect of the industry that is going to make it extremely hard to raise the representation of women and people from BME backgrounds to levels consistent with other industries - and our clients.

So how do we draw in more employers to the diversity agenda? One project from the CITB is to produce an integrated "toolkit", so that construction employers hoping to recruit from a more diverse pool of people can use consistent messaging, case studies and graphics, taking best practice out of its 'pockets' and normalising it across the industry.

There are also new standards for employers that will help concentrate minds on the issue, and could become a criteria for client decision-making in the future. The CITB is to re-launch its Be Fair standard next year, and the RICS Quality Mark also is hoping for wide take-up.

But the overall message from interviewees in this month's feature is that diversity "initiatives" cannot be viewed as stand-alones: to target a minority group with direct or indirect support risks reinforcing the divisions you were trying to bridge in the first place.

Instead, diversity is a business performance issue: by creating a better mix of genders, races and backgrounds in their teams, employers are creating a healthier dynamic that's more receptive to new ideas, and more welcoming to the incoming Generation Y. That's the business case message, and it needs to be broadcast loud and clear.

Elaine Knutt, editor

More Construction Manager online and on Twitter Our twice-weekly newsletters give you breaking news, and online-only content, including more coverage of skills shortages and the carbon agenda, and fresh perspectives on the week’s news. Sign up at www.construction-manager. co.uk. For news from CM and other sources as it happens, join our 8,000+ Twitter followers @CMnewsandviews.

Feedback

Self-made solutions to our labour and housing shortages Andrew Bushrod, via website I'd like to see more "sweat equity" schemes, such as the Hedgehog Self Build project in Brighton, which was featured a few years ago on Channel 4's Grand Designs. (EC Harris: we need 1.5 people for a year to build a house, but where are they? online, 7 June).

If I believe what I'm told, the scheme brought so much more than homes to people – confidence and training to mention just two. Whether done as a community land trust or with housing association backing, simple self-built Segal-style homes seem to be a possible part of a solution.

What it needs is the backing of a wellknown face – maybe Kevin McCloud – to give this some oomph. With care and no preconceptions on the part of participants, who knows – we might even significantly close the performance gap!

Okolo Marcel, via website With the new immigration control strategy of the Conservative government, I believe the picture painted by EC Harris is a pointer to a serious crisis in the sector that will erupt soon. It is better to start thinking of robots. Robots will not impact on social systems, especially the NHS.

Paul Morrant, via website Maybe now is the time to look at serious investment in offsite construction methods, and stop the industry's wild fluctuations based around labour and material shortages.

Clarity on asbestos guidance Steve Forster, via website As chair of the Joint Industry Working Group on Asbestos in Soil and Construction and Demolition Materials, I can say with authority that we will publish a document entitled Control of Asbestos Regulations 2012, Interpretation for Managing and Working with Asbestos in Soil and Construction and Demolition

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Vox pop How can UK contractors take advantage of the opportunities presented by global projects?

Stuart Green Head of the School of Construction Management and Engineering at the University of Reading Visitors to construction hotspots such as the Middle East and Hong Kong cannot help but notice the high profile of UK consultancies. But UK contractors operating in such markets are few and far between. They struggle to sell themselves in terms of competitive advantage. What do they have to offer that is not available from elsewhere?

Contractors remain successful in the domestic market as a result of their ability to painlessly to expand and contract in accordance with fluctuations in demand. In no small way, the competitive model is inseparable from the widespread reliance on subcontracting. UK firms have become experts in a process of "contract trading" through which risk is assigned to the supply chain. They are world beaters at risk management in this sense, but unfortunately it’s a competitive model that doesn’t easily translate to international markets.

EXPO 2020, DUBAI

Richard Whitehead Managing director of project and construction services, UK and Ireland at Aecom Global competition necessitates that UK companies become more bullish. With international consortia taking lead roles on UK infrastructure projects, why shouldn’t British firms look to mirror this model overseas?

Key to international success is an understanding of local markets and economies. Whether through acquisitions, organic growth or joint

Materials, Industry Guidance (Asbestos: the hidden danger buried across UK sites, online, 15 May). I have been working with the Health and Safety Executive (HSE) on the guidance, which aims to clarify the Control of Asbestos Regulations and the Approved Code of Practice and Guidance commonly referred to as “L143”.

This will support another document that is be published by the working group later this year or in early 2016, Asbestos

ventures, local presence is essential.

Establishing on-the-ground operations or a joint venture helps manage the risks and opportunities of doing business abroad. International markets can no longer be conquered by delivering projects remotely. Construction is a local business – you can’t deliver global projects without knowledge of local labour and supply chains.

Santiago Klein International director at McBains Cooper It pays to be bullish when considering work overseas. But it pays even more to do your homework first. Our expansion into Latin America was a considered one. We chose a market that was growing, that we understood and that had an appetite for our expertise.

Latin America is a land of opportunity, where many countries benefit from increased stability and steady economic growth. In turn, these governments are committed to further growth and have embraced the public-private partnership procurement model as a route to realising their infrastructure targets.

What they lack is the expertise to put their plans in motion. For British firms willing to be bold, the rewards are plentiful. Since opening in Mexico City in 2008, McBains Cooper now has offices in Lima, Monterrey, Medellín, and Bogotá.

Anil Iyer Chief operating officer of the Association for Consultancy and Engineering There is certainly scope for UK consultants to keep pursuing international markets, providing their unique selling proposition and target countries are identified, delivery

in Soil, Made Ground and Construction and Demolition Materials, Industry Code of Practice – Practitioners’ Guidance.

Architects' hands must be forced Andrew Gibb, via website If architects had been morally responsible for ensuring buildings were not only light, firm and commodious but structurally sound, fire resistant and safe to occupy, Building Regulations and performance

The Dubai Expo in 2020 is among the projects UK Trade & Investment has identified as a highvalue opportunity (Travellers' tales, p24)

timescales are realistic, and risks are thoroughly evaluated and managed.

There are particularly opportunities for small and medium-sized enterprises if they partner with larger companies.

Companies with young, diverse and flexible workforces that embrace new technologies are best positioned to take advantage of these global opportunities.

Alan Ryder

“The recession was a painful reminder that we live on an island, with a relatively small economy and limited market" Alan Ryder, RSK Group

Contact us Do you have an opinion on any of this month’s articles? Email: constructionmanager@atom publishing.co.uk

CEO of environmental consultancy RSK Group While British construction firms are held in high regard around the world, we must not be complacent and expect a Union Jack flag alone to be a guarantee of quality.

We have to prove our credentials and be competitive, as high standards of work are not just the provenance of a British workforce and competition is always getting tougher.

The recession was a painful reminder that we live on an island, with a relatively small economy and limited market. The biggest constraint to growth has been the availability of capital and bank support.

You can be as bullish as you like, but what companies need is access to capital.

codes would not have been needed (New Lords built environment committee could focus on professionalism, online, 15 June).

Those architects that insist on wellinsulated and energy-efficient buildings from a moral high ground do so from a comfortable position of discretion. The rest will have to rely on legal persuasion to enforce what they already know to be right but have never been able to convince their dubious clientele.

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Comment David Benson

Clients foot the bill – and call the tune Contractors may “keep getting it wrong”, but their clients are also perpetuating the dysfunctional status quo, says David Benson FCIOB of Cardiff Metropolitan University

IN THE JUNE EDITION of Construction

Manager, Staffan Engstrom presented what, on the face of it, seemed to be a reasonable proposition (p36). His article put forward the argument that it was contractors who were “still getting it wrong”. But are they the only ones in the process to be getting it wrong? I would contend that in fact contractors are largely only responding to the requirements of their clients, as articulated by their consultant teams. Contractors merely dance to the client’s tune.

We are all, I hope, familiar with the many reports of the past few decades, Latham (1994), Egan (1998), Wolstenholme (2009), to name but three.

The first two focused on the industry and the contractor, and their interaction with the team, including the client.

Wolstenholme, however, focused on what I think is the key issue within our industry: that there was a need for change throughout all aspects of the industry, not just within contractors.

Driving forces So what drives an industry or an individual supplier to change and to innovate?

There are, of course, many drivers.

Sometimes it may be self-determination.

Sometimes it may be because individuals suddenly see the light or a much better way of doing business. Most often, though, it is because the customer demands something new, maybe some requirement for innovation or the adoption of best practice.

And who might that customer be in respect of our industry? Of course, it is the client, who demands all, but often perpetuates the comfortable status quo, more often than not, because they are advised by that other participant in the protection of the status quo, the consultant team.

Throughout this 20-year period of navel gazing and report writing, we have ignored the one thing that has consistently exercised my mind: the role of the client.

The key denominator in this industry is the client and we talk at length about “intelligent clients”, “serial clients” and “one-off clients”. We talk about putting the client at the centre of what we do.

We “get” the issue of client satisfaction.

And then what do we do?

We allow the client, whoever it might be, public sector or private, to procure at lowest cost, to look at every job as a discreet project, and to form long lists of contractors and call them frameworks.

We allow them to play at partnering or partnership working, to tinker at the edges of new thinking and to protect their view of the status quo.

Why is it that we continue to do the same thing, time and time again, yet expect the outcomes to be different?

At one point before this recession, I thought we were at least making some progress toward the implementation of the Latham/Egan agenda. Look around you now. How many clients have stuck with that agenda? Not many – and that includes government.

Long overdue So, is it time for real and lasting change? As a client who has engaged with the agenda and stuck with it, I would say: yes, of course it is.

“We allow them to play at partnering or partnership working, to tinker at the edges of new thinking and to protect their view of the status quo”

Wolstenholme made some very pertinent observations about the way forward – not just for contractors but for consultants and clients too. His report said that the industry at large should create additional economic, social and environmental value through innovation, collaboration and integrated working – in short, the principles outlined in both the Latham and Egan reports.

Clients should focus on professionalising their procurement practices to reward suppliers who deliver value-based solutions, and demand that of their consultant teams. Government, in all its facets as a client, should really understand the enlightened thinking.

Educated guess Wolstenholme went on to say that education and training systems must promote holistic learning across all disciplines, so that industry professionals are equipped to understand how integration delivers value, whether you are an architect, engineer, project manager or a cost consultant.

Above all else, said Wolstenholme, we really need leaders who can engage key stakeholders and employees to deliver the necessary change process.

After more than 40 years in the industry, mainly on the client side, and for the last 20 years at the forefront of the “rethinking” agenda, I am not asking for evolution – that time has come and gone.

We need a revolution if we are to become an industry fit for the 21st century – a revolution that cannot come soon enough for me. So let’s not just blame contractors for the state of our industry. We are all to blame for perpetuating a status quo that, frankly, as professionals, we should all be ashamed of.

David Benson FCIOB FRICS MCMI is director of estates and buildings at Cardiff Metropolitan University.

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Feature Diversity

Are these our true colours?

Diversity is certainly on the industry’s agenda, but how successful are all the ‘initiatives’ at changing the face of construction? Elaine Knutt reports IF DIVERSITY, inclusiveness and equality could be wished into being by initiatives and open discussion, we would be a veritable rainbow industry by now.

Many of the sector’s key employers and professional institutions are making sincere efforts to attract, train and support individuals who are not part of the white, male majority: mentoring programmes and networking groups proliferate; awards schemes for industry women have helped raise their profile.

There is also an anecdotal picture of progress, particularly if you are working on large-scale London sites. “It certainly feels likes there are more women, and more Asians and black people in the industry today,” says Canute Simpson MCIOB, who runs facilitation and coaching business Smart Objectives and is a black man in construction who feels in slightly less of a minority these days. “At a recent workshop, out of 20 people nine were women, all with different functional roles, and there was a black female project director. I thought: that shows the day!”

Yet the feeling that progress is being made is not yet supported by statistics.

In the industry as a whole, the Office of National Statistics’ 2014 Labour Force Survey indicates that around 14% industry workers are female, compared to 47% in the general workforce.

The Construction Industry Training Board also admits that 97% of new

“With the industry being mainly SMEs, the challenge is about visibility and sharing good practice” Sarah Fenton, CITB

apprentices coming into the industry are male. And just 5.7% of the industry workforce is black or from an ethnic minority, compared with around 10% for the general working population.

Much of the gap between perceptions and cold, hard facts is filled with the vast army of industry small and medium-sized enterprises, says Sarah Fenton, strategic partnerships director at the CITB. “Progress has been in pockets, both geographically and across the industry as a whole – for instance, some tier 1

contractors. But visibility and impact [of progress] remains low – it’s individual companies doing their bit. It’s not core business , particularly for SMEs, when you haven’t got the resources to tackle this.

We need more support for SMEs to make it as simple as possible to understand the clear business benefits - that’s our role.”

Chrissi McCarthy MCIOB, director of diversity consultancy Constructing Equality, is also concerned that conversations about equality aren’t filtering down to sites and SMEs: “That’s

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Feature Diversity

ILLUSTRATION: JANE SMITH

“When I look at our industry through some of our clients’ eyes … we’re a country mile behind” Lizi Stewart, EC Harris

where the biggest problems are. There’s always been a disconnect between site and office,” she says, adding: “SMEs are entrenched in so many stereotypes about who does the work, and fear putting someone who looks different on site. The difficulty is we tend to view equality as a problem to resolve, and not as a solution

to the challenges we face as an industry.”

As McCarthy says, the imperative to draw in talent from a wider pool has never been stronger. With the CITB’s Construction Skills Network report estimating that we face a challenge of attracting an additional 44 000 workers a year to keep output in line with demand, the industry cannot afford to rely on recruiting from the white male population.

And unless action is taken, there could be an increasing divergence between construction’s profile, and those of its clients and society as whole – ultimately making it harder to deliver projects and harming profitability and productivity.

At EC Harris, services development director Lizi Stewart, who is overseeing

concerted efforts at the consultancy to improve its diversity profile, is certainly aware of the risk. “When I look at our industry through some of our clients’ eyes – for example, HS2 is led by Michele Dix and Beth West, or Lloyds Banking Group [which has pledged that 40% of its top 8,000 jobs will be held by women by 2020] – they have really gender-balanced mixed teams. Compared with how much progress they’re making, we’re a country mile behind.”

Thirdly, with an increasing stress on the collaboration – not least to deliver on the promise of BIM – there’s a recognition that mixed teams often produce better outcomes. “Study after study has shown that more diverse teams reach better solutions,” says Ailie McAdam, director for infrastructure, Europe and Africa at Bechtel. “That’s why there is a real pull from senior management in the UK to tackle this - it’s a business imperative.”

“Do we spend ages raking through evidence or do we recognise it’s happening because we can see it day to day?” asks Paul Heather, managing director for London and south-east construction at Skanska, which is aiming to be a leader in diversity and inclusion by 2020.

“We agreed we don’t have to justify it, when we can see it drives innovation and better behaviour. Both in male-dominated teams and female-dominated groups, there can be an unhelpful dynamic. So when you get mixed groups, your behaviour sets tend to improve.”

New normal Factors contributing to the diversity “feelgood” factor include a wave of recent initiatives and campaigns, including the RIBA’s pro-women Twitter campaign #seemejoinme, and the governmentbacked #notjustforgirls. Networking group Chicks with Bricks has also caused a stir by hosting events with a guest list that is 12% male – so the men can briefly experience being in a minority.

Just last month, both the RIBA and RICS launched pro-diversity campaigns aimed at employers in their respective fields. > The RIBA is now mandating a diversity CONSTRUCTION MANAGER | JULY/AUGUST 2015 | 19

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Feature Diversity

>

and inclusion policy for all accredited practices, which will require them to gather data on staff backgrounds and put in place an action plan appropriate to the size of the business. “It’s an industry-wide issue, but we’re doing everything we can to put our own house in order,” says Adrian Dobson, director of practice at the RIBA. And the RICS has introduced the Inclusive Employer Quality Mark for surveying firms and the wider industry.

Participants sign up to six “proof points” of their commitment to diversity, inclusion and equality, and have two years in which to report their progress.

“The quality mark is a wake-up call for the industry to get behind something and make a difference. If we don’t do something, we’ll have an even bigger problem on our hands,” says Amanda Clack, senior vice-president of the RICS. She also points to the success of its “Visible Women” campaign, which has trained and prepared 65 women as spokespeople on surveying issues.

Finally, there’s been a wave of awards events such as Women in Construction and the RICS-sponsored Women of the Future, showcasing the achievements of women

“If we don’t do something, we’ll have an even bigger problem on our hands” Amanda Clack, RICS

in the industry, and giving them the name- and face-recognition factor that used to go almost exclusively to men.

“Sometimes, you do have to do the special awards when you’re in a minority, you have to show the concentration of talent,” says Bridget Bartlett, deputy chief executive of the CIOB, and chair of the Construction Industry Council’s diversity panel.

As Bartlett says, female-oriented awards can compensate for the fact that women are typically less likely to put themselves forwards for awards, or indeed promotion at work, than their male counterparts: studies suggest that women will apply for jobs if they meet 90% of the criteria, while for men the threshold is perhaps 70%.

Bartlett, who says that leadership is key to influencing diversity, is aware that there’s a long way to go until the culture of the industry adapts to become as welcoming to minority groups as it is to the white male majority. As an example, she was shocked to hear that a well-known industry employer insists on having senior management meetings at 6 am, creating a competitive climate in the business that could be off-putting for anyone outside the white male “club”.

So Bartlett emphasises the importance of changing a business’s culture from the top down, by focusing on diversity in the board room: “Bringing women on the board has an impact on the culture, as with appointing black people and gay people - you would find the culture would change. With more women on boards, you’re likely to be putting in place strategies to attract and then keep people in. But if boards are macho and held at 6 am, who’d bother?”

Information void But with the issue firmly embedded on the industry’s to-do list and so many initiatives underway, why are things changing so slowly? At Constructing Equality, Chrissi McCarthy points to research into HR and diversity policies which suggests that diversity initiatives fall into three categories: episodic, when

a company reacts to a specific challenge, such as contractual requirement; freestanding, when there is a policy decision made to tackle the issue but little connection with the business strategy; and systemic, where the actions are integrated with the business goals.

The problem, she argues, is that not all initiatives, such as in-house training or networking groups for women or ethnic minorities, automatically yield positive results: “There’s a tendency to indulge in what we call ‘distant cheerleading’ – to think that anything we do in the name of equality will turn out right.

“Sometimes it does, but if an initiative is introduced into an environment that’s very individualistic and competitive, some people might think that the target group is being given a leg-up.

“Many companies are starting to think about [diversity and inclusion] and that’s brilliant, but quite often it’s based on what they think will work, not on the research.

So they go off and do the thing that feels good and when it doesn’t work they feel disheartened,” she warns.

On the other hand, Construction Manager has found several examples of major companies demonstrating the “systemic” approach of aligning diversity policy with other business goals. For instance, Skanska is committed to being a “leader” in diversity and inclusion in all its home markets by 2020, putting the issue on an equivalent footing with health and safety, and sustainability.

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Feature Diversity

Vox pop Do you support the use of targets or quotas to promote diversity?

Lizi Stewart

services development director, EC Harris: I think that targets are a divisive issue, minority groups can be undermined in a target-type environment, it can be very difficult for the minority groups.

But I also think targets are a maturity issue: when your company is clear on the business case and rationale, but you don’t make as much progress as you’d hoped, then targets can become very powerful. But for where we are on our journey now, it would be too much too soon – you’ve got to take the dominant majority with you.

Paul Heather

managing director, Skanska Building London & South East

In the UK it has set up a diversity and inclusion working group led by Paul Heather, managing director of London and south-east construction business, who says: ”Part of the reason I’m there is we don’t want people to feel it’s just an HR issue. It gives it a focus about business performance.”

Initiatives include adding diversity and unconscious bias training to its leadership development programme; a quantity surveying training scheme for non-cognate graduates that has recruited a high proportion of Asian and female entrants; and holding a high-profile summit on diversity with speakers and an audience from outside the industry.

And demonstrating that diversity in not just a head-office initiative, Skanska also holds on-site workshops. “They’re on every site, it’s open invite and we see a large take-up,” Heather says. “One thing that’s made a difference is ‘What do you think?’ sessions. We have a library of case > studies – some fictional, some with video

“With more women on boards, you will be putting in place strategies to keep people in” Bridget Bartlett, CIOB

We’ve set ourselves targets, not quotas. As an organisation, we’ve said it’s always about the best person, but on the other hand you need targets as that’s what changes behaviour.

We are big believers in promoting from within, but there can be dangers in that, so the idea is to strengthen the interview pipeline.

We’ve looked into the sector to see where the people we want are, but since that pool isn’t very big, we will also have to look outside the industry. So now we’re asking our supply chain and headhunters to say we want to see diverse candidates, and we will make sure they are on the shortlist. We’re making diversity an active criterion.

names redacted] and scoring matrices in interviews, and thinking much more about skills than experience when advertising jobs. It’s not to say targets don’t work, but you need to have people who understand them fully.

Amanda Clack

senior vice president, RICS I actually don’t really know the answer to that one, although if we have anything, it should be targets, not quotas. Speaking personally, I’d only want to be there on merit, so we’re not mandating anything [under the RICS Quality Mark], we just want people to think about and share best practice.

Ailie MacAdam

managing director for infrastructure, Europe and Africa, Bechtel I wouldn’t support quotas, but thoughtful targets actually help overcome unconscious bias: it takes targets to change the status quo. If you believe the data on collaboration etc, and you have a male-dominated team, then [in an assessment] you might give an extra point to the person on the shortlist who will be contributing something extra.

However, we haven’t gone that far, but we have made it clear to team leaders that they have a responsibility for improving the diversity and inclusivity of their teams. So that’s what they need to be thinking about.

Chrissi McCarthy

managing director, Constructing Equality I think that question needs to be split in two.

If it’s about boards, then I’m totally supportive of targets. But in the workplace more generally, it depends on who is taking care of the quotas and targets, as it can end up that people are appointed to roles without being given the responsibility.

Unfortunately, if the majority of workers in an organisation aren’t feeling happy, and there are targets introduced, then anyone who’s in a minority has their capability doubted. Often, companies are better off using blind CVs [with

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content – that pose a scenario people discuss. We started out with ethical dilemmas, then expanded it into diversity and inclusion.” Positive results are feeding through in the results of staff engagement questionnaires, he says.

EC Harris and Bechtel, two more companies that see diversity as part of their overall business strategy, both underline the importance of “unconscious bias” training to help break decisionmaking that prolongs the status quo.

At EC Harris, team leaders have been on courses since February, and an e-module for all staff is on its way. “It looks out how your life experience has shaped how you make decisions,” says Lizi Stewart. “Our brains recognise patterns from things you’ve done before, and that can colour your judgement.”

“There’s a lot of positive intent [around diversity], but sometimes you don’t understand the role that unconscious bias plays,” agrees Ailie MacAdam at Bechtel, who says that training has been rolled out to everyone in the infrastructure business.

“It helps you think about situations where you’ve had unconscious bias and made a decision that doesn’t support diversity.”

Data is another key component of diversity at Bechtel. “Understanding your data and measuring against it is an important part of it,” she adds, revealing that Bechtel has found that more diverse teams have better scores on its internal

“There’s a lot of positive intent, but sometimes you don’t understand the role that unconscious bias plays” Ailie MacAdam, Bechtel

cost and schedule performance indicators, and that the company hopes to see a similar impact on health and safety.

Part of the industry’s struggle to raise its performance on diversity is down to demographic lag, as the industry is full of individuals who started their careers in the less diverse 1970s and 1980s. But the time when that gives the industry an excuse is coming to an end, as Lizi Stewart at EC Harris points out. “‘Generation Y’ has different expectations. They were completely gender balanced in their schools and universities, and have friends from ethnic minorities. In the wider world, diversity is the reality, acceptance of other groups a way of life. What will happen if these 14-to-16-year-olds then find themselves in an industry where there’s still a culture dominated by white men?” she asks.

That’s the underlying problem the industry has to tackle: the risk that a culture dominated by the white male majority will look increasdingly out of step with society - indeed the new House of Commons now looks more diverse than the industry - and unattractive as a career.

As Chrissi McCarthy warns, some ‘initiatives’ might risk disappointing results. But there’s a clear imperative for every employer and industry body to deliver the training and debate opportunities that will make the industry a more welcoming place for everyone. CM

Diversity by numbers ● According to McKinsey, companies across all sectors with the most women on their boards consistently outperform those with no female representation, by 41% in terms of equity and 56% in terms of operating results. ● According to the RIBA, entrants to Part 1 architecture courses at university are split 50:50 between men and women.

But by the time architects reach partner and director stage, women account for only 12-13% of senior posts. ● At 14%, the representation of women in the UK construction workforce is slightly higher than the EU average of 12%. The highest female representation is found in Norway (35%), Denmark (25%) and Sweden (18%). The lowest number of women - just 2% - is in Greece. ● In Germany, from 2016, all publicly listed companies will have to enforce a quota of 30% women on their management boards. If companies cannot find a suitable candidate, the post will remain vacant. ● In 2005, just 5% of RICS membership was female. By 2015, that figure had risen to 13%. The figure for quantity surveyors is 11%. ● According to the UK Contractors Group, 17% of members’ employees are women, and 6% are from ethnic minorities, slightly higher than the industry average.

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Advertisement feature

Construction firms encouraged to consider their currency strategy amid warnings of exchange rate volatility Jeremy Cook, Chief Economist at World First, outlines some of the ways in which construction companies can manage their currency risk

RISK RUNS THROUGH the construction industry like a line of cement. The typical risks of business exist of course; credit risk, reputational risk, safety risk et al but to break down risks for construction companies working internationally it can be easier to look at where they originate from. Risks can be country level, market level or project level in our eyes in descending level of importance.

Currency risk will sit across multiple countries, markets and projects within the construction sector.

The risks of remaining unhedged in these markets are vast and wide. A company with a dollar liability against sterling will have seen a 9% fall in the buying power of the pound in the past 12 months while a UK company repatriating investment profits from projects in Europe are likely to have seen a 11% hit over the same time period.

Both the European Central Bank and the Bank of England have warned of higher exchange rate volatility in the coming months and years as monetary policy normalises following the recovery from the Global Financial Crisis. Markets are going to get more unpredictable as the stabilisers on the world economy are finally withdrawn.

The longer-term nature of investment and spending within the construction sector means that bad decisions at the beginning of a project can hamstring progress from Day 1. As projects move from phase to phase directors may allow

themselves to use these as checkpoints within which new budget constraints can be taken care of.

Phased hedging works perfectly in the construction industry. Most of World First’s structuring clients within the construction industry tend to use a ‘Rolling Hedge programme’. This is preferable as it minimises the reliance on levels at the time of hedging. Within this programme businesses choose to use a rolling technique that hedges prescribed amounts at regular dates for fixed tenors.

This can be improved by tapering or layering the hedging programme so as to address period-on-period volatility.

Multiple hedges of different tenors are made at one time to blend a rate that becomes less volatile as time goes on.

An example of this would be blending both forward contracts, which protect your bottom line if rates go against you, alongside derivative contracts that will allow you to take advantage of any beneficial movements. The results of a layered hedging strategy are therefore less volatile, more predictable and allow a company to benefit from favourable movements whilst eliminating risks from detrimental falls.

These strategies can be used by companies that are in the budgeting stage of a project, or those for whom work has begun regardless if you are above or below your budgeted currency rate.

The flexibility extends far beyond price of course. Delays to projects can mean that payment is not needed when first expected or the amount to be paid may change. We like to think that our strategies are responsive to all the needs of your individual project or business.

Most of World First’s structuring clients within the construction industry tend to use a ‘Rolling Hedge programme’.

A longstanding client that manufactures roofing and waterproofing solutions for the construction industry has honed a strategy of combining longer term budget rate protection with shorterdated trades that allow improved rates i.e. better than forward.

At World First, we’re market leaders in bespoke currency solutions for clients. For more than 10 years, we’ve been listening to the needs of our customers; working with them to help them capitalise when rates move in their favour and protecting them when rates move against them.

That covers everything from premiumpaid solutions with unlimited upside to premium-free solutions that allow you to benefit to a certain point whilst also giving you a full hedge.

To speak to one of our currency experts call us on 020 7326 9124 or go to worldfirst.com

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Feature Global opportunities

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urbanisation id p ra y b d te a new markets cre to in g n ri their bags d tu e n k e c v a p re y a d a ts e n lr a a and consult firms that have to s k a e p s UK contractors s in s u e. Stephen Co all over the glob 24 | JULY/AUGUST 2015 | CONSTRUCTION MANAGER

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Feature Global opportunities

TOKYO 2 0 2 0 IF YOU’VE EVER FANCIED trying your hand at

building a mega-city, the world’s largest bridge, a replica of New York’s Broadway in central Shanghai or a new stadium for Japan’s Rugby World Cup in 2019 – probably best not to pin your hopes on FIFA projects at the moment – now is the time to put out your feelers.

Global spending on big projects such as these is on the rise. Global Construction Perspectives’ and Oxford Economics’ Global Construction 2025 predicted the global construction market would grow at an annual rate of 4.3% until 2025, and most opportunities would focus on highgrowth emerging markets, such as China, India and Brazil.

Another report, from Timetric’s Construction Intelligence Center, predicts that Middle Eastern and African markets are expected to expand fastest, at an average annual rate of 6.9% from 2016 to 2020, up from 4.9% from 2011–2015.

Much of that growth will be driven by massive investment in infrastructure, particularly mass transit metro systems in large cities and intra-regional rail links.

Speaking to Construction Manager, Madani Sow, deputy CEO of global construction group Bouygues Bâtiment International, is positive about global construction prospects – with caveats about some oil-based economies.

“Globally, we are seeing the impact of local economic growth on construction output: Switzerland is up, Hong Kong is up, and so are Poland, the USA, the UK,

Chile, Peru and Ghana,” he says. “However, the impact of falling fuel prices has meant that countries that depend on oil for their revenues are struggling to invest in public infrastructure and housing.

South-east Asia is another region recovering strongly after the global economic downturn, he adds.

“We have three big tunnelling projects in Hong Kong, including one under the sea connecting the new airport to the main island of Macau. This is typical of the large number of tunnelling projects in south Asia. We have secured two others in Australia with connecting highways.”

In addition, the convergence of the sustainability agenda with “smart city” ambitions is also creating opportunities.

“Switzerland is not just talking about smart cities, it is now building them, with our help,” Sow says, referring to a new city quarter in Zurich called GreenCity, which is being built by Swiss subsidiary Losinger Marazzi.

The underlying trend driving worldwide construction output growth is the speed of urbanisation, which is also creating demand for the latest national must-have: an eco-city project.

“Existing cities can’t cope with absorbing urban migration, which is so rampant they need to build new cities,” says Simon Joss, director of the University of Westminster’s International Eco-Cities Initiative. “Our recent study on eco-city development revealed 179 eco-city initiatives being planned worldwide,

Large-scale investment programmes in public infrastructure and housing include (clockwise from left): Cape Town’s V&A Waterfront project; Hong Kong’s West Kowloon Cultural District, where 17 venues are planned; Japan’s preparations to host the 2020 Olympics; and Mongolia’s Maidar Eco City

“Existing cities can’t cope with absorbing urban migration, which is so rampant they need to build new cities” Simon Joss, University of Westminster

including more than 40 entirely new mega-city projects being built from scratch.” Most of these are focused in Asia and south-east Asia, but Joss speculates that there will be many new eco-city projects in sub-Saharan Africa in the next 10 to 15 years. Indeed, the region is already experiencing high levels of investment and development.

“There is a resurgence of confidence from developers that projects in South Africa, and across the region, are worthy of investment,” argues Nick Demain, director for sub-Saharan Africa at Mace, whose African portfolio includes the V&A Waterfront development in Cape Town (see overleaf). “We are seeing that from all sorts of angles. There are lots of infrastructure schemes in South Africa, and governments want PPP-related [public-private partnership] schemes and consortia or private companies prepared to take on the risk.”

Foreign exchange UK Trade & Investment (UKTI), the government body set up to support UK exporters, estimates that the value of exports in construction, contracting and design services was about £3.5bn in 2013, and says the sector is set to become the most rapidly growing of UK exports.

Also, the UK exports just more than £6bn of construction products annually, and aims to double that by 2020 as part of an export drive: in January the government set an overall target to double UK exports from £500bn in 2012 to £1 trillion by 2020. Construction is a key component of that export growth.

“UK companies have a global reputation for architecture, design and engineering.

They are very good at competitive ‘wholelife’ costs and sustainable construction,” says Mike Carroll, head of the construction team at UKTI. “Many are boosted by exploiting expertise in digital design techniques, principally BIM, while our manufacturers are known for producing innovative products.

“The UK also has a reputation for PPP, which, given some of the funding challenges in many places, altogether creates quite a compelling offer.”

UKTI set up its High Value Opportunities (HVO) programme to help UK firms win contracts on the largest > overseas projects. HVO projects have CONSTRUCTION MANAGER | JULY/AUGUST 2015 | 25

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Feature Global opportunities

>

contracts with a total value of at least £500m, of which £250m or more are available for UK competition. UKTI reports that it supported UK companies in winning more than £11.5bn of contracts in the 2014/15 financial year.

“There are currently 81 HVOs across 37 different markets in 15 sectors, the majority of which involve some element of construction,” says Julian Jacobs, HVO project manager at UKTI. “They cover airports, sports projects, healthcare, mining, oil and gas, and nuclear projects.”

Areas of interest Jacobs highlights five HVOs of interest, starting with Expo 2020 in Dubai, where he is hopeful UK contractors will win work to complement the input of British architects and engineers. A lesser-known opportunity is a 25-year programme by Turkey’s Ministry of Health to commission 32 new health campus sites on a “design, build and operate” basis.

“UK companies are considered well placed to secure design, planning and advisory services in the early stages, and longer-term FM [facilities management] and operations contracts,” Jacobs adds.

Others highlighted by Jacobs are Hong Kong’s 40 hectare West Kowloon Cultural District, which overlooks Victoria Harbour.

With 17 arts and educational venues, it is intended to become one of world’s largest cultural projects. The scheme is backed by £1.7bn of public funding to 2020, and two possible additional phases could attract further private investment.

Meanwhile, Japan needs help with the design, build, operation and legacy of buildings and infrastructure needed to host the 2019 Rugby World Cup and the Tokyo 2020 Olympic Games. And Singapore is planning a £525m rail project with 13 km of track and nine new station.

In future there is also potential for a highspeed link with Malaysia.

The message is that there is a world of opportunity out there – and if UK firms do not take their expertise in project delivery, BIM and new technologies to overseas markets, global rivals certainly will.

To whet your appetite for international travel, here are seven opportunities that have been firmly grabbed. To receive regular updates on work available under the High Value Opportunities Programme register at www.UKTI.business.gov.

“There will be a definite planning encouragement over leisure uses in China over next few years” Graham Blackburn, Ridge & Partners

Zhejiang Circuit, China Ridge & Partners The high-octane world of motor sport is taking root in China, where Oxfordshirebased Ridge & Partners – which has built up a specialism in projects for motor racing and manufacturing – has been appointed as lead consultant on a flagship development in Shaoxing City on China’s east coast.

Zhejiang will be a luxury, multi-use motorsport destination featuring a 3.3 km racing track, a racing club for 500 supercar owners, a 50-bedroom luxury hotel, a spa and wellness facility, and 10,000 sq m of commercial development, including car showrooms and brand centres. Ridge is providing architecture, project management, quantity surveying and building services

V&A Waterfront, Cape Town, South Africa Mace British architect Thomas Heatherwick’s radical transformation of a disused historic grain silo complex, built in the 1920s and once the tallest structure in Cape Town, is on

design for the development, which is due to open in 2016.

Graham Blackburn, head of architecture at Ridge, tells Construction Manager, the project is part of a wave of leisure developments for China’s cash- and time-rich emerging middle class.

“The country has a growing middle class with a huge appetite for cars and transport, and there is a concentration of supercar owners in Shanghai and Beijing. These highly networked individuals don’t currently have anywhere to go to play with their cars. Currently the only tracks in the country are the Beijing F1 circuit, one in Shanghai, and a handful of very poor motor-racing circuits.”

He also anticipates the planning regime in China will shift to accommodate the needs of the new middle classes, who have traditionally spent holiday time with family.

“People don’t really know what to do with their spare time. Holidays are all aligned with each other, so you find at Chinese New Year everybody tries to go home, and the whole of Shanghai tries to go out to farms and villages, and people can’t get bus tickets. So they are looking for things to do, and there will be a definite planning encouragement for leisure uses in China over next few years.”

its way to becoming a cutting-edge venue for the Zeitz Museum of Contemporary Art Africa.

The 10,000 sq m museum, due for completion at the end of 2016, will form the centrepiece of a massive 23 hectare multi-use development, comprising six schemes, all project managed by Mace and located on the harbour in the shadow of Table Mountain. The

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Feature Global opportunities

West Hongqiao Broadway, Shanghai BDP

Hong Kong-ZhuhaiMacao Bridge, China This 38 km dual three-lane carriageway bridge suspended over the Pearl River Delta, between Zhuhai and Macau on the Chinese mainland, and Hong Kong on the eastern side, will become the world’s largest sea bridge when it is completed in 2017.

Dragages Hong Kong and VSL, both subsidiaries of Bouygues, are working on the main 29.6 km section of the bridge, in Zhuhai waters. It comprises three cablestayed bridges with spans ranging from 280 metres to 460 metres, viaducts spanning 75 metres and 110 metres,

a 6 km tunnel and two artificial islands.

The project represents huge construction challenges: works must be completed using marine-based equipment and require special logistical arrangements; navigational channels must remain open throughout construction; and proximity to an airport means very strict height restrictions must be observed.

Contracts linked to the construction of the bridge and related projects are still being tendered, and UKTI says there are “considerable opportunities for specialist consultancy and supply chain opportunities”.

development is a 50/50 partnership between Growth Point, a privately listed property fund, and the Public Investment Corporation of the South African government.

“It’s an interesting collaboration between a footloose commercial company and a public body with deep pockets. We’re creating what is comparable to a small city in a privately owned suburb of Cape Town,” says Mark Noble, development manager for client V&A Waterfront. “When we saw Heatherwick’s designs for the grain silo, we thought: ‘That’s amazing, but how do we build it?’”

He explains that two years were spent working with Mace and Arup to produce a sequencing methodology and structural concept that would work. “We have to hollow out a large portion of the tube structures to insert box-shaped museum galleries.

The tubes form a honeycomb structure – and interfering with that threatens to compromise structural integrity. It has

been hugely challenging to develop a sequence of work to make it work.”

Nick Demain, director for sub-Saharan Africa at Mace, says the firm is a relatively lonely outpost of UK expertise on the continent. “Most UK firms left the African market in the early 2000s as a result of big construction booms in Dubai, the wider United Arab Emirates and Europe. They saw the risk profile of Africa being too much and decided to pull out. As a result a lot of South African construction firms have filled the voids into sub-Saharan Africa left by the likes of Taylor Woodrow, Costain and Skansa.

“Opportunities are there, but UK firms have to put in a lot more investment in terms of developing business. The question is: do they have the appetite for the risk? And have they lost the market intelligence? A lot of the intellectual property they had before has been lost.”

Bouygues Bâtiment International

Retail is already an important leisure activity in China, and architect BDP – which has benefited from advice from government agency UK Trade & Investment – is involved in several projects. Project director Garry Wilding identifies two key trends: projects that adapt historic buildings and evoke a sense of the past, such as Xin Tian Di in Shanghai, the Wide and Narrow Alleys in Chengdu, and BDP’s ongoing Nanjing Road project in Shanghai. Second, there is a growing trend by retailers to offer “showroom” shops where customers absorb the experience before ordering goods online.

“The new city spaces are designed to create a perfect setting for a new breed of showroom shops,” Wilding says. “We are designing beautiful schemes that will challenge the allure of the internet, so people are drawn away from their screens and back into town and city centres.“ In Shanghai BDP has drawn up a 350,000 sq m masterplan for an urban retail and leisure scheme that emulates Broadway in New York for developer Golden Kingdom (pictured below). The site is close to the city’s main railway station and domestic airport. It will feature streets and open plaza spaces with shops, offices, residential, a hotel and five theatres – one with a 1,200-seat auditorium. The individual buildings are at an early design stage.

“Developers in China continue to demand the creation of unique retail places with a strong identity to set them apart from the competition,” says Wilding. “Besides the retail component, there will invariably be a mix of uses ranging from hotels, office towers, residential towers and leisure uses.

Fine dining and fast food are increasingly large components.”

“The new city spaces are designed to create a perfect setting for a new breed of showroom shops” Garry Wilding, BDP

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Expo 2020, Dubai, United Arab Emirates

Eco-cities in China, India and the Middle East

Rapid urbanisation, large-scale migration from rural to urban areas, pollution and efforts to create new economic growth have led to plans for a vast number of new eco-city developments worldwide, focused mainly on Asia and south-east Asia.

Most prolific is China, where a recent survey put the number of eco-city projects planned at more than 250, and there is talk of 20 cities the size of New York over the next 10 years.

“In China, they’re trying to achieve urbanisation, while also greening urban areas,” explains Simon Joss, director of the University of Westminster’s International Eco-Cities Initiative. “Existing cities can’t cope with absorbing urban migration that is so rampant that they need new cities.

Also in some cases deliberate decisions by government to induce economic growth through active pursuit of urbanisation.”

However, any UK firm considering the

Ararum Project, Sri Lanka

Rise Management Consulting

If pitching for a slice of an overseas client’s project does not appeal, it might be possible to create your own. That is the approach that Rise Management Consulting has taken in Sri Lanka, where it is negotiating to build up to 15,000 homes using offsite manufacturing.

As director Bob White explains, “I’ve always had a passion for modern methods of construction and offsite, so I thought I’d take a look at where there is a particular market for a particular commodity: high-quality and relatively economical housing.”

The search started in China, where Rise and a supply chain partner in Shanghai created Constructing Futures, to prefabricate light gauge steel structures. But after concluding that the Chinese housing market was resolutely geared to low-rise concrete construction, it widened the consortium to include South African prefabricated concrete

sector would be wise to tread cautiously: “They’re often not coming through on the ground because of technical or political issues,” Joss says. “The Dongtan eco-city, where Arup was heavily involved, was held up as a leading project. But it was bogged down in political difficulties and was stopped in its tracks in 2008.”

Joss highlights Korea and India as likely locations for new eco-cities, pointing out that four are planned and being built in India as part of the $100bn Delhi-Mumbai Industrial Corridor Project spanning six states. And in Mongolia, the government is working on the 300,000-inhabitant Maidar Eco City.

But he adds that UK consultants and investors will face tough competition: “Initially we saw collaboration with experts and construction companies from Europe and US in Asia, but there is increasing southto-south collaboration between Asian countries. The Indian projects are a collaboration between the Indian and Japanese governments.”

panel manufacturer Elcon and sought clients in the Middle East and Sri Lanka.

White reports that it has now “a couple” of public sector clients in Sri Lanka interested in large-scale residential developments of 2,000 to 15,000 units, as low-cost housing for people moving out of shanty towns.

“We developed relationships with one or two people in Sri Lanka and they understood the potential in terms of materials and delivery,” White explains, adding that they are also presenting to clients in Abu Dhabi.

Sourcing the steel components in China, for delivery in shipping containers, was also key to the project’s financial viability, while the concrete panels will be cast from moulds in a facility near the site then pre-assembled into wall and floor units.

“You’ve got to have the right supply chain in the right place at the right price, and be smart about identifying needs.”

With the Milan Expo now in full swing, preparations have begun for the buildings and infrastructure needed to host the next event, in Dubai. Expo 2020 is expected to bring 25 million visitors and $23bn of economic benefits to the country, putting additional pressure on its infrastructure, and several development projects are to be launched to cope with accelerating demand. Deutsche Bank has estimated that roughly £5.5bn of government funding will be needed in hotels and retail, bringing the total spend to £26bn.

Julian Jacobs, project manager for UKTI’s High Value Opportunities programme, tells Construction Manager: “There will be significant opportunities over the next seven years for architecture, especially iconic architects, design, engineering and technology, and products related to design and construction.

“There are already a number of UK construction majors operating in Dubai, which we expect to win some of the large construction contracts. There are also opportunities around legacy and subsequent uses for the Expo site.”

And let’s not overlook the United Arab Emirates’ penchant for massive towers. There are five skyscraper projects under way in the region, including the $1.2bn Kingdom Tower in Jeddah, Saudi Arabia, which, at 1,000 metres high, is set to become the world’s tallest building when it is completed in 2020.

“There are opportunities around legacy and subsequent uses for the Expo site” Julian Jacobs, UKTI

White adds that Rise finds this “DIY” approach to overseas projects more appealing than staffing a representative office that then has to engage in competitive bidding. “With the intermittent nature of the international market place, we find it quite difficult to service. So working as a supplier gives us different opportunities.” CM

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Construction Professional

A fruitful approach to well-being at work Michelle Page explains how Simons Group’s “Building Healthier” strategy is encouraging staff to take better care of their well-being

Can you give us the 30-second briefing on the strategy?

“Building Healthier” was developed to support our staff engagement strategy, further to our Investor in People strategy last autumn.

As an industry we place a huge focus on safety, but we need to also be fully aware of our employees’ health and well-being.

Last year we undertook an initial “well-being day” at Simons on World Mental Health Day in October to encourage staff to have a quick heath “MOT”, consider participating local sports groups and collect literature about health initiatives.

This went down really well and there was a clear appetite to do more. The traditional view of the right tools to support employees’ health – such as occupational health, private health and employee assistance programmes – are already in place but will be combined with inspiring “healthy organisation” programmes and initiatives to improve employee health.

What initiatives will it focus on?

Simons will be looking to improve levels and increase awareness of mental health, prostate cancer and smoking cessation, along with improving levels of fitness across the workforce. Healthy eating is one of the strategy’s key focuses.

A number of well-being “champions” will be nominated from across Simons’ business units. The champions can then actively participate with HR in developing the well-being vision and plan.

And we launched “Fruit Friday” earlier in the year on a project for Sheffield Children’s Hospital. The project manager provides a selection of fruit and asks all on site to swap sweets or unhealthy snacks for fruit. This became successful very quickly and has since been adopted on some other sites.

To support mental health awareness and to recognise the impact of relationship building within the company, we are introducing an award called “Simons‘ Shoulder”, whereby employees are encouraged to nominate a colleague

What do I need to know about Communication with local residents usually starts during the planning process, but it does not end there. The immediate community, local groups, and potential users and purchasers will want to understand what is being built and the timescales involved.

Traditionally community relations during construction have been managed through newsletters and viewing windows or platforms, site visits or exhibitions. But the internet and social media are changing the way we communicate in every context. Online is the preferred method of communication

“We will look to expand the strategy and align it with key performance indicators”

who has been particularly supportive or gone out of their way to help someone.

What would you say prompted the Building Healthier initiative?

For me it is taking staff engagement to the next level. We need to ensure our employees are not only happy at work but support them in being fit and healthy.

What do you think are the most innovative aspects of it?

The strategy is in its infancy and we didn’t

Moving community consultation online?

for many people. In fact, more than 60% UK residents own a smartphone or tablet. In public consultations and planning applications run by ConsultOnline, engagement via mobile devices is increasingly popular: an average of 78% of those taking part do so this way.

As our use of the internet increases, the old, often expensive and time-consuming methods of communication can be replaced or augmented by a community relations website. This will typically include a timeline, interactive Googlemaps, questions and answers (to which users may contribute),

the construction management plan, regular updates on construction work and images.

Time-lapse photography is popular, as are digital “flythroughs” of the scheme.

An introduction to the team with hyperlinks to each firm’s own website is an chance to inform residents of sustainability initiatives, commitment to local workers and suppliers, and other corporate social responsibility initiatives such as apprenticeship schemes.

External links, such as to the Considerate Constructors Scheme, are also popular.

Finally, a website offers the opportunity

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e?

BIM bytes: Who pays the price when BIM fails to deliver? we need to be ready. We have spent years focusing on safety but still have health legacy issues.

In order to attract people into our industry and retain them, we need to ensure that as employers we take a keen interest in looking after them.

Collaborating on matters close to people’s hearts is a great way to ensure we keep our teams engaged.

And it’s not as if we’re out on our own on this: the Considerate Constructors Scheme has recently added mental health assessments to its checklist of good site practices. Apparently, some sites are thinking of providing mental health first-aiders.

It does start to blur the workplace with more personal issues. Do you think some people might prefer to keep them separate?

We have ensured that we are not forcing the people to do anything or discuss anything if they do not want. We still run a private health scheme and a support line that remain confidential.

ALAMY

want to do anything too radical at first to ensure that people were brought into the concept.

At present we are encouraging our employees to think about their health and well-being. For example, last month for Men’s Health Week we ordered the Men’s Health Forum’s “man manuals” and distributed these to our sites.

It sounds great, but do you think the construction sector is ready for it?

As an industry, we may not be ready, but

for users to register their interest in a specific subject, such as construction updates, property sales, lettings or employment opportunities.

Our research has shown that online community relations are particularly popular among younger age groups, working parents and commuters. Many traditionally “hard to reach” groups can also find what they want through a website, thanks to the accessibility of the internet and its ability to provide information using translation, large text and text-to-speech conversion.

Online communication is available

How will you judge the success of the programme?

This year is a soft launch. Next year we will look to expand the strategy and align it with key performance indicators such as reducing absence.

There will be competitions and campaigns will happen throughout the year, with the first year of findings and results shared in the company’s corporate social responsibility report in 2016.

Michelle Page is HR director of Simons Group.

24/7 and residents most frequently view our websites late at night, so construction companies benefit from being able to respond immediately.

As more communication moves on line, community relations will follow.

The savvy developer and construction team will use this to form an image that is welcoming, informative and constructive, and puts its scheme at the heart of the community.

Penny Norton is director of PNPR, which incorporates ConsultOnline and CommunitiesOnline.

BIM is a team effort, so when there are failures with a model, it may not be the entire responsibility of one party. Effective planning, communication and problemsolving are to be encouraged but, in the end, it may come down to liability.

A net contribution clause is a contractual provision that provides that a party’s liability for breach of contract or negligence will be limited to an amount that is just and equitable for that party to pay, taking into account its proportion of responsibility for the loss or damage caused.

This may seem perfectly reasonable, but it is a contentious issue because it changes the common law position of joint and several liability.

The principle of joint and several liability is that, if two or more parties contribute to the same loss, the party that has suffered the loss can choose to sue any of them to recover that loss. The party that is sued can then bring proceedings against the other liable parties, if they want a contribution from them.

If those other contributors do not have the means to pay – because of a lack of assets or insolvency – it is the paying rather than the loss-suffering party who bears that risk.

Applying this to BIM Say, for example, during construction it becomes apparent that the BIM is flawed. A mechanical and engineering (M&E) consultant has created the flawed

data but the lead designer negligently failed to notice the problem during a review that was part of its services, so the lead designer is partially responsible.

Joint and several liability means the employer can sue either the M&E consultant or the lead designer and recover 100% of its losses, instead of having to sue both.

The paying party then has to sue the other consultant to recover a contribution.

If the appointment included a net contribution clause, the employer could only recover from the M&E consultant the proportion for which the M&E consultant is responsible, and would have to sue the lead designer for the balance. If the lead designer is unable to pay, the risk of non-payment rests with the employer rather than the M&E consultant.

The potential impact of a net contribution clause is, therefore, significant and something that employers and beneficiaries of warranties are concerned to ensure are excluded.

I often find it is the consultant’s professional indemnity insurer who, on reviewing proposed appointments, seeks to introduce net contribution clauses. The insurer is essentially seeking to move the general risk of consultant insolvency – and therefore the risk of non-payment – from themselves to employers.

Assad Maqbool is a partner at Trowers & Hamlins specialising in projects and construction.

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

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Construction Professional

Get this cycle safety show on the road John Hix on why the clock is ticking for construction road safety UK roads are busier than ever before, and there have been huge increases in the number of cyclists and construction vehicles using urban areas in particular.

The growing popularity of cycling has been particularly noticeable in London, where the number of daily cycling trips has doubled since 2000 to 600,000.

Although the overall number of deaths and serious injuries on the roads is falling, the number of cyclist fatalities increased between 2001 and 2012. Heavy goods vehicles of more than 3.5 tonnes are involved in about 15% of cyclist and 10% of pedestrian fatalities. A high proportion of HGVs involved in cyclist fatalities operate in the construction supply chain.

The CLOCS – Construction Logistics and Cyclist Safety – movement was born out of a report into HGV-related accidents in 2012. Led by the construction industry, it is a co-ordinated response and commitment to improve road safety.

The three main focuses of this work are: improving vehicle safety; redrawing the boundaries of health and safety to address the imbalance between onsite and on-road safety; and encouraging best practice across the industry through the CLOCS Standard – a national benchmark that brings together a formerly confusing number of industry policies and codes.

In just two years, the response from the industry has been huge.

There are now more than 130 “CLOCS Champions” committed to the project. The organisation receives between 130 and 140 enquiries every month. And interest does not seem to be driven particularly by fatalities, as we have not found any spikes in activity immediately after fatal accidents. This is good news, as it suggests companies are being proactive in managing their road risk.

More than 25 construction clients are already on board, bringing more than 600 construction sites within the CLOCS movement. Some of the biggest names in the industry have committed – among them Laing O’Rourke, Mace, Skanska and Land Securities – reflecting the desire to make this a truly industry-owned initiative with nationwide application.

Other industries, such as utility and general haulage companies, are also starting to adopt some of the tools and guidance developed by CLOCS. The initiative is also linked with other construction-related and cycle-safety campaigns. The Considerate Constructors Scheme is signposting CLOCS as a way to manage and improve road risk; CLOCS is submitting a chapter for the The Construction Industry Handbook – the “Blue Book”; and the organisation is working with eight cities on the government’s Cycle City Ambition scheme and is in talks with the Construction

“80% of construction HGVs stopped at the side of the road are not legally compliant with the current, fairly basic safety requirements”

Industry Cycling Commission about opportunities to spread the message.

CLOCS has thrown a spotlight on the design of construction vehicles and how they can be made safer. Under the commitment to the CLOCS Standard, the 17,600 vehicles used by member operators and clients have been given retrofit safety equipment, including sideguards, mirrors, camera and sensor systems, and left-turn audible alarms.

CLOCS’ ultimate aim is to eliminate blind spots entirely, by developing vehicles that have increased direct driver vision, through larger or more windows and lower cabs. There were 15 examples of these optimised vehicles on display at a CLOCS event in February, including models from Mercedes-Benz (pictured below), Volvo, Scania and MAN. More needs to be done. Enforcement officers from the Driver and Vehicle Standards Agency and London police forces working for the Industrial HGV Task Force have found that 80% of construction HGVs stopped at the side of the road are not legally compliant with the current, fairly basic safety requirements.

In September the bar will be raised. The new London-wide Safer Lorry Scheme will also be enforced by the Industrial HGV task force. There will be a £50 fixed penalty for any driver of a non-compliant vehicle, fines of up to £1,000 and the risk of having operators’ licences being suspended by the Traffic Commissioner.

With construction clients increasingly deciding that they do not want to be associated with operators that flout the rules, it is becoming simply good business to manage road risk. The costs to a company of a fatal accident are huge, not to mention the impact on reputation and on the well-being of the drivers themselves. But the framework is in place.

Health and safety has long been a part of the workplace. Now is the time to take responsibility for road safety too.

John Hix is project director of Construction Logistics and Cyclist Safety. www.clocs.org.uk

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02/06/2014 20:44

Construction Professional

A commercial goal is won on penalties Theresa Mohammed explains how a legal judgment asserted commercial latitude on damages initially confirmed that, to be enforced, a liquidated damages provision should be a genuine pre-estimate of loss, and not extravagant and unconscionable in comparison with the actual loss that could be suffered. The assessment of what was a genuine pre-estimate had to be made when the contract was negotiated, not when the breach occurred, and this has become a point of contention.

As a result, a body of case law has developed with parties on one side trying to enforce liquidated damages provisions and, on the other, defaulting parties trying to resist such enforcement by arguing that the clauses are penalties.

It is also worth noting that the courts in general have shown reluctance to strike out liquidated damages provisions if it can be argued that there is a commercial justification for them, and that their predominant function is not deterrence.

In a case heard in January in the London commercial court, Edgeworth Capital (Luxembourg) and Another v Ramblas Investments, the parties had entered into a financing agreement to purchase a building in Spain where a large “upside fee” linked to certain “payment events” – such as defaulting on a loan or early repayment – was payable.

The inclusion of such “payment events” in contracts has led some to describe them as liquidated damages in disguise.

So this case has prompted interest in how such provisions are interpreted by the courts. In this case, there was a dispute over whether this upside fee provision was an unenforceable “true” penalty

“True penalties – those designed to exert undue pressure on a party to perform – will not be enforced by the courts”

EGGHEAD06

LIQUIDATED DAMAGES provisions in construction contracts are always controversial because they have huge commercial consequences. In construction contracts, for example, failure to achieve a practical completion date could incur substantial costs to the client, such as temporary accommodation and compromise funding arrangements.

For clients, liquidated damages offer the certainty of recoverable damages when the contractor defaults in specified ways, such as culpable delay. This can be a welcome remedy, as trying to make and prove a general damages claim is an expensive and drawn-out process. For contractors, on the other hand, liquidated damages are viewed as penalties that should be avoided wherever possible.

Liquidated damages provisions are widespread in many types of contracts, as they are perceived to offer certainty of the consequences on certain defaults, and make recovery easier for the innocent party. This has led to high-profile projects having liquidated damages provisions that stipulate thousands of pounds per day to be paid in the event of a breach of contract.

When the stakes are this high, any attempt to levy liquidated damages will often be followed by a legal dispute if the contractor believes it can demonstrate the clause is an “unenforceable penalty clause”. Under English law it has been established that true penalties – those designed to exert undue pressure on a party to perform – will not be enforced by the courts. The judicial reasoning from the commercial and construction courts had

or whether it was a disguised penalty.

The defendant, Ramblas, argued that the upside fee was a penalty, as it was triggered in fact by its individual property investors breaching a personal loan agreement, rather than Ramblas being in breach, and also that the €105m fee was not a genuine pre-estimate of loss and exceeded the amount of recoverable damages Edgeworth would have incurred.

Mr Justice Hamblen considered the law on penalties, and that the rule against penalties only applies in the event of a breach of duty owed to the other party.

In other words, the “upside fee” could only be considered a penalty if it was triggered by a breach by Ramblas.

The judge reviewed the terms of the upside fee and decided that it was not a pre-estimate of loss. He went further to say that, despite this not being a genuine pre-estimate, if the penalty rule was applicable, the clause was commercially justifiable as a charge for the provision of the junior loan and the predominant function was not deterrence. This resulted in judgment in favour of the claimant for the full upside fee.

What this means for contract drafters is a seismic shift from concerns over demonstrating pre-estimates of loss to focusing on what can be commercially justified. To take a construction example, such as culpable delay of a high-profile hotel re-opening, it is easy to see that there would be a commercial justification for a very high level of liquidated damages. As such, the Edgeworth Capital case offers a useful revision of the law on penalty clauses and some helpful food for thought when it comes to drafting construction contracts.

This may be the start of a trend towards the development of payment terms in construction in the hope that they provide a more readily enforceable commercial recovery than higher-risk, default-based, liquidated damages provisions.

Theresa Mohammed is a contentious construction partner at law firm Trowers & Hamlins.

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Technical Infrastructure

Making waves

After leaving the helm of Balfour Beatty last year, Andrew McNaughton has a new project: the world’s first power-generating tidal lagoon.

Tom Ravenscroft reports

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ON THE BEACHFRONT in Swansea Bay,

Andrew McNaughton seems a world away from the profit warnings that forced him to resign as Balfour Beatty’s chief executive just more than a year ago.

“After Balfour Beatty I decided to take some time off, which was a pleasant release,” says McNaughton. “I took some time to think about what I’d do next.” That period of reflection has led him to south Wales, where he has taken on the task of delivering the UK’s first tidal lagoon into operational service.

The first of its kind in the world, Tidal Lagoon Power’s Swansea powergeneration project won planning consent last month. By 2019 it could be creating enough green energy to power more than 155,000 homes for at least 120 years.

The proposed £1bn scheme would have a 320 MW installed capacity and will generate electricity from the rising and falling of the tide in the Severn Estuary. It will involve constructing a 9.5 km breakwater in the bay to enclose a 11.5 sq km stretch of water. As the tide fills and drains this pool, 16 bi-directional hydro-generators will create electricity.

Track record McNaughton had “many opportunities from all around the world”, he says, but became involved with the project through Tidal Lagoon Power’s chairman, Keith Clark, former chief executive of WS Atkins.

“I have known and worked with [Clark] over the years. He called and told me this is a project that I would enjoy, and that I’d get on with Mark [Shorrock – chief executive of energy company Tidal Lagoon Power].”

An experienced project manager, McNaughton project managed the construction of Terminals 2 and 5 at Heathrow, the widening of the M25, and in 2002, he won the ICE Civil Engineering Manager of the Year award for his work on the Channel Tunnel Rail Link.

As director of construction for Tidal Lagoon Swansea Bay since April, he is overseeing the technical development of this innovative piece of infrastructure, and will be responsible for delivering it into operational service.

On taking the job McNaughton said:

“I am thrilled to return to the industry’s front line to oversee its delivery.” But speaking to Construction Manager, he now makes clear he is thinking on a larger scale, and is focused on the long-term programme of coastal energy projects at parent company Tidal Lagoon Power.

“This is not a step back,” he says.

“I’ve joined because of the vision of Tidal Lagoon Power. We are building a new power company. Swansea Bay just happens to be the first [project].”

The UK has a commitment to deliver 15% of its energy from renewable sources by 2020, under the European Union’s 2009 Renewable Energy Directive. McNaughton believes Tidal Lagoon Power’s plans for a fleet of six UK lagoons could play a significant role in meeting this target, and satisfying the country’s future energy needs.

“Tidal Lagoon Power is a concept that can make a radical change,” he says. “I will look back in 10 years and not say that we created lagoons, but that we created a new industry. Every person in the organisation understands the future legacy. That is why I became a civil engineer in the first place, to build communities.”

“Invigorated” by the role, McNaughton says he is enjoying working for the younger organisation: “This is something completely different to running a plc. The company is absolutely clear in its vision.

It is so refreshing to have a series of investors and owners that really get the > direction of the company.”

“We are asking funders to back something that will start generating income in four years’ time” Andrew McNaughton, Tidal Power Lagoon

The 9.5 km breakwater will encircle the new 11.5 sq km lagoon in Swansea Bay

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>

Unsurprisingly he is confident this lagoon and its larger siblings will come to fruition. However, the first project, in Swansea, still has to pass several hurdles before it becomes a reality.

The Severn Estuary has a very large tidal range – second in the world only to the Bay of Fundy in eastern Canada – which has led to numerous proposals to use it to generate electricity. The first came in 1925, and many have followed.

All have been brought down by economic and environmental concerns.

But McNaughton believes that, just as the railways expanded in the Victorian age, now is a time when private investment and innovation are key to new infrastructure: “We are now in an age where the government is seeking private investment into infrastructure.” In addition, he points out that the lagoon would have less of an environmental impact than the proposed barrage across the Severn.

“The lagoon is not impounding water,” he says. “The lagoon remains tidal, and a large extent of the foreshore will be pretty much as it was before.”

McNaughton believes the public’s attitudes to sustainable energy and tidal power have become more positive: “There is a public awareness that a change is needed in the way we produce energy.

If you see green energy as a good thing for the future, then you know that there have to be trade-offs. There is now a more mature attitude to looking at the impact, both ecological and for the community.”

Eco friends Environmental groups have given the project qualified support.

Gareth Clubb, director of Friends of the Earth Cymru, says: “Tidal lagoons > are a much better bet than a barrage

The highs and lows of building at sea CROSS-SECTION OF A TURBINE UNIT

WAVE WALL

REINFORCED CONCRETE REMOVABLE SECTIONS

FILL MATERIAL

TURBINE

TURBINE GATE

LAGOON

SEA

REINFORCED CONCRETE

67.5 metres

SHEET PILES

Tidal Lagoon Power’s Swansea Bay project would be the first man-made, energygenerating lagoon in the world. But creating power from the tide is not a new concept: mills driven by ebb tides, known as tide mills, have existed for more than 1,000 years in the UK. In more recent times a barrage at La Rance, northern France, has been generating electricity since 1966 (box, overleaf) and in South Korea the Sihwa Lake Tidal Power Station came into operation in 2011.

The key concepts for a tidal lagoon are well understood, and the turbine technology is tried and tested. The 9.5 km U-shaped breakwater will run from a point next to the mouth of the River Tawe, by the port of Swansea, and then rejoin land next to Swansea University’s new Bay Campus.

A concrete structure at a midpoint in the breakwater – to be built by Laing O’Rourke –

SECTIONAL ELEVATION

will house 16 low-head bulb turbines that will generate electricity as the tide flows in and out of the lagoon. In a similar manner to run-of-river hydropower schemes, flow is created by gravity through the difference in head – or water height – inside and outside the lagoon walls.

Atkins is the client’s engineer. Costain, which is also an investor, will provide project management support to Tidal Lagoon Power.

The Swansea proposal differs from the oftenmooted Severn and existing barrages elsewhere (box, overleaf): unlike these schemes, it does not straddle the estuary and fully obstruct flow. Construction of the £1bn project has been divided into three main contracts: the turbines, the concrete turbine house and sluice gate structure – together known as “the civils package” – and the marine wall. There are also separate contracts for ancillary works, such as the breakwater surface, roads, slipways, utilities

SHEET PILES

“It is actually possible to take advantage of the tides and increase production ” Ton Van der Plas, Tidal Lagoon Power

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Technical Infrastructure

and landscaping, building the visitor centre and the turbine assembly plant. The largest contract by value is the £300m marine works package to construct the 9.5 km wall, for which China Harbour Engineering Company has been named as preferred bidder.

The wall will rise from 5 metres at the shore, where construction will begin, to 20 metres out in the bay. At high tide 3.5 metres of the wall will be visible and at low tide up to 12 metres. It will be constructed over three summer seasons (March to October). The wall will act as a breakwater, protecting an area of water against waves and the project itself from being washed away, but it will also act like a dam, retaining a water-level difference between the open sea and the enclosed bay area.

“We need to create a big swimming pool at sea,” says Ton Van der Plas, senior marine engineer at Tidal Lagoon Power. “It is a dam structure, built offshore, which is designed to withstand alternating head differences four times a day. At the same time, it needs to be stable during storms and wave attack. So it is more than a typical breakwater or a typical dam, and combines the function of those two structures.”

The construction sequence for the breakwater wall is as follows. First, 2 metre-high barrier walls of “quarry run” – randomly shaped stone – are laid parallel under water with the space between them filled with sand.

Further progressively narrower layers of rock and sand are placed on top of the construction until a barrier with a triangle-shaped section is formed (see diagram, right). Larger “rock armour” is then positioned on top of the structure to protect it from the sea.

The fast-flowing water in the estuary means the construction process throughout has to be carefully managed, explains Van der Plas: “A large tidal range [the difference between the high and low tide] comes with tidal flows, which will tend to erode the newly placed material. It is key that any sand placed is protected as quickly as possible by rock or other means to prevent erosion and loss of progress.” The marine contract also include sourcing and transporting the 5 million tonnes of rock to Swansea Bay. To promote the project’s green credentials, Tidal Lagoon Power intends to use as few trucks as

possible, and instead transport the rock by sea.

One plan being explored is to move the rock from a quarry on the Lizard Peninsula in Cornwall, by sea. Tidal lagoon Power’s plans to re-open a disused quarry in Cornwall have come up against local opposition, although the final decision on sourcing the quarry run will lie with China Harbour Engineering Company. The 7 million tonnes of sand required will be dredged from Swansea Bay. Around 80% of the material for the sea wall will be placed using marine equipment rather than manpower.

Although the structure is not technically demanding – Van der Plas describes it as “everyday” – the large tidal range that makes the site ideal for generating power creates complications, as it makes for an extremely variable construction environment.

The bund wall will be constructed with a combination of marine plant, such as barge- and pontoon-mounted equipment, and land-based equipment, with the tide determining what equipment can be used when. This will change throughout each day, explains Van der Plas.

“With low tide, the land-based plant has a maximum work area, but six hours later most of the site will be flooded. With high tide, there will be sufficient water depth for most of the site for marine plant access, but six hours later onethird of the site will be dry or have only limited water depth, prohibiting most vessels from working there.” However, by working on several fronts at the same time, vessels and landbased equipment can move between locations

LAGOON

The wall is structured to withstand alternating differences in the height of the tide four times a day

depending on the tide to continue working.

In fact Van der Plas points out that the tides in the estuary can be advantageous for construction: “With planning and the right equipment, it is actually possible to take advantage of the tides and increase production.

For instance, inspection of completed work can for a part be done in dry conditions as opposed to underwater surveys or even through diver work.”

Connected to the sea wall, an oval 2 km coffer dam will create a dry environment to allow the turbine structure to be constructed, as the final element of the marine contract. Laing O’Rourke was named in May as preferred bidder for the £200m contract to deliver 410 metre concrete turbine house and sluice structure block.

At the south-west of the lagoon the reinforced concrete structure comprises 16 turbine housings and eight sluice gate housings with a 137 metre-wide dividing structure between them. Each housing unit for the 16 bi-directional turbines – supplied by General Electric and Andritz Hydro at a cost £300m – will be 15 metres wide. Set to be assembled in a plant to be built in Swansea, these 7 metre-diameter bi-directional turbines generate electricity from tidal water both entering and leaving the lagoon.

The sluice gate units will each be 16 metres wide. The steel vertical lift sluice gates will act as an additional mechanism to control the water entering and leaving the lagoon.

The structure will also contain operations and maintenance rooms, some below the road level and some above in the “offshore building”.

SEA

CONCRETE CREST ROCK ARMOUR LAYER

REAR FACE PROTECTION

UNDERLAYER ROCK QUARRY RUN BUNDS

SECTIONAL ELEVATION

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YVES JALABERT

>

Rising tide: five marine energy projects Rance Tidal Barrage (above) When it opened in 1966, this barrage across the Rance River in Brittany, northern France, was the largest tidal power station in the world, with an installed capacity of 240 MW. Sihwa Lake Tidal Power Station Currently the world’s largest tidal power station, with an installed capacity of 254 MW, this barrage in South Korea opened in 2011. It was constructed from a seawall built as a flood defence.

Annapolis Royal Generating Station The 20 MW facility on the Bay of Fundy in Canada, the only tidal power station in North America, was opened in 1984.

Incheon Tidal Power Station Currently under construction in South Korea this barrage with 44 turbines will have a capacity of 1,320 MW when it opens in 2017, making it the largest tidal power station in the world by some distance.

SeaGen The world’s first large-scale commercial tidal stream generator was placed in the Strangford Narrows off the coast of Northern Ireland in 2008. The 1.2 MW generator was built to demonstrate the potential of the technology.

MeyGen (planned, below) The first stage of this proposed scheme would place four 1.5 MW turbines on the seabed in Scotland’s Pentland Firth that will take advantage of fast-flowing current to generate electricity.

MEYGEN

Tidal Lagoon Power (planned) Along with the proposal for Swansea Bay, Tidal Lagoon Power wants to create a fleet of lagoons around the UK and has applied for planning for a site in Cardiff. Further

projects are earmarked at Newport and Colwyn Bay in Wales, Bridgwater in Somerset, and West Cumbria (see map, right).

across the Severn. That scheme was universally opposed by the environmental sector because of the catastrophic damage it would have caused to wildlife and habitats.”

The charity is “broadly supportive of the scheme”, if “environmental impacts can be mitigated and managed”. Two areas of concern are the impact on migratory fish and the source of the rock for the lagoon wall. No decisions have been taken on rock supply, but reports that Tidal Lagoon Power is to reopen a quarry on the Lizard Peninsula in Cornwall to extract 3 million tonnes of stone have provoked fierce opposition from locals.

Swansea, however, seems to embrace the project – it is expected to attract 100,000 tourists a year and a visitor centre is planned as part of the scheme. Jonathan Roberts, editor of the Swansea-based South Wales Evening Post, says the “general mood in Swansea is largely positive.”

“The economic benefits, in terms of significant investment, job creation and increased visitor numbers, will be most welcome,” he says. “And there is a strong sense of pride in being chosen to lead the development of this technology.”

The scheme also has political support.

Labour’s Mike Hedges, Welsh Assembly member for Swansea East, says the “vast majority of my constituents are in favour [of the lagoon]”. In addition to 1,850 construction jobs, the project would create 110 roles in operations, maintenance and at the visitor facilities.

A new 9,300 sq m assembly plant for the 16 turbines to be used at Swansea is expected to employ a further 100 people.

Short order But even if all the environmental boxes are ticked, the remaining barrier is financial. However, McNaughton believes the project’s size and speed of delivery, will help: “There was a huge economic problem [with the Severn barrage], as it was too big to finance. There was a lot of time before you see a return on investment. Trying to raise £20bn in capital for a project with a 10-year build time [for the Severn barrage] is a big ask.”

He argues the Swansea project is more realistic: “We will begin commercial operation in 2019, so we are asking funders to back something that will start

Tidal power potential Solway Firth 5,580 MW

Estimated potential for power generation from the 10 tidal sites around the UK that could produce the most electricity

Workington 2,000 MW Morecambe Bay 3,040 MW

Colwyn Bay 2,000 MW

Cardiff 2,000 MW Severn 12,000 MW

Humber 1,200 MW Wash 2,760 MW

Newport 2,000 MW Bridgwater 2,000 MW

Potential barrage sites identified

by Crown Estate Tidal Lagoon Power proposed sites

generating income in four years’ time.”

Tidal Lagoon Power has investment commitments from Prudential and InfraRed Capital Partners for the scheme. However, this is predicated on achieving a “contract for difference” from the government. This sets out a price over a fixed period that will be paid for electricity to a power generator.

It is being negotiated with the Department for Energy and Climate Change, so McNaughton will not comment on the “strike price” the company is seeking.

However, the reported figure of £168/ MWh for 35 years is much higher than the £92.50 strike price for the nuclear reactor at Hinkley Point.

Tidal Lagoon Power explains this by saying its five future lagoons will be larger, and so will benefit from economies of scale to produce cheaper power. It commissioned a report that states that lower strike prices of £130/MWh and £92/MWh would be needed for the second and third lagoons respectively.

“You can’t look at Swansea in isolation”, says McNaughton. “You have to look at the fleet. We believe that when you take a view of the fleet performance over the long term, there is an obvious economic benefit.” There is also potential to export the technology: “We have had interest from several other countries,” he reports.

McNaughton is in no doubt that the Swansea lagoon will succeed where the Severn barrage failed. “Tidal Lagoon Power has the single aim of building lagoons,” he says. “It’s just a fantastic way of generating power.” CM

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Continuing Professional Development Waterproofing below-ground structures

A watertight approach Water ingress below ground can have significant structural and cost impacts on the service life of buildings and structures. Standard BS 8102:2009 offers a guide to the different waterproofing options and combinations that are now available to the construction team. Alex Burman explains

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WATERPROOFING below-ground structures can only be achieved through careful design, the right choice of materials and professional workmanship with quality control on site. With 75% of building failures attributed to water ingress, it is absolutely crucial to get the below-ground waterproofing of new-build structures correct at the earliest possible stage.

All structures need waterproofing, which is in the long term the most cost-effective way to maintain the value of a building.

Defects can occur in any system but risk can be minimised through design, planning, skilled application and a specialist who can offer expert specification advice.

Standard BS 8102:2009 (Code of Practice for Protection of Below Ground Structures Against Water from the Ground) (see box, right) provides some guidance and information on the three types of waterproofing protection available, but choosing the right strategy can still be difficult. And, as water ingress has farreaching financial implications, there is a growing trend to incorporate a combination

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Continuing Professional Development Waterproofing below-ground structures • Standard BS 8102 offers guidance on types of protection • A waterproofing specialist should be included as part of the team • A combination of systems is an increasingly popular solution ● Aggressive groundwater containing

chemicals, commonly sulphates and chlorides in solution ● Unequal static forces caused by load, settlement or uplift ● Dynamic forces – for example, from settlement or seismic activity ● Temperature variations ● Gases in the ground, such as methane and radon ● Aggressive biological influences, such as plant roots or growth, or fungal or bacterial attack.

All of these may adversely influence the use, watertightness and durability of a basement structure, reducing the service life of the entire structure. Effects range from structural damage and cracking, to loss of thermal insulation and corrosion of the steel reinforcement – reinforcing the need for a high-quality and appropriate waterproofing solution.

A fully bonded waterproofing system has been deployed at Farringdon Tube station

of systems – which can include watertight concrete, sheet membrane and cavity drainage – to optimise protection in the long term.

When designing a basement, you must understand the terms of internal use and external effects on the structure. External effects vary from one site to the next, from the type of soil to the level and type of water table. It is crucial to design a basement that is prepared for water – whether it is present or not.

There are stringent standards on durability, exposure and stress conditions for waterproofing systems for belowground structures. Owners usually request a service life of 50 years or more for buildings, and up to 120 years for infrastructure. A failure in watertightness will reduce this. Water ingress will lead to physical attack to the concrete and embedded steel of the structure.

Buildings and below-ground structures are subject to exposure conditions, which vary from project to project. They include: ● Different levels of water exposure and pressure – for example, damp soil, percolating water or water under hydrostatic pressure, open water and variable water tables

Barrier/tanking systems The most common method of waterproofing below-ground structures is the barrier system – applied internally or externally – which incorporates the application of a sheet membrane to the outside of the basement or substructure, or cement-based materials to the inside.

With a barrier system, performance is wholly dependent on the effectiveness of the waterproofing product specified.

A building should not allow water penetration but this becomes even more critical between the membrane and structure. A widely recognised problem for industry experts, a penetrated conventional membrane will make the whole structure vulnerable.

SikaProof A is an innovative fully bonded sheet membrane system for waterproofing in basement and belowground structures. With a special sealant grid and non-woven fleece, SikaProof A provides a unique, mechanical-bond effect to the concrete structure and prevents any lateral water underflow between the membrane and the concrete.

The grid pattern offers additional protection: the integrated sealant bonds tightly with the surface of the concrete, forming watertight mini-compartments.

So even if the membrane is damaged or pierced, moisture or pressured water cannot spread between the membrane and > the concrete structure, as it is contained

Concrete can only be protected from water damage by preventing water ingress entirely

Making the grade Although not UK law, BS 8102:2009 is the document with which designers and specifiers must be familiar when specifying below-ground waterproofing products and systems.

As detailed in BS 8102, there are three grades of protection available: ● Grade 1: Basic utility – some seepage and damp areas are tolerable ● Grade 2: Better utility – no water penetration but moisture vapour tolerable ● Grade 3: Habitable – totally dry environment Grade 1 offers waterproofing standards that are suitable for use in car parking facilities, plant rooms (excluding electrical equipment) and workshops.

Grade 2 delivers protection for such spaces as residential and commercial basements, workshops and retail storage, where water migration is intolerable, but moisture vapour can be allowed.

Grade 3 is necessary where absolutely no water or moisture vapour can be allowed to penetrate. This includes areas for archives and stores for sensitive or valuable materials and equipment.

For the specifier, BS 8102:2009 also gives recommendations on three waterproofing methods, the choice of which should take into consideration all relevant project requirements. The types of waterproofing are: “tanking”, typically using a membrane or cement-based render system; integral protection using an appropriate concrete mix design and admixtures that provide a watertight barrier; and an internal drainage membrane (or water management system) that collects and disposes of water that enters the structure.

Sika Ltd is a wholly owned subsidiary of Sika AG, a global company based in Switzerland that specialises in the manufacture and supply of chemical-based products for construction and industry. A world leader in its field, with subsidiaries in more than 80 countries, 16,000 employees and annual sales of CHF4.8bn (£3.3bn), Sika is also committed to providing quality, service, safety and environmental care.

In the UK, Sika provides market-leading solutions for concrete, waterproofing, roofing, flooring, refurbishment, sealing and bonding, and industry. It has plants in Welwyn Garden City, Preston and Leeds, 700 employees and annual turnover of £190m.

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Continuing Professional Development Waterproofing below-ground structures

>

Floor to sealing at Farringdon Tube This access shaft at London’s Farringdon Tube station was formed by the construction of concrete piles around the perimeter, followed by the excavation of the enclosed earth from within. The pile rings and base slab were then constructed.

A safe and reliable waterproofing solution was required to prevent any water ingress through and around the base slab, which is of circular section, around 200 sq m in area, and situated 20 metres below ground level. Dense steel reinforcement within the base slab, and the complicated detail at the intersection between the cast slab and the sprayed concrete lining, meant that traditional rear-guard waterbars were not an option to seal the joint.

The fully bonded waterproofing membrane system SikaProof A-12 was selected to prevent water ingress through the base slab. It is a completely engineered solution, which produces a mechanical bond with the concrete, and incorporates a unique grid pattern of sealant that prevents any lateral water underflow and migration between the membrane and concrete.

Sika Tricosal Metal Waterstop, SikaSwell A-2010 and SikaFuko VT 1 jointing solutions were installed around the perimeter of the slab to protect against any water ingress at the interception of the slab and the walls.

Integral waterproofing systems have gained popularity because of their buildability, repairability and reduced cost

within the damaged grid square.

Concrete can only be fully protected from water damage by preventing water ingress entirely. An external membrane is the most effective barrier. Installed externally and covering the entire basement structure in contact with the ground, the Sikaplan waterproofing system is divided into compartments with a network of cast-in-place compatible waterstops welded to the membrane.

Used extensively in heavy civil engineering projects or in highly aggressive conditions, this type of protection makes it easy to locate the position of a leak. Once identified by the control and injection sockets, remedial action can be taken quickly at any time during the product’s service life to ensure watertightness is not compromised.

As with any waterproofing system, it is crucial to choose a barrier or tanking product that offers proven performance.

First used in 1910, the cement-based Sika 1 waterproofing system forms an integral part of the structure, and is designed to last the lifetime of that structure.

Suitable for internal or external applications, it incorporates a specially developed admixture – a liquid with microscopic insoluble particles suspended in it – which is mixed with blended prebagged mortars. Once it has been hand applied, the admixture reacts to water by turning into a jelly-like substance, blocking gaps and capillaries, and providing an invisible, impregnable seal.

Bonding with the substrate, it essentially becomes one with the structure.

Integral waterproofing Watertightness can also be incorporated into the build process through integral waterproofing. Integral waterproofing systems have gained popularity because of their inherent buildability, repairability and reduced cost. When relying on concrete for a watertight barrier, the detailing of joints and penetrations, as well as “crack-free” concrete, are key.

Design and execution should also consider a limited crack width, correct mix design, an effective curing regime and pour sequencing to avoid shrinkage or cracking.

Integral waterproofing may not be suitable as a gas barrier on its own, but can be combined with a membrane to offer methane, radon and carbon dioxide

resistance. An integral waterproofing system is not suitable for an application such as a podium deck, where thermal movement and shrinkage may lead to cracking. Additional measures are needed where, for example, radon is an issue. Even “crack-free” concrete will contain microcracks that provide a potential path for radon and methane to enter the building.

The Sika Watertight Concrete System offers a solution in the waterproofing of concrete structures. Admixtures are added to the concrete to prevent water penetration. The system is completed with carefully selected waterstops for construction and movement joints.

Water management Prevention of water penetration should always be the first waterproofing method.

But when penetration cannot be prevented, such as in challenging renovations, cavity drain membranes work on the principle of allowing water to continue to penetrate the structure, and then managing the water and diverting it into a suitable drainage point.

Used where the substrate is not strong enough to resist stresses caused by water pressure, cavity drains can be used to achieve grades 1-3 in BS 8102.

Irrespective of conditions at the design or installation, BS 8102 states that it must be assumed that hydrostatic pressure is going to occur at some time during the lifetime of the basement.

When specifying a cavity drainage system, consideration must be given to the form of construction, groundwater levels, external ground drainage, soil type and ground contamination. Using a mechanical pump to remove the water, the Sika Cavity Drainage System combines the waterremoval system with a secondary internal wall and floor to control water after it has penetrated the structure.

Using a high-density polypropylene internal drainage membrane, the Cavity Drainage System is installed loose laid in flooring applications, and attached to the wall with surface plugs in vertical installations. The system directs penetrating water into a drainage system and a collection sump before using a pump to discharge water from the building.

While each system has its own advantages and suitability for specific projects and applications, most >

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Continuing Professional Development Waterproofing below-ground structures

Fully bonded membrane system

CPD online.

Your new home for learning.

1

2

3

1. SikaProof®-A 2. Internal applied waterstops 3. Over-bonding sealing tape system

>

manufacturers only offer one type.

However, as projects become increasingly complex, specifiers are combining different solutions to create a highly robust waterproofing strategy.

When the assessed risks are deemed to be high or the consequences of failure to achieve the required internal environment are too great, BS 8102: 2009 recommends a combination of systems. This approach could use the application of tanking and watertight concrete to provide an impenetrable structure.

External waterproofing membranes are the most widely used in the UK and many other countries. Often they perform a dual purpose: waterproofing as well as offering an additional protection for the concrete in aggressive ground conditions.

For combined refurbishment and newbuild projects, different systems could be specified – for example, render systems for retro-installation as part of the refurbishment and watertight concrete, or membranes for the new-build element.

In heavy civil engineering and tunnelling applications, or aggressive ground conditions such as those found in the Middle East, membrane strength, durability and performance are key in the specification process. For example, a flexible polyolefin (FPO) membrane can be expected to have a service life of more than 75 years, while a bitumen membrane of a similar thickness is expected to last about 25 years. Flexible materials such as polyvinyl chloride (PVC-P) and FPO have superior crack-bridging ability and stresscrack resistance compared with highdensity polyethylene (HDPE).

In BS 8102:2009, the new design team

code states that early involvement and good communication are essential for the success of any project involving belowground structures. The code also recommends “a waterproofing specialist should be included as part of the design team so that an integrated waterproofing solution is created”.

It is implied that the specialist should have knowledge of the waterproofing systems available, the requirements of BS 8102, and structural and geotechnical knowledge. The Certificated Surveyor in Structural Waterproofing (CSSW) qualification is the highest accreditation in the structural waterproofing industry.

It gives the client assurance that the specialist has passed the CSSW examination, and legal and health and safety examination.

As the waterproofing specialist, the product manufacturer or supplier must be made aware of any design decisions or specifications that may affect waterproofing performance. It must also approve final decisions and recommendations.

To ensure buildings are impenetrable to water while meeting the building standards of today and the future, a considered approach to the selection of a product needs to be taken. A single solution may not be right. The NHBC has also upped the ante with higher standards of waterproofing, most notably in terms of habitable below-ground accommodation, insisting that a combined approach to waterproofing should be used. CM Alex Burman is product manager – waterproofing at Sika.

Specifiers are moving towards an integrated approach, combining solutions to create a robust waterproofing strategy

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.construction-manager. co.uk/cpd

CPD test paper

Waterproofing belowground structures 1. Under BS 8102:2009 what grade of protection is required to create a totally dry environment? ● Grade 1 ● Grade 2 ● Grade 3 ● All of the above 2. What is the most common method of waterproofing? ● Barrier or tanking systems ● Integral waterproofing ● Water management ● A combination 3. What percentage of building failures are attributed to water ingress? ● 75% ● 85% ● 80% ● 90% 4. What factor may adversely affect the watertightness and durability of a basement structure? ● Dynamic forces ● Gases in the ground ● Temperature variations ● All of the above 5. How long is the service life of a flexible polyolefin (FPO) membrane? ● 60 years ● 70 years ● 65 years ● 75 years

48 | JULY/AUGUST 2015 | CONSTRUCTION MANAGER

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22/06/2015 17:18

Continuing Professional Development Delivering zero-carbon buildings

• Latest Part L update provides clarity on best design routes • New Fabric Energy Efficiency Standard places stress on building fabric • Allowable Solutions to play key part in delivery of zero-carbon homes from 2016

Getting ahead on the road to zero carbon Designers and construction managers, already under pressure to meet the zero-carbon homes target, must also prepare for the next revisions to Part L in 2016. Rob Warren considers the key compliance issues the performance of the building fabric through low U-values (heat loss), good design and construction methods, while reducing or removing the reliance on other “bolt-on” carbon-reducing measures, such as photovoltaic panels. As the most cost-effective and efficient method of reducing carbon emissions, a “fabric first” approach will bring us closer to the energy performance requirements of Part L 2013.

FOLLOWING LENGTHY deliberations, the

Code for Sustainable Homes When Part L was revised in 2010, the 25% reduction in emissions over 2006 levels was equivalent to the energy requirement of level 3 of the Code for Sustainable Homes (CSH). The code was introduced in 2007 to provide a voluntary standard for the design and construction of sustainable new homes. It covered aspects of sustainability, including water use, pollution, materials, ecology, and finally energy use – which lined up with

Celotex GA4000 insulation board can be used for floors, walls and roofs

CPD

revisions to Part L 2013 of the Building Regulations finally came into force in April 2014. Prior to these, it was expected that Part L 2013 would propose a further 25% reduction in carbon emissions over 2010 regulations. However, in reality, the final numbers after consultation were a 6% reduction for new-build housing and a 9% reduction in carbon emissions for new non-domestic buildings.

Buildings account for 45% of the UK’s emissions and, as a key regulatory tool to drive carbon reduction in the built environment, Part L has been used to map out a path to zero-carbon houses in 2016. The latest update has provided much-needed clarity and guidance on the best route to this target, and has shifted the emphasis away from focusing purely on carbon emissions through the introduction of a new target looking at the energy requirement of the house.

This target looks at the energy required to heat and cool the house to maintain a comfortable internal temperature. It is known as the Fabric Energy Efficiency Standard (FEES), and achieving it relies on a strong building fabric designed and constructed to reduce draughts (in other words, high airtightness), and limit heat loss where elements of the building join together (known as thermal bridging).

Despite continuous dilution of the legislation requiring all new houses to be zero carbon from 2016, the principle of using regulations to drive down emissions remains in place. The key to achieving lower emissions in new-build housing is to take a “fabric first” approach: maximising

the carbon reductions set out in Part L. Although the code was withdrawn in March 2015, following the government’s Housing Standards Review, its carbon reduction levels are still relevant as we map our way towards zero carbon in 2016. This apparent link between the CSH and Part L has provided designers and construction managers with a good idea of the direction in which the regulations were heading. The timeline for Part L and the Code for Sustainable Homes initially envisaged a 25% carbon reduction over Part L 2006 in 2010 (equivalent to achieving CSH level 3), 44% over 2006 in 2013 (equivalent to level 4) and a 100% reduction in 2016 (equivalent to level 5) – all based on Part L 2006 standards.

But the actual reduction in Part L 2013

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Continuing Professional Development Delivering zero-carbon buildings

The key to achieving lower emissions is to take a “fabric first” approach – removing the reliance on bolt-on measures such as PV panels

Celotex is the UK’s leading manufacturer of high performance PIR insulation boards.

Since 2012, the company has been part of the Saint-Gobain Group after it was acquired by the world leaders in the design, manufacture and distribution of building materials.

With a history of continual product innovation, technical progression and a product and service package spanning 90 years, Celotex remains the insulation specialist of choice. The company’s marketleading range of products encompasses the thinnest and thickest PIR boards available across the construction industry.

carbon-reduction measures such as retrofitting existing buildings; and use of a third party to offset the required amount of carbon or payment into a carbon abatement fund.

was in fact just 6% (instead of 25%). This altered the figures to give the outcome shown below (table, below).

So what effect have these changes to Part L had on the zero-carbon trajectory?

Understandably, a considerably smaller reduction in Part L 2013 has meant that, if the target remains unchanged, a bigger increase in reductions will be required in 2016 to get us back on track.

Interserve, England’s first carbon-negative Passivhaus office, is situated at Watermead business park in Leicestershire. Celotex GA4000 insulation was used to help lower the U-value of the walls

How UK carbon reduction targets have gone off track Part L

Actual carbon reduction

CSH level

2010

25% over 2006

Level 3

2013

29.5% over 2006

-

100% reduction

Level 5

100% reduction and net zero carbon

Level 6

2006

2016

In addition, following the Queen’s speech of June 2014, it became clear that zero carbon had a new definition. All new houses would have to be built to level 4 of the Code for Sustainable Homes with the extra carbon reduction required to get to level 5 (in other words a 100% reduction in emissions compared with Part L 2006) achieved through a mechanism called “allowable solutions”. These allow the offset of carbon through nearby or remote measures and will play a key part in the strategy for the delivery of mainstream zero-carbon new homes from 2016.

Options for allowable solutions include: use of connected measures such as a heat network – a system that distributes heat generated in a centralised location for residential and commercial requirements; housebuilders taking their own offsite

Designing for the future As the zero-carbon definition and Part L are on course to alter again in 2016, it now looks highly likely that the next change will take us to the carbonreduction equivalent of CSH level 4. This means houses built under Part L 2016 will require a 25% reduction over 2010 levels.

It will be the change to Part L that we expected in 2013, only three years late.

So what challenges will the “new” post-2014 definition of zero carbon and a forthcoming 25% reduction in emissions bring to the industry?

The key challenge lies in understanding the requirements to meet the Fabric Energy Efficiency Standard (FEES). This sets out a proposed maximum space heating and cooling energy demand for zero-carbon homes and was introduced in Part L 2013.

When carrying out the standard assessment procedure (SAP) calculations to demonstrate Part L compliance, designers have to hit the target emission rate (TER). But now, under Part L 2013, there is a second target based around the energy per square metre – expressed as > CONSTRUCTION MANAGER | JULY/AUGUST 2015 | 51

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Continuing Professional Development Delivering zero-carbon buildings

Heat lost through thermal bridging can amount to up to 30% of the total heat lost in a house

> kWh/sq m/year – required for the space heating and cooling of the home. So the target fabric energy efficiency (TFEE), relies on designing and delivering a good building fabric.

Fabric first Just as Part L has changed over the years, the typical performance of the fabric has improved, lowering U-values. As a result of the flexibility of the “whole house” approach to compliance within Part L, the actual U-values depend on the type of property and design approach taken.

However, U-values have typically been getting lower as the benefits of a “fabric first” approach to compliance increase as targets become more challenging.

There was a time when Part L compliance could be achieved with U-values close to the “limiting fabric parameters” – the highest U-values permissible under Part L. However, in the 2013 update, it is clear that designers should work instead to the U-values in the “notional building” provided in the document to have the best chance of achieving compliance (table, below).

Acceptable U-values under Part L have become lower

Take two houses: compliance in practice Based on two houses of typical brick and block construction in the Severn Valley – one semidetached, the other detached and with different bedroom sizes – here are the typical design parameters to achieve compliance under three standards: the specification required for current compliance to Part L 2013; what would be needed to hit the Code for Sustainable Homes level 4 “zero carbon”; and the benefit of bespoke thermal bridging.

In the two-bedroom house, level 4 requires lower U-values in the floor, wall and roof and better performing windows. Bespoke thermal bridging allows the floor U-values and window performance to return to that required under current Part L 2013 compliance. In the larger house, level 4 requires a more efficient gas boiler and photovoltaic solar panels, in addition to improved floors, walls, roof and windows. However, the use of bespoke thermal bridging allows compliance without the need for the photovoltaic panels.

Two-bedroom semi-detached house with a total floor area of 80 sq m Part L 2013

CSH level 4 “zero carbon”

CSH level 4 “zero carbon” with bespoke thermal bridging values

Wall (U-value)

0.18

0.16

0.16

Limiting fabric U-value

Typical Part L 2010 compliance value

Notional building values in Part L 2013

Party wall (U-value)

0

0

0

Wall

0.30

0.20 to 0.23

0.18

Floor (U-value)

0.13

0.11

0.13

Floor

0.25

0.15 to 0.20

0.13

Roof (U-value)

0.10

0.09

0.10

0.13

Windows (U-value)

1.4

1.2

1.4

Roof

0.20

0.15 to 0.18

Air permeability (m /hm )

4

4

4

Ventilation

Natural

MVHR

MVHR

Thermal bridging Y-value (W/m2K)

0.1135

0.1135

0.0626

Gas boiler

88% efficiency

89.5% efficiency

88% efficiency

Photovoltaic panels

No

No

No

3

As buildings have become better insulated, the importance of the joins in the fabric – for example, between walls and floors, windows and walls, and walls and roofs – has become even more critical.

Heat loss through gaps in this “thermal bridging” can amount to up to 30% of the total lost in a house. These areas are also prone to surface condensation and, in some cases, mould growth.

To assist with good design in this area, a longstanding set of thermal bridging details called “accredited construction details” (ACDs) has been supplied by the government. These allow for the reduction of heat loss through junctions and lower psi values (a measurement of heat loss, where the lower the number, the lower the heat loss) to be entered into the SAP calculation leading to a subsequent reduction in the carbon emissions. >

2

Four-bedroom detached house with a total floor area of 116 sq m Part L 2013

CSH level 4 “zero carbon”

CSH level 4 “zero carbon” with bespoke thermal bridging values

Wall (U-value)

0.18

0.16

0.16

Floor (U-value)

0.13

0.11

0.11

Roof (U-value)

0.1

0.09

0.1

Windows (U-value)

1.4

1.2

1.2

Air permeability (m3/hm2)

4

4

4 MVHR

Ventilation

MVHR

MVHR

Thermal bridging Y-value (W/m2K)

0.0845

0.0845

0.0465

Gas boiler

88% efficiency

89.5% efficiency

89.5% efficiency

Photovoltaic panels

No

Yes. Peak power 0.5 kW

No

52 | JULY/AUGUST 2015 | CONSTRUCTION MANAGER

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Offering Premium performance and the broadest range of PIR insulation available, Celotex ensures you can achieve better U-­values and thinner solutions.

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Continuing Professional Development Delivering zero-carbon buildings

>

However, in Part L 2013, it has become clear that using ACDs makes compliance more challenging, and to reach CSH level 4, it will be beneficial for the designer and construction manager to look at new, more efficient thermal bridging designs that offer lower psi values than ACDs. Airtight and draught free The air permeability of a dwelling is a measure of its airtightness – or how draughty it will be inside. Draughts entering through gaps and cracks in the building fabric allow warm air to escape and cold air to enter, so the heating system has to work harder to heat up the air, using more fuel and therefore raising the property’s carbon emissions.

Typical values of air permeability are between 5 cubic metres/hour/sq m and 7 cubic metres/hour/sq m at 50 Pascals (50 N/sq m). But for the new zerocarbon home designed to the post-2014 definition, it is likely that more demanding levels will be required of 4 cubic metres/ hour/sq m or less. To achieve this, extra care must be taken to reduce all possible gaps around windows, doors and service penetrations throughout the fabric.

Low levels of air permeability require a closer look at effective ventilation strategies to ensure that the indoor air quality does not suffer. Lack of adequate ventilation can lead to moisture build-up, causing mould and damp issues, or high concentrations of carbon dioxide (levels above 1,000 parts per million can lead

to occupants feeling drowsy), as well as making it difficult to expel cooking odours.

A more suitable solution would be a mechanical ventilation and heat recovery (MVHR) system to achieve compliance with Part L 2016 and zero carbon. MVHR systems offer whole-house ventilation that supplies and extracts air in a property.

Of all the parameters affecting FEES, U-values, thermal bridging and air permeability have by far the biggest influence on compliance to a CSH level 4 specification. To show the changes that may be needed taking the above into account, please see the studies on p48.

There are genuine benefits to focusing on thermal bridging values

Looking to the future To meet the government’s target of an 80% cut in carbon emissions by 2050, higher standards of site and building design, sustainable construction practices and a fabric first approach are required.

Building more thermally efficient structures and achieving lower U-values will be instrumental in meeting both Part L 2016 and zero carbon. However, there are genuine benefits to focusing on thermal bridging values and designing with low levels of air permeability.

If the construction industry continues to improve the way it designs and builds the fabric of new houses, the next change in Part L 2016 and zero carbon might have a much smaller impact than first anticipated. CM

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.construction-manager. co.uk/cpd

CPD test paper

Delivering zero-carbon buildings 1. In what year are all new houses required to be zero carbon? ● 2016 ● 2018 ● 2020 ● 2050 2. What is the second energy target in Part L 2013 called? ● Fabric Energy Efficiency Standard (FEES) ● Target Emission Rate (TER) ● Standard Assessment Procedure (SAP) ● Target Fabric Energy Efficiency (TFEE)

Rob Warren is head of technical at Celotex.

3. What is the potential percentage heat loss resulting from thermal bridging in a house? ● 10% ● 30% ● 50% ● 70% 4. What is the anticipated U-value required in a wall to hit CSH level 4 “zero carbon” in both the house types shown? ● 0.08 ● 0.16 ● 0.24 ● 0.32

Vista Apartments in Peterborough will be built to level 6 of the Code for Sustainable Homes using Celotex insulation

5. In the four-bedroom detached house example, what value of thermal bridging Y-value allows level 4 to be achieved without the need for photovoltaics? ● 0.0465 ● 0.1465 ● 0.2465 ● 0.3465

54 | JULY/AUGUST 2015 | CONSTRUCTION MANAGER

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Contact Contact THE CHARTERED INSTITUTE OF BUILDING MEMBERS’ NEWSLETTER ISSUE 134 JULY & AUGUST 2015

IN THIS ISSUE

56-61 ON THE RADAR

All the latest news and developments from the CIOB at HQ and in your area including the North West Construction Summit

62 COMMENT

The self-styled LinkedIn Man on why you don’t need to pay to benefit from the site’s services

63 CBC IN PROFILE

M4Property Solutions and its diverse services and clients

64 IN GOOD COMPANY

The Thames Tideway Tunnel

65 ONE TO WATCH Nochum Dewhurst

66 MEMBER BENEFITS

Take advantage of exclusive member offers

67 DATES FOR YOUR DIARY Key events by region for the month ahead

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ON THE RADAR

Contact | Jul & Aug 15

CMYA

CMYA judges embark on a summer of site visits The second phase of the 2015 Construction Manager of the Year Awards is underway as judges prepare to visit 75 projects across the UK. The CMYA awards, now in their 37th year, are unique in the built environment sector for focusing on the ingenuity and leadership of construction managers, rather than sites or project teams. Entries range from small residential schemes to hospitals, schools, iconic restoration projects and giant commercial programmes valued at more than £100m.

A 22-strong team of judges will be

forensically assessing the 10 categories. They will not only be examining the finish and quality of the completed building, but also how the project manager dealt with the unique challenges of his or her location. Each project is marked against a broad range of criteria, which is later explored in an in-depth interview in front of a panel of experts.

Gareth Davies FCIOB, chair of this year’s £12-£20m projects category, has been judging CMYA for eight years and says that the site visit phase often throws up surprising frontrunners.

“We’ve seen the projects on paper, but it’s impossible to appreciate the complexity of each site until you walk round. Every year I meet people who have performed minor

miracles on seemingly routine jobs. They can easily become top contenders,” he says.

Another judge, Jane Wade MCIOB, says that the judges’ task is to focus on the achievements of the individual, and not be swayed by the glamour of a finished structure.

“The building could be architecturally stunning and in a fantastic location, but that’s not what we’re scoring,” she says. “This competition assesses what the project managers delivered.”

Candidates that pass this summer’s site assessment and interview will become CMYA finalists. In recognition for the high standards that they have demonstrated in reaching this stage, any finalists that are not full CIOB members will be invited to become chartered.

EGM/AGM

NOTICE OF MEETINGS: AGM AND EGM CIOB EGM NOTICE OF MEETING

Notice is hereby given that an EXTRAORDINARY GENERAL MEETING of The Chartered Institute of Building will be held at Cambridge City Hotel, Cambridge on Tuesday 21 July 2015 at 0900hrs, when the Resolution given below will be considered and, if thought fit, passed.

pp56-57 NR FINAL.indd 57

COMMENTARY: 1. The reason for this Resolution is that Bye-Law 21(c) requires the Board of Trustees to seek confirmation of annual subscriptions if there are three successive increases in annual subscriptions of 15% or

Amount (£) £304 £261 £222 £222 £222 FREE £30

less fixed by the Board.

2. The Board of Trustees has authorised that the subscription levels for 2015 shall be determined based on established principles and using the current economic indicators.

3. The approval of this Resolution requires a simple majority of Fellows and Members present at the meeting and voting.

Note: All classes of members are welcome to attend the meeting and, with the permission of the Chair, to speak. Only Fellows and Members personally present are entitled to vote upon any Resolution. Voting shall be by a show of hands, unless a poll is demanded in accordance with Bye-Law 49.

AGENDA 1. Notice convening the meeting.

2. Apologies for absence.

3. To confirm the minutes of the Annual General Meeting held on 16 June 2014 and the Extraordinary General Meeting held on 24 November 2014 (see note below).

4. To consider the Annual Report of The Chartered Institute of Building including Audited Financial Statements for the year ended 31 December 2014.

5. To appoint the auditors of the Institute and to authorise the Board of Trustees to agree their remuneration.

6. To consider the composition of the Board of Trustees for 2015/2016: 6.1 Installation of the new President.

6.2 Declaration of the election by the Board of Trustees of Officers & co-opted members.

6.3 Confirmation of the Board of Trustees following election and selection.

6.4 Vote of thanks from the Incoming President.

7. Any other business.

8. Date of next meeting June 2016 Note 1: Copies of the minutes of the previous Annual General Meeting held on 16 June 2014 and the Extraordinary General Meeting held on 24 November 2014 will be available at the Annual General Meeting on 21 July 2015. Any member who requires copies prior to the meeting should apply to the Institute Secretary at CIOB, 1 Arlington Square, Bracknell, Berkshire RG12 1WA, UK.

CIOB News

AGENDA 1. Notice convening the meeting.

2. Apologies for absence.

3. To consider and, if thought fit, pass the following resolution (see commentary below) THAT in accordance with the provisions of Bye-Law 21 the annual subscription when paid in pounds sterling, in respect of each

Class of Member Fellow Member Associate / Incorporated Applicant (effective 1 July 2015) Student – non studying (effective 1 July 2015) Student – full time Student – part time / in employment class of membership from and including 1 January 2015 shall be as set out hereunder.

Notice is hereby given that the one hundred and eightyfourth ANNUAL GENERAL MEETING and the thirty-fourth of The Chartered Institute of Building will be held at Cambridge City Hotel, Cambridge on Tuesday 21 July 2015 at 0910hrs or as soon as practicable after the close of the EGM for the purposes set out below.

By order of the Board of Trustees SAMANTHA TEAGUE, Institute Secretary, May 2015

By order of the Board of Trustees SAMANTHA TEAGUE, Institute Secretary, May 2015 Note: The Board of Trustees has decided under the powers given in Bye-Law 56 to permit members of all classes to receive this notice, to attend the meeting and, with the permission of the Chair, to speak. Only Fellows and Members personally present are entitled to vote upon the Resolution.

ANNUAL GENERAL MEETING

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22/06/2015 12:29

ON THE RADAR

Contact | Jul & Aug 15

middle east

Presidential initiatives marry academia and construction

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Two recent events have placed CIOB at the fulcrum of worldwide academic and company research in the built environment.

CIOB President, Professor Ghassan Aouad, who is also President of the Applied Science University in Bahrain, brought together his extensive network of academic, industry and diplomatic contacts to meet at two events in May to discuss sustainability and how it can be achieved in a European and Middle-Eastern context and also to talk about the vulnerability of construction management as an academic subject.

The two events, one in Bahrain and one in Manchester, were attended by a stellar list of nearly 300 academics, diplomats and industry figures including the British Ambassador to Bahrain and nearly a dozen other ambassadors including those from Palestine and Iraq.

In Manchester, more than 60 top academics came to hear about the increasing vulnerability of construction courses. There was also a presentation by Professor Alan Penn, chair of the REF panel on Architecture, Built Environment and Planning.

Professor Aouad emphasised the importance of academia, industry and professionals working together. He also stressed the need to address the vulnerability of built environment education.

Two CIOB presidential initiatives brought academia and industry together in UK and Middle East

The second event, the Forum on Sustainable Buildings and Infrastructures, in Bahrain featured an even broader range of attendees from right across the Middle East. Almost 200 delegates attended the event which was hosted by the CIOB in association with the Applied Science University, Bahrain and Bahrain Society of Engineers.

Speakers shared good practice in sustainability and the latest thinking on sustainable cities and how this could be interpreted in the Middle East. Conclusions included that water and energy are too cheap in Bahrain and that this has held back the development of resource efficient buildings; and that the plethora of codes was felt

to be an issue for those not expert in sustainability and building requirements. However, the way selfcertification has been implemented for some aspects of building regulations in Bahrain was felt by the panel to be a very good idea.

Professor Aouad awarded three special fellowships at the event to Professor Waheeb Alkhaja, of the Applied Science University Bahrain, Dr Nabil Al-Tawil, director of Hill International, based in Abu Dhabi and Dr Assem AlHajj Academic head at Heriot Watt University, Dubai.

Also at the event the Bahrain Society of Engineers (BSE) signed a Memorandum of Understanding with the CIOB.

west midlands constructing excellence awards

INVENTIVE USE OF DRONE COULD WIN INNOVATION AWARD IN WEST MIDLANDS

CIOB News

CONSTRUCTING EXCELLENCE AWARDS IN WEST MIDLANDS ANNOUNCE WINNERS THIS MONTH

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Members in the West Midlands watched how a drone has been used to survey buildings recently, as part of a series of presentations by those shortlisted for the Constructing Excellence Awards in the West Midlands which will be announced on 10 July.

Five companies

presented on their shortlisted projects: Ground Source Consult, Tweedale, Shaylor Group, Clancy Consulting and Speller Metcalfe.

The drone was brought along by Shaylor Group and Stone’s Throw Media.

Shaylor is nominated in the innovation category.

More than 600 leaders

and innovators from across the construction sector will gather at the ICC, Birmingham, to hear who will win the awards.

Co-hosted by the CIOB West Midlands branch, Acivico Limited and the Built Environment Hub, the event incorporates Acivico’s ‘Built In Quality Awards’ and the Built

Environment Hub’s ‘Constructing Excellence Awards’. Thirteen category winners will be announced on the night.

To see all finalists or to buy tickets visit http//west. celebratingconstruction awards.org

22/06/2015 11:26

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 memenquiry@ciob.org.uk 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

greater manchester construction summit

members

Industry summit to tackle tough topics

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This year’s Greater Manchester Construction Summit is set to attract more than 500 delegates, making it the largest event of its kind outside London and will feature government chief construction adviser, Peter Hansford, as guest speaker.

The summit, which takes place on the 15 July, is being organised by Greater Manchester Chamber of Commerce and the CIOB. The event offers a unique opportunity for the construction industry to make the Government aware of the challenges the sector faces and the significant impact it has on the regional and national economy.

With construction output worth £30bn in the North West alone up to 2018, the summit will address the key issues of growth, procurement, innovation, skills and training. Delegates will be able to vote live on various issues during the summit to fully inform the debates.

Bridget Bartlet, deputy chief executive of the CIOB, said: “With a multi-billion pound pipeline of work, Manchester and the construction industry have an opportunity to create a sustainable legacy that will shape the city for generations to come and could point the way for other cities around the world.

“Part of that has to include developing local skills and talent and attracting them into a professional career in construction. The summit

ACHIEVEMENT CEREMONY

Manchester summit is largest event outside London

brings together many of Manchester’s key players and we look forward to taking part in a lively discussion.”

The summit will feature of a wide range of panel discussions looking at the issues including the future challenges of construction, connecting northern cities, how to overcome growth obstacles, and devolution.

Final sponsorship packages are available, but are limited. Anyone purchasing 10 tickets can have a free exhibition space worth £500. If you are interested in finding out more, email katherine. eaton@gmchamber.co.uk.

On 22 May a Recognition of Achievement ceremony was held at the Clothworkers’ Hall, Dunster Court in London. Past President Colin Harding FCIOB presented certificates to 10 new Fellows, 43 new Members and two Chartered Building Company representatives.

CIOB Deputy Chief Executive Bridget Bartlett also officiated at the ceremony.

NEWLY APPOINTED FELLOWS: Neil Dearmer, Surjit Kainth, Sean Larkin, Martin Maclennan, John McIlwaine, Keith Miller, Ian Parker, Peter Rowe, David Smith and Martyn Tuttey NEWLY APPOINTED MEMBERS: Mazin Abyu Sayf, Simon Adamson, Jonathan Bass, David Bevan, Micheal Butcher, Christopher Coxhead, Paul Cribbens, Prince Dakpoe, Stephen Dawson, Ronald Dower, Crawford Dunn, Paul Fairholm, Robert Farrow, Ian Frelick, Matthew Gentry, Adam Golden, Jason Grailey, Dan Hawkins, Philip Holden, Enor Homiah, Justin Howard, David Jowett, David Kirkwood, Jamie Lewis, Matthew Lindstrom, Paul Lockwood, Emily Long, Trevor Macguire, Scott Mildren, Kevin Morris, Roger Morton, Matthew Neale, Michael Ogunyemi, Richard Partridge, Antony Pullen, Michael Pyatt, James Shannon, Jon Shepherd, Andrew Skene, Alistair Snell, Stephen Straine-Francis, James Tittensor and Eamonn Walsh NEW CHARTERED BUILDING COMPANY: Tue Lausten Lehrmann MCIOB and Marcus Postlethwaite of Magna Design Build Ltd

event

LATEST OFFSITE EVENT TO FOCUS ON FUTURE OF HOUSEBUILDING THE THIRD EXPLORE OFFSITE EVENT IS TAKING PLACE THIS MONTH IN BIRMINGHAM WITH A THEME FOCUSING ON THE HOUSING SECTOR

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offsite construction industry including Alex Smith, architect for Hawkins Brown who will be profiling Banyan Wharf, which at 10 storeys, is set the take the title of the tallest cross laminated timber residential building in Europe.

The CIOB has supported and exhibited at the Explore Offsite London and Nottingham events and the CIOB West Midlands

branch will be event partners for the Birmingham conference and exhibition that runs alongside it.

The event takes place on 7 July at the National Motorcyle Museum. Explore Offsite Commercial with take place in Manchester on 24 November.

Tickets are £95 +VAT. Book at www.exploreoffsite.co.uk/ book

CIOB News

It is an opportunity to hear current thinking on the topic and investigate new technologies and how off-site construction can provide the solution to the housing crisis.

The event aims to create a platform for construction clients, architects, engineers and contractors to come together and discuss the latest offsite solutions. Speakers are drawn from pioneering companies in the

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22/06/2015 11:26

ON THE RADAR

Contact | Jul & Aug 15

easT oF enGland

news in BrieF

Norfolk port visit takes members ship to shore

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STUDENTS GET COMPLIANT

CIOB Novus hosted a seminar in Belfast for students and construction professionals on the subject of compliance management. Two topics were discussed: top tips for preparing for an ISO Audit and 10 contractual nightmares to avoid.

Speakers were Paula Brady, auditor at IMS international and Ruth Farrell, director at Farrell McAvoy Limited. > BIDCON BIM COMBINES WITH ASTA POWERPROJECT FOR 5D PLANNING

Wells is the base for a harbour to service off-shore wind farmxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

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CIOB Norfolk Centre Members attended a visit to Wells next-the-Sea harbour in May to view alterations to the port to create a new outer harbour to serve the Sheringham Shoal offshore wind farm.

The outer harbour was constructed specifically for serving the wind farm and has been a great success as explained by harbour master Robert Smith and deputy harbour master Simon Blakeley who arranged and provided a boat tour from the quayside to the outer harbour.

The harbour had to be dredged to allow a longer access window for the services boats to enter and exit. Smith and his team had to deal with a raft of issues to satisfy environmental requirements and the daily problems to ensure that the harbour functioned efficiently and successfully. Members experienced what it was like within the new outer harbour with its 165m of shore-accessed pontoon wesT Midlands

CIOB News

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CIOB were guests of Balfour Beatty at the Chamberlain Halls site for the University of Birmingham. The £40m new build scheme provides over 700 accommodation units for University students and demonstrates use of off-site construction techniques.

Views from the accommodation blocks, extend across the university estate, Edgbaston and beyond.

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berths with all associated services, including fuel, fresh water and electricity. The harbour has been operating since 2010.

Smith explained that the choice of Wells for the location of the harbour has had a large knock-on effect for the town, creating plenty of additional jobs, directly for the industry, service contracts for local businesses and an increase in his harbour team.

He also told how Scira has initiated a schools engagement programme; and a bursary scheme for budding engineers has been introduced to gain relevant qualifications within the wind farm industry. The town and port are likely to play a similar part in the development and operation of other new wind farms being planned for the southern North sea.

Members were also given a tour of the dredging vessel, and told how a new man-made sand bar created for the harbour had provided a haven for nesting sea birds.

BIM projects are increasingly requiring that a project management schedule is linked with estimating software. Elecosoft is now offering this in the UK by linking its Asta Powerproject BIM software with Bidcon BIM to deliver 5D planning capability. Bidcon is a costing application with database capability and the ability to work in a Common Data Environment to help with a BIM project. It is already successfuly used in Scandinavia for over 20 years.

Register for a FREE online demo at www.astadev.com/products/bidcon-bim >

ABERDEEN STRIKES GOLD

The Aberdeen Centre hosted its annual sports challenge with a 10-pin bowling competition in May. Teams from Hutcheon Services, Mackie Ramsay & Taylor, Bancon Homes, McLeod & Aitken, Rider Hunt International, RICS, Kier Construction, Robertson Construction, TUV-SUD, CHAP Homes, CHAP Construction and the CIOB battled it out over two games to decide the winner on aggregate scores.

Reigning champions, Hutcheon Services retained the new CIOB trophy. Congratulations go to the Hutcheon Services team who included Gary Campbell, Graeme Farquhar, Don Galloway & Peter Gilles. Runners up were Mackie Ramsay & Taylor and in third place was the CIOB team.

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BOOK NOW FOR JERSEY DINNER

The Jersey Centre is inviting members from the mainland to its ‘Disputemania’ CPD event and dinner on 17 September.

Held at the Pomme d’Or Hotel, Jersey, tables cost £65pp (table of 10 is £600) and the guest speaker is Tony Bingham a practising barrister, Chartered Surveyor, Chartered Builder and Chartered Arbitrator.

To book contact Sholborn@ciob.org.uk and pay by phoning the CIOB payment line 01344 630851 using a credit/debit card quoting ref. SW JY 007

22/06/2015 12:07

CASTLE CHALLENGE: YEARS OF INGRESS REPAIR UNDERWAY Castle Drogo in Devon is part-way through an £11.5m restoration project due for completion in 2017.

Nearly 30 CIOB members and guests enjoyed a tour of the of the extensive restoration works by Tim Cambourne, senior project manager for the National Trust.

Sat above the Teign Valley, Castle Drogo was the last castle in England to be built. But a leaking roof since 1930 and years of exposure to the elements and repairs using modern materials have added to its gradual deterioration.

Main contractors ‘William Anelay’ have had to contend

with 94mph winds and heavy downpours on a highly-exposed site. The work involves methodically removing stonework, applying a nine-layer roofing system to an area not much smaller than two football pitches and having to work with eight different mortars for

different exposed elevations. All 913 windows which house 13,000 panes of glass have to be replaced as Traditional lime puttys have broken down over the years to allow further water penetration. The complex scaffold required is a work of art.

scholarships

Scholar cladding research celebrated by CIOB and NHBC

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The winning scholar of the Faculty of Building Control and Standards Scholarship, Jon Behan presented his research at a recent event at the Hilton London Euston Hotel. Behan, inspection manager at the National Housing Building Council (NHBC), delivered a presentation to industry experts on the effectiveness of installing cavity barriers in rainscreen cladding – as dictated by current legislation.

Sponsored by the NHBC and the CIOB Behan received a specialist £3,000 research grant.

The scholarship is designed to recognise exceptional talent, support professional development, and improve career progression within the industry. During the scholarship, each student continues in full time employment, and receives mentoring support from a panel of representatives from the CIOB’s Faculty of Building Control and Standards and the NHBC. At the end of the year, each scholar is asked to produce a report on their research and deliver a presentation which outlines the project’s findings. With the first intake of scholars in 2013/2014, Behan is the first scholar to be sponsored by the CIOB and NHBC. Commenting on the presentation, Nigel Barr, chair of the Scholarship Panel and managing

Research by CIOB scholars raises standards for the whole industry

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

director at BBS Building Control said: “This research has identified real issues with the understanding of the importance of correct installation of cavity barriers amongst relevant trades. Although some Quality Assurance (QA) processes are in place, these often fall short in their effectiveness and application.

“The findings highlight the importance of including installation of barriers in QA sign off.

The results indicate that only 60% of the installations were covered by a QA procedure, and a similar percentage of sites had installations in accordance with manufacturer’s instructions. The research findings will hopefully

encourage the introduction of more effective training and quality control procedures.”

Saleem Akram, director of Construction, Innovation and Development at the CIOB congratulated Behan on completion of the joint scholarship, and for his “demonstrable dedication and intellect throughout the project”.

“Jon’s research raises a number of thoughtprovoking questions for industry, many of which present further avenues for research. We thank Jon for his contribution to the field of research, and wish him every success in his future career.”

See www.ciob.org for more on CIOB scholarships.

award winners

I & R AWARD PRESENTATIONS FOR WORK ON 3D AND BREEAM ACADEMICS RECEIVE CIOB PRIZE FOR INNOVATION RESEARCH

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industry newcomers.

Awards were made to Dr Maxwell Mallia Parfitt, Dr Libby Schweber and Dr Hasan Haroglu. A fourth winner, Professor Jennifer Whyte, was unable to attend.

Dr Mallia-Parfitt and Professor Whyte, both from the University of Reading, were the joint

Highly Commended Winners in the Digital Innovation Award category for their work on 3D MOVE : Mobile Immersive Visualisation Environment. They each receive a cheque for £500, trophy and certificate.

Dr Libby Schweber, from the University of Reading, and Dr Hasan Haroglu

MCIOB, from Kingston University, were joint Merit Award winners in the Research Paper Award category for their paper comparing the fit between BREEAM Assessment and Design Processes.

Entries for the 2015 I&R Awards are now open. See http://iandrawards.ciob.org

CIOB News

Dr Mallia-Parfitt and Peter Smith, CIOB South East Branch chair

International Innovation and Research Award winners received their prizes at the CIOB Thames Valley AGM recently. The Awards highlight the importance of innovation and research in enhancing best practice, improving the quality of the built environment and encouraging the brightest

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22/06/2015 12:07

COMMENT

T

oo many people rush into paying for LinkedIn thinking that it will unlock new functionality or enhance their experience in miraculous ways. But the truth is that while it does include some great enhancements they are just that, enhancements.

We all make some assumptions about what it takes to make LinkedIn work, why people are there and who is using it. Many people think it is just a job site or social media but in fact it is neither of these things.

For example would you be surprised to learn that …

• C onstruction is the largest audience on LinkedIn by director level and above.

• T here are over 134,000 chief executives / CEOs in the UK on LinkedIn. • T here are over 19m users in the UK, that’s nearly 70% of the working population.

• O ne construction company made over £750,000 within one month of learning how to make LinkedIn work.

Comment

Would this change how you think about it?

LinkedIn is a virtual room full of the people you know and some you don’t but might want to. LinkedIn itself is great at getting you to buy and upgrade your LinkedIn, but

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James Potter

Skip the upgrade James Potter, aka The Linked-In Man, on how to make the network work for you for free less good at helping you to convert your LinkedIn into results and sales, but that is what I do.

Common myths about why people have upgraded: • “ If you pay you will see the people who have hidden themselves away when looking at your profile”. This is not correct, you can never see the people that have chosen to not show who they are and hence a “LinkedIn Member” on any normal upgrade. As an aside you can all hide when you view other profiles for free anyway!

• “ I need to upgrade to find the people who I want to meet”. Are you actually using the free tools to get LinkedIn to identify and email you easy to reach referrals? You can normally find all the clients you seek with free tools and get up to 1,200 referrals a month for free. When you upgrade you can further refine for organisational size, staff level and more on top of this.

• O ne huge benefit of paying is that you see all the names of the (non-hidden people) for the last 30 days but if you are not doing what you should be doing on LinkedIn then your visibility may not be at the level that necessitates that. To get looked at you need to do things and talk to people on LinkedIn, just like you do in

“If you want to make LinkedIn work you simply need to think about it different, learn where to invest your effort and precious time”

real life. If you have more than five people a day (over a month) looking at you then you probably should upgrade, if not then probably not.

• “I need to pay to make it work”. YOU DON’T. If you want to make it work, in most cases, you simply need to think about it differently, learn where to invest your effort and precious time. I only spend around an hour on LinkedIn a week.

For free you get: • T hree lists of referrals emailed to you, that’s up to 1,200 per month.

• T he ability to search, identify and engage over 360m professionals.

• G et your profile found (often even if they look for competitors) by potential clients.

• C reate a company profile that morphs to suit your client’s expectations.

• C ollect important recommendations for you.

To make LinkedIn work you need to take a holistic approach to address not just the process, your personal and company profile and platform but all of them to make it really work for you.

Don’t get me wrong everyone should pay for LinkedIn, but only when they have made the free stuff work to its limit.

•

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For more information visit http://thelinkedinman.com/

22/06/2015 12:10

CBC

CHARTERED BUILDING COMPANY

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VARIETY SHOW >

M4 Property Solutions is a consultancy with a diverse work portfolio – clients come from the public sector, education, small builders, food producers and the NHS. Run by Clive Chamberlain it offers support and training in safety-related issues and facilities management for compliance with legal requirements.

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Clients include Somerset House on the Strand in London

2 Ropemaker Place needed fire risk assessment

3

A Taunton sports pavilion by Bluewave Construction

The business has grown exponentially ever since.

“I sought from the outset to establish a consultancy business which did not need marketing, rather based on a reputation for delivery of high quality work delivered with absolute integrity and professionalism by really experienced and competent people,” he says.

“Being a member of CIOB and, in particular, a Chartered Building

Consultancy, underpins our values and both reassures clients and reminds us of the standard we maintain. CIOB and CBC Membership therefore definitely secures business and solidifies our reputation.

“All this however, is nothing more than fine words, so I am very careful to keep an eye on quality of work, our behaviours and to not forget that our last assignment is what can maintain or destroy that carefully built reputation.”

•

> For more about

how to become a CBC visit www.ciob.org/ employers/cbcschemes

CIOB CBCs

Its clients vary widely across different sectors. One recent project was for Somerset House on the Strand in London.

The West Wing of the historic building had been through a complex refurbishment, involving eight months of work to restore three storeys which had laid unoccupied for 150 years. The new space was to be used as a restaurant which opened in September last year. M4 was tasked with producing a fire safety management plan and delivering fire management training for staff.

The consultancy also completed a fire risk assessment for clients occupying a 24-story tower block at Ropemaker Street in the City of London. This complex assignment covered seven storeys in the centre of a tower block in which over 5,000 banking staff traders worked. In Taunton the firm was engaged as a CDM co-ordinator, offering services to manage the safe delivery of a new build sports pavilion.

The CBC was also asked last October to support the tendering for demolition of four blocks of dis-used buildings at the Royal United Hospitals Bath NHS Foundation Trust in Bath. The firm is also providing auditing, consultancy and training services to support the Trust’s robust management of asbestos throughout its estate.

Chamberlain has been a CIOB member since 2006. He started M4 Property Solutions in 2011 on his 50th Birthday after a career in social housing.

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22/06/2015 12:10

INGOODCOMPANY Going with the flow The Thames Tideway Tunnel is a solution to a major environmental and infrastructure problem London faces. Jim McCluskey FCIOB, senior commercial manager with VINCI Construction UK reports.

T

Case study

he sewerage system in London was designed and constructed in the Victorian era over 150 years ago when London’s population was 2m.

However, the system is struggling to cope with the demands of 21st century London now the population is heading towards 8m and is full to capacity.

The overflow discharges directly into the River Thames from a number of Combined Sewer Overflows (CSOs), which can happen in excess of 50 occurrences per annum. If no action is taken, the frequency and volume of overflows is anticipated to rise which will further pollute the River Thames and cause environmental issues. In 2013, 55 tonnes of raw sewage was washed into the tidal Thames.

The London Plan published in July 2011 predicts London’s population will increase by

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a further 1 million between 2011 and 2031.

The predicted increase in population and 21st century developments mean the existing system lacks the capacity to meet current and projected demand.

The Thames Tideway Tunnel is the most extensive piece of the overall plan to address sewage discharge into the River Thames. The Tunnel needs to connect 34 of the most polluting CSOs to capture the sewage which would otherwise discharge into the River Thames, before transferring it to Beckton Sewage Treatment Works for processing.

Hatching a plan The Thames Tideway Strategic Study established in 2000 lead to three integrated solutions, known collectively as the London Tideway Improvements, to address the problems with London’s existing sewer capacity: • Upgrade to tidal sewage treatment works (now under construction) • Lee Tunnel (now under construction) • Thames Tideway Tunnel (preferred bidders selected for the three sections) When the above schemes are constructed, the annual number of CSO discharges is expected to fall from 50 to just four or less per annum and will help protect London’s river for the next 100 years.

FACT FILE

• Length 25 km • Diameter 6.5 to 7.2m • Gradient The tunnel needs to fall one metre in every 790 metres to enable it to be self cleansing • Volume 1.6m cubic metres (including Lee Tunnel) • Listed buildings 24 • Buildings 1301 • Bridges 67 • In river structures

50 • Water mains 15 km • Gas mains 34 km • Sewers 18 km • Tunnels (tube) 45

For more information visit www.thames tidewaytunnelco.uk

The upgrade to the tidal sewage treatment works is now underway at Beckton and at Riverside, Barking, north of the Thames and Crossness and Long Reach, south of the Thames. Lee Tunnel, also under construction, links the largest single CSO at Abbey Mills pumping station at Stratford to Beckton STW in east London.

With these two projects underway, the final piece of the jigsaw is the Thames Tideway Tunnel. The route will run from Acton in West London, following the route of the River Thames before branching north east at Limehouse to Abbey Mills, Stratford.

The Thames Tideway Tunnel will be the largest tunnelling project ever undertaken in the UK’s water industry, at a cost of £4.2bn.

The tunnel shaft at Acton storm tanks will be 35m deep and when it reaches Abbey Mills pumping station it will connect to a shaft which is 65m deep and passing through a variety of geological conditions including clay, sand and chalk.

The 25 km tunnel will be constructed in three sections and Thames Water announced preferred bidders in February: •W EST – Acton storm tanks to Carnwath Road, Hammersmith.

Construction through London Clay.

Budget £300 to £500m. Preferred bidder: BMB JV (BAM Nuttall, Morgan

“The Victorian sewerage system is struggling to cope with 21st century demands. In 2013, 55 tonnes of raw sewage was washed into the Thames”

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22/06/2015 12:17

THE THAMES TIDEWAY TUNNEL LONDON

ONETOWATCH Nochum Dewhurst MCIOB Director of Dewhurst Consult and active member of London branch and Novus

Sindall and Balfour Beatty) • CENTRAL – Carnwath Road,

Hammersmith to Blackfriars Bridge.

Construction through London Clay, Lambeth Group and Thanet Sands .

Budget £600 to £900m. Preferred bidder: FLO JV (Ferrovial Agroman UK and Laing O Rourke) • EAST – Blackfriars Bridge to Abbey Mills Pumping Station, Stratford.

Construction through chalk. Budget £500 to £800m.Preferred bidder: CVB JV (Costain, Vinci Construction Grand Projects and Bachy Soletanche) There is a six month period of optimised contractor involvement to develop better solutions including value engineering. Over 9,000 jobs are expected to be created by construction of the project including 4,000 employed direct and a further 5,000 through the supply chain. The three main contracts are expected to be formally awarded this summer.

Supply chain opportunities The six year main construction phase is set to start on site in 2016 following the design period including preliminary work on the tunnel with the main tunnelling to start in 2017 with completion in 2023.

The tunnel will have three main drive sites and will be constructed with tunnel boring machines. Successful contractors will be required to advertise supply chain opportunities on the CompeteFor website – used for the construction of the Olympic Park and Crossrail. CompeteFor is a free service which enables businesses to compete for contract opportunities linked to major public and private sector projects. For further details log onto www.competefor.com Construction of the Thames Tideway project will be over a minimum of 24 sites across the capital form Ealing to Newham.

•

A version of this article is published in the June 2015 edition of Civil Engineering Surveyor published by the Chartered Institution of Civil Engineering Surveyors

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Q You do a lot for charity and students. Why? A lot of what I know, is learning from people and their experiences. I am delighted to

share my experiences with others to help them in return – that in itself provides me with a sense of satisfaction. I am particularly fond of introducing university students into the ‘real world’ and I do so by offering students to shadow me on their days off in my office and on site.

My clients are extremely demanding and the projects I am involved in are complex and require a variety of consultants and contractors to be involved from many disciplines in and out of the construction industry.

The students that have been on site get a true insight and are far more confident with their studies. It allows them to see how their theoretical studies can be practically applied, and how it’s not quite all in theory!

Q Why did you choose a career in construction?

From a very young age I have had an interest in the built environment. From ‘woodwork classes’ at primary school age through to my professional accreditations, passion has been the driver.

Q How do you relax when you’re not at work?

That’s a hard question for a self-employed person who is passionate about their job!

When not at work I spend much of my free time assisting various charities – it’s a chance to take my mind off work.

Q What’s the best bit of advice you’ve ever been given?

‘If it’s not in writing it didn’t happen.’ There is no excuse these days with email and other business related social media to hand not to confirm a conversation or instruction in writing.

Q If you were starting your career again what would you do differently and why?

Establishing my business on my own from entry into the industry has been rewarding but has been a huge challenge. One aspect which I did not have the luxury of, was working for a company with technical resources and line management to ask questions and seek advice whenever required.

So if I was starting again, for all the bureaucracy, I’d look to work with a corporate firm – they certainly have many attractive positives.

•

> Connect with Nochum at LinkedIn.com and follow him on Twitter at @NocDewhurst CIOB MEMBERS

>

Q Tell us about your career so far I started my working career at 16 when I started a building maintenance company, initially this was hands-on and led to me qualifying in plumbing. I successfully grew this company and decided I wanted a go at construction management, particularly with a view to improving quality.

The reason for this, is that a vast majority of the maintenance work involved repairs or replacement of poorly installed or inferior systems, and if I could change this at construction stage that would be a good thing.

Seldom is the one who installs a system, the one who maintains it.

Through my determination and dedication to this aspect of my work, I was elected the youngest member of The Institute of Clerks of Work and Construction Inspectorate of GB Inc., which is my proudest achievement.

I am currently the director of a Chartered Building Consultancy based in London specialising in employers agent and project management, servicing high net worth individuals predominantly on prime-spec developments.

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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

There was a successful round of Masterclasses this spring, including those in Birmingham and Belfast. The events concentrated on delay, disruption, contracts and the latest developments in the

construction industry. Each concluded with a panel discussion and Q&A sessions.

This October and November the events go global again, with events in Singapore, S. Korea,

Qatar and London. CIOB members are entitled to a discount. If you’ve not already downloaded it, contact Stuart Wilks for your free paper on assessing disruption in construction projects.

If you’ve not yet attended the leading educational event from the CIOB and Hill International, ensure you secure your place today – visit www.hillintluk.com or email stuartwilks@hillintl.com for more details.

CIOB INSURANCE SERVICES Willis Group FINANCE

CIOB HILL INTERNATIONAL MASTERCLASSES Hill International and CIOB’s Masterclass training series Tel: 020 7618 1200 www.hillintluk.com

Willis Group works with specialist insurers to offer members unique business insurance packages that are competitively priced. As an added bonus, products purchased through Willis Group’s CIOB Insurance Services directly support the work of the Institute across the UK. Go to www.ciobinsuranceservices.com for more details

FINANCIAL PLANNING AND ADVICE St James's Place Wealth Management FINANCE

IHS Critical technical information and decision-support tools http://uk.ihs.com

Whether you are looking to minimise your personal taxation, invest for growth or plan for your retirement, St James's Place can help you reach your financial goals. The company offers members a confidential, no obligation financial review through its UK-wide network of partners. It is authorised and regulated by the UK’s Financial Conduct Authority.

Visit www1.sjp.co.uk for more information

PROFESSIONALLY PRODUCED, LOW-COST WEBSITES SoleTrader.com CIOB Member Benefits

BUSINESS

As the UK's number one low-cost website provider, Sole Trader specialises in designing and making professional, low-cost websites and branded workwear for sole traders and small construction businesses.

With more than 2,000 sole traders and small businesses using our websites, we provide a tailored and specialist service for the small business owner. Our leading website package provides CIOB members with Google listings, professional email forwarders, unlimited content changes and technical support for a discounted £170.05 + VAT (5% off), all in just 48 hours!

See examples of our website features at www.soletrader.com

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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NAL

OB’s ries

EAST OF ENGLAND

Copped Hall Site Visit 15 July, 6pm, Copped Hall, Essex Contact: coh@ciob.org.uk Rock Pediments and Cornices – Tour of Georgian Gt. Yarmouth 23 July, 4.30pm, Fisherman’s Hospital, Gt. Yarmouth Contact: mrix@ciob.org.uk Golf Day 15 August, 11am, Little Hay, Hertfordshire Contact: coh@ciob.org.uk

EAST MIDLANDS

“When the HSE Inspector Calls” 3 September, 6pm, Nottingham Contact: jnewton@ciob. org.uk Claim Prep and Late Payments 29 September, 6pm, Leicestershire Contact: jnewton@ciob. org.uk

LONDON

Routes to MCIOB 8 July, 6pm, University of Westminster (Room CG28) Cost: Free to attend Contact: sbriggs@ciob. org.uk Joint Organisations’ Boat Trip 16 July, 6pm, Temple Pier to embark on the Golden Jubilee (opposite Temple Tube Station) Cost: £30 Contact: frances. whitehead@scl.org.uk

NORTH EAST

PR Workshop 22 September, 6pm, Holiday Inn Darlington Contact: nsilcock@ciob. org.uk

NORTH WEST

Greater Manchester Joint RICS, CIOB, GM QS & Cons Networking BBQ 23 July, 6pm, Rain Bar, 80 Great Bridgewater Street, Manchester, Contact: bbrown@ciob. org.uk Site Visit Royal Liverpool University Hospital 10 September, 2pm, Liverpool Contact: kpercival@ciob. org.uk NHBC Presentation 24 September, 6.30pm, The Liner Hotel, Liverpool Contact: kpercival@ciob. org.uk Irish World Heritage Centre 10 September, 6.30pm, Manchester Contact: bbrown@ciob. org.uk Stay up to Date – recent Construction Cases Expose 22 September 6.30pm, Leyland Golf Club, Leyland Contact: bbrown@ciob. org.uk Legal – Recent Construction Cases 29 September, 6.30pm, Cottons Hotel Knutsford Contact: kpercival@ciob. org.uk

SOUTH EAST

The "Brighton Story"Guided Walking Tour 6 July, 6.30pm, Brighton sea front Contact: blawrence@ciob. org.uk University of Kent Templeman Library Site Visit 16 July, 2pm, University of Kent, Canterbury Contact: blawrence@ciob. org.uk

SOUTH WEST

Wells Cathedral visit July 22, 6pm £5 members and £10 nonmembers plus contribution to the cathedral Contact: jward@ciob.org.uk Country Crafts and Networking 8 September 5pm The Deer Park, nr Cheltenham £10 members and £15 non-members to include hog roast Contact: jward@ciob.org.uk Tree Root Protection CPD 17 September, 6pm, The Trouville Hotel Bournemouth Contact: sholborn@ciob. org.uk ‘Disputemania’ CPD & Dinner 17 September, 7pm, Pomme d’Or Hotel, Jersey £65pp to include dinner, Table of 10 £600 Contact: sholborn@ciob. org.uk

WALES

Ice Arena Wales – A Novus Site Visit 17 July, 5pm, Kier site offices, Ferry Raod, Off International Drive, Cardiff Bay Cost: £5 charge to include BBQ Contact: vcoxon@ciob. org.uk Ysgol bro Dinefwr –Novus Wales Site Visit 1 September, 6pm, Bethlehem Road, Ffairfach, Llandeilo Contact: vcoxon@ciob. org.uk Vist to Llandysul School site 10 September, 5.45pm, Contact: vcoxon@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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WEST MIDLANDS

Celebrating Construction Annual Dinner 10 July, 6:30pm, The ICC Book at www.celebrating construction2014.org/ 10% discount for CIOB members WMPA Central Custody Facility - Site Visit 13 July, 6pm, Birmingham Contact: gfloyd@ciob.org. uk

YORKSHIRE

Site Visit to Central Square development 15 July, 5.30pm, Leeds Contact: fevans@ciob.org. uk CPD presentation by Roger Bullivant Ltd 15 July, evening, Hull Contact: fevans@ciob.org. uk Final Site Visit to The Diamond, Sheffield 21 July, 5.30pm, Sheffield Contact: fevans@ciob.org. uk Visit to Flemingate July (date tbc), Flemingate, Beverley Contact: fevans@ciob.org.

If you have a smartphone, iPhone or tablet, why not search your apps for a free downloadable QR reader and scan our details.

Contacts General Main CIOB telephone number +44 (0)1344 630700 Chief Executive Chris Blythe 01344 630701 Member Services Head of Member & Business Development 01344 630852 Change of Address 01344 630789/630731 Direct Debit Enquiries 01344 630831 Membership Certificates 01344 630720 Membership Enquiries/ Progression 01344 630706 Subs Enquiries (Members) 01344 630831 Training Partnerships 01344 630726 Certificate Ceremonies 01344 630785 SMTS Enquiries 01344 630742 Experienced Practitioner Assessed Programme (EPA) 01344 630887 Experienced Practitioner Assessed Report Route (EPAR) 01344 630887 Benevolent Fund 01344 630780 Professional Development 01344 630716 Library Enquiries 01344 630873/737 Head of Education 01344 630822 Adjudication and Dispute Resolution 01344 630732 Scholarship and Research 01344 630776 Chartered Building Company/ Consultancy Scheme Chartered Building Scheme Manager 01344 630746 Administrator 01344 630743

Publications Magazine subscriptions (non-members) 01344 630811 Construction Research and Innovation (CRI) 01344 630735 Construction Manager 020 7490 5636 Contact 07704 336835 Policy and External Relations Deputy Chief Executive 01344 630702 Press Office 01344 630766 Web Site Enquiries 01344 630738 CIOB International General Enquiries +44 (0) 1344 630791 CIOB Africa + 27 11 234 7877 CIOB Australasia +61 (2) 9816 4700 CIOB China East +86 21 2211 1556 CIOB China North +86 10 6528 1070 CIOB China West/South +86 23 3670 6360 CIOB Hong Kong +852 2543 6369 CIOB Malaysia +852 (603) 2284 5754 CIOB Middle East +971 (0) 4457 9107 CIOB Singapore +65 6334 4116 The views expressed in Contact are not necessarily those of the editor or the CIOB. The editor reserves the right to edit any article submitted for publishing.

Printed on paper produced from a sustainable source.

CIOB Diary Dates

b.asp

DATESFORYOURDIARY

JULY TO SEPTEMBER 2015

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.

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Recruitment TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT TOM PEARDON ON T: +44 (0)20 7490 5595 E: tom@atompublishing.co.uk

Project Manager

Project Manager (Renewable Energy)

£48,743 to £54,841 per annum | South East

£36,000 per annum | East of England, Northern Ireland, North of England, Wales and London and South East Focusing on our renewable energy projects you’ll manage our programme of projects here, providing leadership and guidance to a range of internal and external stakeholders.

Working within the National Trust’s Project Management Framework, you’ll lead and deliver individual projects making sure everyone involved is motivated, well informed and that proper provision is in place in order to deliver successfully on time and to budget.

To apply please visit:

www.nationaltrustjobs.org.uk

Reporting to the Head of Projects, the Project Manager will deliver a full range of capital, maintenance and School funded projects to specification, cost and time expectations across the University’s estate portfolio.

Projects will include new build, refurbishment and maintenance schemes to a diverse range of property types including research facilities, teaching facilities, social and recreational space, commercial space, and public realm areas and can vary from less than £500km to over £20m in value.

For a confidential discussion and/or a full job description and person specification, please contact in the first instance our retained advisor Ben Duffill ben.duffill@mrgpeople.co.uk at The Management Recruitment Group or 0207 868 5038.

Classified

Quantity take-off and preparation of bill of quantities Validation of existing bill of quantities Accurate work to RICS standards Highly competitive rates Work completed within contractors tender period Transmit your dwgs to drop box, prompt electronic service • SMM7 (Standard Method of Measurement • POMI (Principle of Measurement for International) • CESMM3 (Civil Engineering Standard Method of Measurement) • NRM 1 & 2 (New Rules of Measurement) • QSMM (Qatar Standard Method of Measurement) Mr Owen McDevitt FCIOB,FBEng. Mr Ramesh Upadhyay BE Civil, MRICS Website: www.mthproject.com Mobile: (UK) +44 7869619021

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Specifiers’ pages TO SHOWCASE YOUR PRODUCTS ON THESE PAGES, CONTACT TOM PEARDON ON

T: +44 (0)20 7490 5595 E: tom@atompublishing.co.uk STOP FALSE ATTENDANCE ON YOUR CONSTRUCTION SITES WITH TAMS BIOMETRICS Our Time & Attendance Management System (TAMS) is a solution every construction site needs.

This product grants the Site Management Team and Head Office with the ability to remotely track staff members as they enter and exit the site, or a number of sites.

Many construction businesses have stressed how important it is for their management teams to accurately monitor staff attendance. This is usually to satisfy the Health & Safety Executive (HSE) and needing to prevent false attendance (ghosting).

TAMS Biometrics Delivers: • Finger Biometric Recognition • Limitless employee capacity • Management can monitor data remotely • Promotes efficient project management • Can be used in conjunction with MultiCom

INSTANT BROADBAND FOR YOUR CONSTRUCTION SITES Immediate connection wherever you are.

New and existing construction sites thrive when teams are well-connected.

MultiCom gives trade-staff the ability to adapt when they need to - this drives efficiency! Even for the most remote sites, MultiCom harnesses Multiple Networks to deliver a powerful WiFi connection through a unique service.

MultiCom Delivers: • Immediate on-site connection • Multiple Network Channels • ‘Plug ‘n’ Play’ Installation • Up to 256Gb/SIM • FREE Network Site-Survey • NO CONTRACT – 1 month minimum

‘TAMS has saved the company thousands [of pounds] in lost wages’ (Tier 1 Contractor, Feb 2015)

‘Without MultiCom, we couldn’t do our job as efficiently’ (Tier 1 Construction Company, April 2015)

10% DISCOUNT CODE: TAMS-CM

10% DISCOUNT CODE: MCOM-CM

Tel: 01708 774420 Email: sales@tardis.uk.com www.tardis.london @Tardisplc LEVOLUX LEADS THE WAY AT THE UEA The University of East Anglia has unveiled its Crome Court development, featuring a striking solar shading solution from Levolux. The solution comprised a colourful array of Glass Fins, along with Aerofoil Fins and Ventilation Louvres to screen a roof plantroom. Glass Fins feature a blue, turquoise or green coloured interlayer.

T 020 8863 9111 E info@levolux.com W www.levolux.com

Tel: 01708 774420 Email: sales@tardis.uk.com www.tardis.london @Tardisplc

IT’S ESSENTIAL WIENERBERGER TO LAUNCH WIDEST RANGE OF READILY AVAILABLE SPECIAL SHAPED BRICKS In the latest drive to offer customers market leading products and services Wienerberger, the leading supplier of wall, roof and landscaping innovations, is set to introduce its ‘Essential’ range of special shaped bricks. The Essential range will offer the widest selection of readily available special shaped bricks in the UK with over 50 profiles included, covering the most popular British standard specials, which will be available in the Staffordshire Smooth Blue and the Staffordshire Smooth Red. The majority of these profiles will also be available in the Warnham Red Stock taking the total number of specials available in the Essential range to almost 150.

For further information please visit www.wienerberger.co.uk/ CONSTRUCTION MANAGER | JULY/AUGUST 2015 | 69

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MORGAN SINDALL AND HUB WEST SCOTLAND

Project of the month Lairdsland Primary School, East Dunbartonshire

MORGAN SINDALL has completed a £7.7m

primary school next to the Forth and Clyde Canal in Kirkintilloch, East Dunbartonshire, which welcomed its first students in May. Developed by the Scottish Futures Trust, a government-funded body that aims to increase value for money in the nation’s public sector infrastructure investment projects, with East Dunbartonshire Council the building is intended to become a reference school for future developments. It will be used as an exemplar for other local authorities to adapt for primary schools elsewhere in Scotland, and architect Walters & Cohen has produced a design document that is available to councils.

The linear two-storey school runs east to west alongside the canal and accommodates 266 pupils. The 11 flexibly designed classrooms, each with a quiet formal learning area and a more informal project space, are on the south of the building. The teaching spaces have no doors and are divided with internal glass walls. Each has its own dedicated unisex toilet and access to individual covered external spaces to allow outdoor teaching.

To maximise the usefulness of space an extra wide staircase doubles as theatre

Switchboard +44 (0)20 7490 5595

Editor Elaine Knutt Deputy editor Tom Ravenscroft Online production editor Lucien Howlett

Advertising manager Dave Smith Key account manager Tom Peardon Credit control Eva Rugeley Managing director Stephen Quirke

Art editor Heather Rugeley

seating, and a dining area will be used as an activity and music space. A large school hall next to the entrance can be used after school hours without allowing access to the remainder of the building.

The school achieves Scottish Futures Trust’s standards of 7.5 sq m per pupil and cost parameters of £2,425/sq m, and was delivered on time. Elements of the reference design are now being considered

by Argyll and Bute, Inverclyde, West Dunbartonshire and Edinburgh councils.

Morgan Sindall Professional Services provided mechanical and electrical services. Woolgar Hunter was responsible for the civil and structural engineering. CM

Main picture: The £7.7m exemplar school opened in May and can accommodate 266 students Above left: The building runs stands next to the Forth and Clyde Canal Above: An extra wide staircase doubles as seating for theatre performances Right: Elements of the reference design of the two-storey school can be replicated in other locations by councils in Scotland

Circulation Net average circulation 30,508

Subscriptions To subscribe or for enquiries, please contact:

Audit period: 1 July 2013– 30 June 2014

Subscription team Tel: 01344 630831 subenquiry@ciob.org.uk Or write to them at: CIOB 2nd Floor 1 Arlington Square Downshire Way Bracknell RG12 1WA

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@atompublishing.co.uk

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 Headley Brothers Ltd. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566

70 | JULY/AUGUST 2015 | CONSTRUCTION MANAGER

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U POWERDECK U is the new flat roof insulation board from Recticel.

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CONSTRUCTION MANAGER | JULY/AUGUST 2015 | WWW.CONSTRUCTION-MANAGER.CO.UK

GOING GLOBAL WITH HIGH-VALUE CONTRACTS ANDREW MCNAUGHTON’S SWANSEA CHALLENGE CPD DOUBLE: ZERO CARBON AND WATERPROOFING INSIDE: CONTACT NEWSLETTER

FOR MEMBERS OF THE CIOB JULY/AUGUST 2015 WWW.CONSTRUCTION-MANAGER.CO.UK

DIVERSITY IN CONSTRUCTION

Team diversity The industry is trying to be more inclusive, but is it just putting a gloss on stubborn statistics?

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