Construction Manager July/August 2019

CONSTRUCTION MANAGER | JULY/AUGUST 2019 | WWW.CONSTRUCTIONMANAGERMAGAZINE.COM

JULY/AUGUST 2019 For members of the CIOB

HADRIAN’S TOWER

TALLEST IN TOON

ON SITE WITH TOLENT AT NEWCASTLE’S HADRIAN’S TOWER

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 CONTENTS

07/19

Switchboard +44 (0)20 7490 5595 Editor Will Mann 020 3865 1032 will.m@atompublishing.co.uk Associate editor Neil Gerrard 020 3865 1031 neil@atompublishing.co.uk Production editor Sarah Cutforth Art editor Heather Rugeley Community editor Nicky Roger Advertising manager Dave Smith 0203 865 1029 Key account manager Tom Peardon 0203 865 1030 Credit control Eva Rugeley Managing director Stephen Quirke

In this issue

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Circulation Net average 31,509 Audit period: July 2017 to June 2018 Subscriptions To subscribe or for enquiries, please contact: Subscription team Tel: 01293 312160 Or go online at: http://constructionmanager. imbmsubscriptions.com Or write to us at the address below: Construction Manager Published for the Chartered Institute of Building by Atom Publishing, 3 Waterhouse Square, 138 Holborn, London EC1N 2SW Tel: +44 (0)20 7490 5595 firstname@atompublishing.co.uk Editorial advisory board Mark Beard FCIOB, Ann Bentley, Ian Eggers, Peter Caplehorn, Harvey Francis, Professor Jacqui Glass FCIOB, Paul Morrell, James Pellatt, Nick Raynsford, Richard Saxon, Andy von Bradsky, Phil Wade Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by The Wyndeham Group. All rights in the magazine, including copyright, content and design, are owned

by CIOB and/or Atom Publishing. ISSN 1360 3566

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37

News 04 News in pictures 06 Data: New home registrations 10 Safety consultation opens 11 BIM mandatory on resi towers 11 Quality code launched 12 Charles Egbu interview

Technical 22 Tolent’s Newcastle tower

Legal 44 Swansea stadium defects

Envelope 28 Changing the quality culture 34 Innovation in roofing

Community 46 CMYA annual dinner 48 CIOB online learning 51 Diary dates 54 Highlands rail project 55 Safe vehicle journeys

Opinion 16 Alison Nicholl on procurement 17 Gren Tipper on inclusivity 18 Mark Beard on quality 20 Feedback: Readers’ views

BIM & Digital 36 Working with ISO 19650 37 Using drones to fight fires CPD 38 Digital technologies CPD

Training & Recruitment 58 Finding jobs for ex-offenders 58 Online master’s courses 3

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NEWS JULY/AUGUST 2019 | CONSTRUCTION MANAGER

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News News in pictures

Interserve wins £500m deal for UK military’s international bases Interserve has been awarded an extension worth up to £500m on its deal to provide maintenance services to the UK’s international bases by the Defence Infrastructure Organisation (DIO). The three-year contract involves infrastructure support for bases in the Falkland Islands (pictured), Gibraltar, Cyprus and Ascension Island.

Insulation robot firm raises £3m The company behind robotic spray insulation system Q-Bot, which can be used to deliver underfloor insulation to energy-inefficient homes, has raised £3m from investors. The investment will be used to scale up in the housing and construction sectors, including product development and expansion to overseas markets.

A spokesperson for Q-Bot said the robot had been used on “hundreds of houses” in the UK to date.

James Wates receives knighthood James Wates, chairman of Wates Group, is to be knighted after he was recognised in the Queen’s birthday honours list. Wates is being honoured for his services to business and charity. He has been chairman of Wates since 2013, having joined Wates Construction in 1983. He is also a past president of the Chartered Institute of Building (from 20102011) and has previously served as a chairman of the Construction Industry Training Board (CITB), chairman of the BRE Trust, and is co-chair of Infrastructure Exports: UK.

Plans to build UK’s first spaceport revealed Plans to build the UK’s first spaceport at Scolpaig on North Uist have been revealed. Comhairle nan Eilean Siar (Western Isles Council) is leading a consortium including Highlands and Islands Enterprise (HIE), QinetiQ and Commercial Space Technologies (CST) to build the Spaceport 1 facility.

The council has agreed to invest £1m to purchase the land where it will be constructed.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 NEWS Robot repairs The £4m MIMRee (Multi-platform Inspection, Maintenance and Repair in Extreme Environments) project is to develop the first fully autonomous robotic inspection and repair for offshore wind farms.

News story for CM? Email neil@atompublishing.co.uk

Balfour Beatty builds rubber road made from recycled tyres Balfour Beatty has trialled a new rubberised asphalt which uses recycled waste tyres, supplied

by Tarmac, on a roads project in Coventry. The asphalt mix uses granulated rubber from some of the 40 million waste tyres produced in the UK every year. Tarmac claimed that it will be possible to recycle and reuse up to 750 waste tyres for every kilometre of highway surfaced with the new material, depending on the thickness of the road.

Two-thirds of HS2 demolition complete Two-thirds of demolition work on the HS2 project is now complete, after contractors demolished a huge former BHS warehouse on Hampstead Road at London Euston. The building, made up of two separate three and five-storey concrete-framed structures, was demolished over eight months by a Costain and Skanska team (CSJV) and specialist subcontractor John F Hunt. A top-down demolition technique was used, with machines lifted on top of the buildings and protective screening installed to limit noise and dust.

News in quotes “Walk the walk” The CIOB has urged construction firms to examine their own performance when it comes to recruiting and retaining women, as part of its response to the All Party Parliamentary Group (APPG) for Excellence in the Built Environment’s inquiry on increasing the number of women in the workforce.

“It needs to be rubbish” Emails sent within some of the five fit-out firms fined over £7m for breaking competition law – Fourfront, Loop, Coriolis, ThirdWay and Oakley – and published by the Competition and Markets Authority have revealed how employees deliberately submitted bids designed to lose.

Amey’s Forth Bridge workers trial robotic exosuit

“Unfortunate” The word chosen by Mace chief executive Mark Reynolds to describe the decision by the Migration Advisory Committee (MAC) not to add construction managers, project managers and quantity surveyors to the government’s shortage occupation list.

Amey is trialling a robotic exosuit with its operatives working on the Forth Bridges in Scotland, in a bid to reduce the risks posed by manual handling work. The EksoVest, which weighs 4.3kg, is an external metal frame that mirrors elements of the human skeletal structure. It is powered by a series of springs, providing between 2.2kg to 6.8kg of lift assistance per arm. If the trial is successful, other Amey businesses may look at adopting it for tasks such as waste collection and the installation of scaffolding.

“Powerful and positive” UK Green Building Council chief executive Julie Hirigoyen has praised the government’s decision to legislate for a target of net zero greenhouse gas emissions in the UK by 2050.

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DATA JULY/AUGUST 2019 | CONSTRUCTION MANAGER

50MW

The capacity of a huge lithium-ion battery, the size of half a football pitch, that Scottish Power Renewables has been given permission to build near Glasgow. The battery will be the biggest of its kind in Europe and will store power from the Whitelee onshore windfarm.

New home registrations jump

Data

Skills shortage to push up tender prices Construction tender prices are set to increase by 4% a year from 2022 because of long-term labour constraints, according to consultancy Arcadis.

It has held its short-term inflation forecast at 2-3% up to 2021 as clients adopt a wait-and-see approach to the current political uncertainty.

5%

4%

3%

The number of new homes under construction jumped by nearly a fifth in April, according to the latest figures from the National HouseBuilding Council (NHBC).

There were more than 13,500 new homes registered to be built in the UK in April — a rise of 21% on a year ago.

In the quarter running from February to April, 38,496 new homes were registered to be built across the UK, compared to 36,042 in the same February – April period last year. The private sector was up 4% (27,881 in 2019 against 26,754 in 2018), with the affordable and rental sector up 14% (10,615 in 2019 compared to 9,288 in 2018).

+1.7% Scotland

North East -10.7%

+1.3%

+2.0%

Northern Ireland & Isle of Man

Yorkshire & Humberside +7.0%

North West

+8.6% +14.2% East Midlands

2%

+10.1%

NHBC – UK registrations by region in Feb 2019-April 2019 vs Feb 2018-April 2018 1%

2023

2022

2021

2020

2019

2018

0%

n Regional building construction tender price inflation n London building construction tender price inflation n National infrastructure construction tender price inflation

North East: -10.7% North West: +7.0% Yorkshire & Humberside: +2.0% West Midlands: +14.2% East Midlands: +8.6% Eastern: +21.6% South West: +18% London: +61.2%

South East: +7.5% Scotland: +1.7% Wales: +10.1% Northern Ireland & Isle of Man: +1.3%

+21.6%

West Midlands

Wales

Eastern +61.2%

London +7.5%

+18%

South East

South West

Total England: +7.4% Total UK: +6.8% SOURCE: NHBC

SOURCE: ARCADIS

News in numbers

7.4%

The proportion of private high-rise residential buildings with dangerous aluminium composite (ACM) cladding systems where remediation had been completed by May 2019, compared to 35.4% in the social residential sector, according to official figures.

2194

The date by which there will finally be gender equality in construction at the current rate of progress, according to new research by the GMB Union. The share of women in the sector has crept from 10.4% in 2009 to 12.5% in 2018.

£7.1tn

The annual amount by which China’s Belt and Road Initiative (BRI) – a huge network of overland corridors and shipping lanes through 71 countries – is likely to boost world GDP, according to a CIOB-sponsored study by the Centre for Economics and Business Research.

£100m

The value of a new joint venture between housing association Places for People and Ilke Homes to deliver 750 modular homes, including 500 on sites Places for People already owns and another 250 for schemes it will partner on to deliver affordable housing.

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NEWS JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Consultation on ‘radical’ building safety regulatory changes opens GOVERNMENT SETS OUT ‘ROBUST’ AND ‘STRINGENT’ FRAMEWORK FOR IMPLEMENTING DAME JUDITH HACKITT’S POST-GRENFELL RECOMMENDATIONS. BY NEIL GERRARD The government has launched a consultation on its proposals for what it calls “a radically new building and fire safety system” in response to the findings of the Hackitt review.

In a 192-page document that builds on Brokenshire: ConsultDame Judith Hackitt’s ation puts resident’s independent review of safety at its heart Building Regulations and fire safety, and the government’s implementation plan, the government proposes that its new regulatory framework will apply to all multi-occupied residential buildings of 18m (six storeys) or more.

Promising “robust” reform, it sets out duties for those responsible for the whole life cycle of a building from design to demolition.

And it aims to place “much greater responsibility on those designing and constructing buildings to demonstrate

Contractors launch new Building Safety Charter Early Adopters Group backs call to improve industry safety

how they are managing safety risks”, with a “more stringent approach to accountability” over the life span of a building by defining five “dutyholder” roles in the design and construction phase and one during the occupation and management phase (see box).

The dutyholders will have “new, clear and robust requirements” to ensure building safety through compliance with the Building Regulations: planning, monitoring and managing building work to promote building safety.

They must demonstrate they are competent and employ competent people and produce a safety case demonstrating they are taking actions to reduce building safety risks “so far as is reasonably practicable”.

There will be a series of new “gateway points” before planning permission is granted, before construction begins and before occupation begins, where dutyholders will have to show how they are managing risk before they can proceed to the next stage of development.

The document sets out new details about the proposed building safety regulator, with Contractors including Kier, Wates and Willmott Dixon have launched a new Building Safety Charter in a call to raise the bar across the industry.

The firms, all of which are part of the Early Adopters Group, established last summer following the Hackitt review, signed the Charter during its unveiling in London on 6 June, where it was backed by the housing minister, Kit Malthouse.

Barratt Developments, Kier, United Living, Wates and Willmott Dixon, along with housing

responsibility for oversight of building safety and the wider building regulatory system, and work to drive increased competence of professions and trades.

I t a l s o ex p l a i n s p l a n s to i m p ro v e compliance and strengthen sanctions and enforcement within the new regulatory framework.

There will be a three-step process: reinforcement of operating standards and provision of professional guidance; proactive intervention and monitoring, such as issuing stop notices or improvement notices; and the possibility of enforcement action where the first two stages fail to achieve compliance.

Housing secretary James Brokenshire said: “This consultation seeks views on our proposals for a radically new building and fire safety system which puts resident’s safety at its heart. We encourage residents, building owners, the construction industry and the fire sector to all make their voices heard.”

The consultation closes at the end of July. ●

The five dutyholder roles For the design, build and refurbishment phases, the government has proposed that the five dutyholder roles align with the existing roles identified under the Construction (Design and Management) Regulations 2015: l client l principal designer l principal contractor l designer l contractor.

associations L&Q, Peabody and Salix Homes, who make up the Early Adopters Group, have been trialling new systems and ways of working in advance of any proposed changes to legislation.

Examples of work the group has taken forward include testing how residents and contractors can report building faults in a confidential, no-blame process, plus how the creation and management of digitalised building information can be improved.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 NEWS

How has quality in the envelope sector improved since Grenfell? See page 28.

BIM to be mandatory on resi projects of six or more storeys IMPLEMENTING DIGITAL ‘GOLDEN THREAD’ FOR RESIDENTIAL TOWERS WILL COST £40M TO £80M UNDER GOVERNMENT PROPOSALS, WRITES DENISE CHEVIN

The government wants to mandate BIM on high-rise residential projects over 18m (six storeys or more) as part of tighter measures to improve safety in higher risk residential buildings, it revealed in its consultation document on a new building and fire safety regulatory system (see opposite).

And landlords and the construction industry face costs between £40m and £80m to comply with providing a “golden thread” of information and key datasets for new and existing buildings.

“Whilst we do not plan to mandate that particular software is used to store information as part of the golden thread, we may choose to mandate that the golden thread of building information complies with building information modelling (BIM) standards,” said the consultation.

The document said BIM makes it easier to keep a log of any changes to the design of a building and an accurate record of the products and materials used in its construction.

“Mandating BIM would make best use of ongoing work to promote digitalisation in the construction industry, consistent with other government and industry initiatives such as the Transforming Construction programme and the Construction Sector Deal,” it added.

The consultation also said that creating the golden thread will require the use of a common data environment (CDE) that will allow parties to work collaboratively on developing and maintaining the information. It is asking whether BIM should be used in the design and construction phase, in the occupation phase, and whether existing occupied buildings should adopt BIM. The government estimated that it will cost between £42,000 and £64,000 for each residential high-rise project to adopt Level 2 BIM in design and construction and meet the new legislation.

Even existing buildings will have to comply and draw up digital data using laser scans, which is estimated will cost up to £30,000.

Construction Quality Code launched at CIOB Members’ Forum New document to set out standards for industry CIOB past president Paul Nash, chair of the Construction Quality Commission, has launched the new quality code that sets out the standards the industry is expected to deliver.

Speaking at the CIOB Members’ Forum in Edinburgh last month, Nash said: “The Code of Quality Practice represents an important milestone in the work of the commission, which was established to investigate the issue of quality in the wake of the Edinburgh Schools report and Grenfell Tower fire.

“Our industry is coming under increasing scrutiny for its failure to consistently deliver the levels of quality and building safety that customers have a right to expect. It is intended to promote best practice and raise standards within the industry. The code is part of a wider, ongoing programme of work the CIOB is undertaking to ensure the industry has the required skills and knowledge to deliver buildings that are to the right standard and safe for people.”

The code is set to become the basis for a pilot of the certification scheme which is being developed by the education arm of the CIOB.

The consultation explained: “We have modelled costs for meeting the golden thread requirements during design and construction that do not already use Building Information Modelling (BIM) Level 2 and a CDE. “Firms that already comply with BIM Level 2 standards and use a CDE will not see additional costs during the new build process to ensure all gateway documents are digital.” ● 11

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NEWS JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Interview

‘MENTAL WEALTH IS KEY TO CHANGING CONSTRUCTION’ IT’S TIME FOR INDUSTRY LEADERSHIP ON MENTAL HEALTH, WHICH AFFECTS ALL ASPECTS OF CONSTRUCTION FROM BOARDROOM TO SITE, ARGUES NEW CIOB PRESIDENT PROFESSOR CHARLES EGBU. HE SPOKE TO WILL MANN ABOUT HIS PLANS FOR HIS PRESIDENTIAL TERM

Mental health and wellbeing will be one of the key themes of Professor Charles Egbu’s term as president of the Chartered Institute of Building (CIOB), which begins this month.

The pro-vice chancellor at the University of East London (UEL) sees the issue as a “golden thread” – coining a term used by Dame Judith Hackitt – which runs right through the industry, affecting decision-making from the boardroom through to site, and in turn impacting on skills, quality, health and safety, sustainability and profitability.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 NEWS

85%

The Global Construction 2030 study forecasts construction output will grow by 85% by 2030

“Construction can be stressful, but other industries could say the same,” Egbu reasons.

“If you work in medicine, for example, the implications of not doing your job properly are very severe. But medical professionals are not ashamed to say they are stressed, unable to work properly and rest.

“Whereas in construction, there is this macho culture, where people don’t accept they are unwell, unable to do a job, and may need help. And so the job doesn’t get done properly, and the consequences of that may be seen immediately – through accidents on site – or not till further down the line.

“Leadership has a role here. It is time for industry leaders to challenge some aspects of this macho culture in construction, especially when it impacts negatively on the wellbeing of our workers, the quality of what we deliver, the safety of the people who occupy the buildings we construct and ultimately the bottom line too.

“Construction, unlike other industries, seemingly doesn’t appreciate that mental health equals wealth. When you are well, you make better decisions and make more money.”

Wellbeing and output There’s a strong link, Egbu notes, between worker wellbeing and the quality of their output – which has been a key CIOB policy issue since 2016 and is likely to remain so for the foreseeable future.

“How often is poor workmanship due to workers being stressed?” he asks. “It’s absolutely right that the CIOB is spotlighting quality, even more so following Dame Judith Hackitt’s recommendations. It permeates everything we do as an industry – design, materials, workmanship – but also decisionmaking and management processes.

“Do managers always gather enough information to make the right decision, take time to look at the alternative options, consult with other members of team? Too often the process just uses cost as the basis of decisionmaking. What about overall added value?

“But the bigger cost comes when poor quality decision-making leads to bad workmanship, rework and extra expense.”

Egbu’s concern is that the focus on quality tends to come and go in cycles. “It’s now centre stage because of the Edinburgh school collapse and Grenfell, but I worry that it will slip off the agenda in five years or so,” he says.

“It needs to be embedded in all kinds of training and education, including vocational training. UEL, like a number of universities with courses in construction management and construction-related areas, is accredited by the CIOB, and as part of that, our built environment curriculum should be infused with quality.”

Egbu joined UEL in May 2019, and sits on the university executive board, the latest move in a distinguished built environment career that includes spells at other respected academic institutions, University College London (UCL), University of Salford, Glasgow Caledonian University and London South Bank University.

Through his work, the professor sees at close quarters how the built environment sector is changing – a more globalised industry, rapid uptake of digital technology, a millennial generation with different attitudes to their predecessors.

“There is a more international dimension to construction,” Egbu says. “The Global Construction 2030 study forecasts construction output will grow by 85% by 2030, with three countries – China, US and India – accounting for 57% of all growth.

It’s staggering.

“And these countries are looking at artificial intelligence, machine engineering, automation, digital, offsite manufacturing – to help them build faster, smarter, more cheaply, with higher quality.

“With that mind, if you are planning the education of a construction manager – wouldn’t you want them to have an international outlook? Whatever happens with Brexit, the UK psyche has to look

Charles Egbu on… …Quality “Quality is sometimes seen as an add-on, which it’s not. There should be zero tolerance of poor quality, with checks and balances all the way through – the culture that manufacturing has in Japan.” …Fair payment “I used to be a site QS over 20 years ago, and the culture during my time on site was to delay payments and frustrate subcontractors so they wouldn’t come back for their money. I hope that doesn’t exist now, but I worry there are still unfair payment issues. This affects subcontractors’ cashflow, productivity, quality...” …Globalisation and project governance “Projects are growing in size, cost and complexity, drawing together people from all over the world. Some cultures might say, ‘Why waste money on PPE and site welfare facilities?’ Some might look at bribery and corruption differently. So how do we govern such projects, adding value, but keeping workers safe and maintaining high levels of professionalism and ethical behaviour?”

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NEWS JULY/AUGUST 2019 | CONSTRUCTION MANAGER

300

Charles Egbu has more than 300 research publications to his credit

…Urbanisation “The World Economic Forum predicts more than 60% of the world will be living in cities by 2030. The impact of this is one of my key research areas. How do you make cities more resilient? What will the strain on infrastructure be? How will this impact health and wellbeing? These are questions construction must answer.” …BAMEs in construction “Only 3.4% of UK construction managers are BAMEs, compared to 11.3% of all construction employees. So, there are still barriers for BAMEs [black, Asian and minority ethnic people] in the industry. We need to provide leadership to change this, so that workers from ethnic minorities have a sense of belonging and want to contribute. Maximising diversity of all kinds contributes to innovation, creativity and productivity gains, and helps address skills shortages.”

outward to the wider world – improving our skill base, winning work . We won’t do that by being myopic and inward looking.”

UEL opened its cutting-edge London Centre for Digital Design and Manufacturing last year, which is central to teaching students about “Industry 4.0” – the fourth industrial revolution. From September 2019, all of the university’s programmes will have a module that addresses Industry 4.0 readiness, says Egbu.

“Students will become familiar with connected enterprise and technologies to develop intelligent processes – automated, flexible and self-learning,” he enthuses. “This also includes connecting production facilities with technologies such as the internet of things and big data analytics – and identifying a role for those technologies whatever industry they choose to go into.

“So, if we can give our up-and-coming construction managers these skills and competencies – that is how they will add value in our industry.”

He believes the millennial generations have the “thirst for knowledge” to learn about these technologies, and an internationalist outlook.

“It’s up to construction and the CIOB to capture that thirst and encourage them to forge links elsewhere in the world,” Egbu says.

“This generation will likely have more than one career, so they will make high demands from industries they work in. Construction, which is still struggling with a skills shortage, should bear that in mind.”

Health gain and learning gain Egbu also believes the millennials are more aware of mental health. “They want employers who will be sensible about worker wellbeing,” he says.

UEL is walking the walk on “mental wealth”, as Egbu puts it, introducing a “health gain” module this September 2019, worth 20 credits, which all students will take. He says UEL believes that health gain is a pre-condition of “learning gain”, and of institutional success.

“We are saying this is a precursor to success, in any industry,” Egbu adds. “Mental illness costs the UK £94bn a year, according to the OECD, a huge figure.

“The message is clear: if companies don’t look after their people, it costs more money in the long run. But the reverse is also true, companies with high levels of worker wellbeing are more profitable. So mental wealth is, arguably, key to changing construction.” ●

Charles Egbu: CV l Appointed

pro-vice chancellor (education and experience) at University of East London in May 2019.

l Dean at School of

Built Environment and Architecture, London South Bank University, and professor of project management and strategic management in construction, 2014 to 2019.

l Professor of project

management and strategic management in construction, University of Salford, 1998 to 2007. Also served as associate head of research and innovation.

l Doctorate in

construction project

management from the University of Salford. l First degree (first

class honours) in quantity surveying, Leeds Polytechnic.

l Over 15 books

and 300 research publications to his credit. Supervised over 20 PhD students and examined over 100 PhDs internationally. Has received more than £25m in research funding in his areas of research interests in the built environment.

l Admitted to the

Worshipful Company of Constructors in May 2017 and received the Freedom of the City of London in 2017.

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When you carry out more than a million inspections every year

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OPINION JULY/AUGUST 2019 | CONSTRUCTION MANAGER

16-20

Opinion Alison Nicholl Constructing Excellence

Rethink procurement to improve performance PROCUREMENT MAY NOT BE A GLAMOROUS TOPIC – BUT RETHINKING OUR DELIVERY MODELS IS KEY TO TRANSFORMING THE PERFORMANCE OF THE INDUSTRY, WRITES ALISON NICHOLL

With so many factors aligning to drive positive change in the sector, we have to grasp this opportunity to turn ourselves into a more productive, more sustainable, more profitable and more attractive industry. To do this we need to rethink our delivery models to transform the performance of the sector and the built environment we create.

Part of the Constructing Excellence vision is clients procuring for outcomes and value. We need to shake up how we procure. We need to rethink the current procurement processes, contractual a r ra n ge m e n t s a n d u n d e r l y i n g assumptions about what value means.

As an industry, if we are to harness the true potential of the innovation that is moving at pace with modern methods of construction, platformbased approaches to building, digital collaboration and so on, we must adapt our current standard procurement processes or risk failure.

At a recent Constructing Excellence members’ forum we considered how we can unlock the knowledge and expertise that exists throughout the supply chain. One suggestion was to ban design and build. While this might seem extreme, we do need to move away from cost-based procurement to models that recognise and reward value from wherever it comes, ensuring that everyone gets paid fairly for the value they bring.

Collaboration is the founding principle of Constructing Excellence and it remains just as valid today as it was at the time of Latham and Egan. To unlock value, to stimulate and reward innovation, we need to share knowledge, we need to share problems, we need to share data and we need to share risk rather than simply passing it around.

Early contractor involvement is relatively well understood (if not always implemented), however with our move towards a digitally enabled and manufacturing-based sector, we need to involve specialists and manufacturers at an earlier stage to ensure their innovative concepts and solutions are effectively incorporated into the project, rather than bolted on. To do this we need to change procurement.

Manufacturers cannot invest time and effort to come up with solutions if there is no guarantee that they will be used on the final project, or that a lower-cost substitution will not take place.

The Cabinet Office’s New Models of Construction Procurement demonstrates that more collaborative approaches work. Two Stage Open Book and Cost Led Procurement have

Kier Highways’ Project Horizon pilot in Surrey reported 12.5% savings over five years using a collaborative approach

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 OPINION

Gren Tipper Construction Clients Leadership Group

been increasingly widely adopted, particularly in the local government sector where data shows an estimated £1bn per year of projects are using the models as of the end of 2018.

For example, in 2018 the Surrey County Council Trial Project (Project Horizon) reported an average 12.5% savings over five years, plus new 10-year warranties on 76% of the schemes, and local apprenticeships and recycling initiatives.

This was led by Kier Highways.

The first trial project for Insurance Backed Alliancing (IBA), by Advance II Alliance (including Dudley College), demonstrated the value of collaborative working, not just in cost savings but in value to the client. The aim was not simply to save money, but to maximise value, deliver a better quality building, minimise the risk of cost overrun and cost dispute – and it achieved that. However, these approaches are a long way from being commonplace in the sector.

Under the leadership of Ann Bentley of RLB, the Constructing Excellence Procurement Group is considering three key enablers of procuring for value: l behaviours – removing cost as a barrier l giving industry momentum, voice and backing l robust metrics in a standardised framework to prove that these approaches work.

Our next step is understanding the stakeholders that influence procurement and what their drivers are. Procurement is not a simple picture. We need to bring together the leaders, the influencers, the funders, the legal teams and the blockers to work collaboratively to unlock the value that procurement can bring. ● Alison Nicholl is head of Constructing Excellence, part of the BRE Group.

Clients can make construction a better place for women The industry’s major clients will push suppliers to make their working environments more welcoming and inclusive for female workers, says Gren Tipper

“With our move towards a digitally enabled and manufacturing based sector, we need to involve specialists and manufacturers at an earlier stage”

Construction is broadly acknowledged as traditionally a male-dominated industry. In an effort to change this image of the industry, some construction employers, including clients, are putting effort into creating a more welcoming and inclusive working environment, offering the work-life balance which is, quite rightly, becoming more important to many.

An area for improvement is in the provision of better maternity and paternity leave entitlements, which has improved over recent years in many other sectors, but which doesn’t necessarily fit well within the demanding construction environment.

Many employers have robust policies in place around diversity, however it’s not certain that these are actually put into practice in the workplace day to day.

Solving the negative behavioural aspects that affect women in construction needs the same level of commitment as the industry has put into health and safety. We must be prepared to intervene, support and reinforce the messaging – improving the industry not only for women but also young fathers who are increasingly sharing the parental duties.

As clients, it is in our interest to help in addressing this for our own construction-related staff and our suppliers. We must understand how we can resolve the underlying issues that dog sustainable progress.

Two areas stand out, and these apply to any industry.

Firstly, the undertone of women being treated as less capable than their male counterparts, even before engagement in work or team activity, meaning many women feel they have to prove themselves in an overt manner.

Secondly, maternity leave and the distractions of a young family, leading to women not being considered for certain roles due to: potential disruption from childbirth and family commitments; maternity absence having a perceived negative influence on key work activities; working hours not being as flexible as for male counterparts, particularly when returning to work.

There are many role models of successful women in construction who have prevailed in their chosen careers and at times when it was even more difficult. So, it can be done, but it should be so much easier.

We want to ensure that negative behaviours are being monitored and appropriate action is being taken to support women who want a fulfilling career in construction – and importantly to feel valued.

The Construction Clients Leadership Group (CCLG), with the support of the CIOB, is exploring which, if any, employers are tackling this issue, and looking for best practice examples. As leading clients, we want to provide excellent role models and influence the suppliers we employ to match their commitment.

Email gren.tipper@cclg.co.uk to get involved or for further information.

Gren Tipper is operations director of the Construction Clients Leadership Group.

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17/06/2019 17:06

OPINION JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Mark Beard

Vice president CIOB

Last month, the government announced that it was launching a consultation, promising “a radically new building and fire safety system”.

It is likely to place more responsibility and accountability on designers and constructors to manage building safety risks thoroughly.

As Dame Judith Hackitt identified in her independent review on Building Regulations and fire safety, quality is key to managing risk and sadly it’s an area where too many construction firms have been failing.

But do we really need to wait for the government to tell us what to do? Alternatively, we can identify within our own practices, teams and organisations areas where we can improve on and get on and do it.

For the more enlightened contractors, quality has always been high up the agenda, in part because delivering quality is very closely linked to one’s reputation. Since Grenfell there has been a renewed focus on quality, particularly when it comes to the external envelope and fire escape routes because of the public health issues around them.

In my view, the issue of quality is rising up the agenda in boardrooms and general dialogue within construction organisations.

This is extremely pleasing.

Rising insurance premiums However, the construction industry needs to make more progress on quality, more quickly.

There are some key questions contractors should be asking themselves.

First, what are the key drivers of quality?

As a response to growing insurance claims, all insurance companies are taking a far greater interest in contractors’ approach to quality. Rapidly increasing professional indemnity insurance premiums will reinforce the need to improve quality. We are seeing significantly more challenging questions from our insurance brokers regarding our approach to quality, which we welcome.

Second, ask yourself if you have sufficient time and money to do what you have committed

Comment

Don’t wait to up your game on quality THE GOVERNMENT MAY HAVE LAUNCHED A CONSULTATION ON ITS PROPOSED CHANGES TO REGULATIONS IN THE WAKE OF THE HACKITT REVIEW, BUT CONTRACTORS SHOULDN’T SIT

BY AND WAIT TO BE TOLD TO IMPROVE QUALITY, ARGUES MARK BEARD

“One of the things we have done at Beard is to introduce monthly quality and safety visits around our sites for directors and senior managers”

to do. Also, do you have all the resources you need to fulfil your commitments? The temptation is to overtrade in our industry, which produces a good level of short-term positive cashflow, but can produce long term problems. If the answer is “no”, then being able to walk away from a prospective job and admit that it is outside your skillset is crucial.

Finally, do you have the information you need to build to – is it coordinated? As an industry, we are too accepting of a poor starting point in terms of information on what the customer wants. We are too accepting of design change and too accepting of handing over a substantially rather than fully completed product.

Building in quality assurance At Beard, we still have too many snags at practical completion. We want to hand over a building that we are proud of and that the customer enjoys. If there is something that detracts from our customer’s ability to enjoy their new building, then it is a concern to us.

To help us resolve this challenge, we have engaged a full-time quality assurance manager.

Her first task has been to review and simplify procedures and processes to make sure that we do what we say we are going to do. We have a real focus on check and inspection plans for key elements of the building. We have taken the view that in addition to fire protection, a key area is around water. That means making sure roofs, cavity trays and drainage are built absolutely to specification.

We need to bring a culture of quality to our industry in the same way as we have safety.

One of the additional things that we have done at Beard, for example, is to introduce monthly quality and safety visits around our sites for directors and senior managers.

In our view, quality and safety are closely linked; a well-organised site is not only safe, it gives the craftsmen an opportunity to produce a quality product. ● Mark Beard is executive chairman of Beard Construction and CIOB vice president.

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OPINION JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Legal: Why Interserve’s Swansea stadium row went to extra time, p44

Feedback The Mulberry floating docks enabled 2.5 million men and 500,000 vehicles

A selection of readers’ comments about news and issues in the industry from www.constructionmanagermagazine.com CM 06/06 D-Day Mulberry docks Victor Cooper

What a marvellous achievement and effort.

To deliver that unique project on time, on budget and on spec was a turning point and a huge contributor to our ultimate victory. It makes me very proud to be a British constructor!

Darren Bell

Great piece of engineering and thinking outside the box. Well done Wates and their design teams all those years ago.

RE Wood

John Laing & Sons was one of the many contractors involved.

John Broomfield

And the record shows that RH Harry Stanger was entrusted with the quality control of materials and fittings for the concrete Phoenix units of Mulberry Harbour.

Janet Wood

Do you know that the harbours were named after the mulberry tree in the garden of Kingswood School, Bath? The school had been requisitioned in the war and the designers of the harbours looked out of the window and drew inspiration for a name from the mulberry tree in the garden.

Bryan Hills

My father, who was a plasterer by trade, worked on the building of the Mulberry harbours. He told me about it many years after the war.

The shuttering system was adapted by John Mowlem & Co to produce a system of housing which was extensively used in the 1960s and 1970s to produce good-quality homes.

In Stevenage at Pin Green we were handing over thermally efficient homes complete with wallpaper and curtain rails at the rate of 38 per week. Can any homebuilder match that today?

CM 10/06 Royal Liverpool R Blackmore-Squires

Government procurement agencies need to tighten scrutiny of proposals both on quality of design and total management as well as price and funding options for these major schemes.

I have often wondered how it is that overseas developers can beat our national contractors so easily, and the worrying tale of the Royal Liverpool Hospital is some evidence of why our most famous main contractors are no more.

Brian Wood

Would these shortcomings have been found if Carillion had not gone under? Who knew of the faults? Who should pay?

E Browning

Structural failures on the building before it comes into use? This is an inexcusable failure on the part of the designers — like building a battleship without a bottom. It’s not good enough they have gone bankrupt and left the taxpayer with the bill – we should at least know the names of those responsible, for future reference.

CM May 2019 30-day payments Paul O’Brien

In response to Mark Beard’s article in connection with a mandate for 30-day payment terms, I feel he is missing a very significant piece of the puzzle.

As a contractor, yes in an ideal world we very much endorse 30-day payment terms. However, the suggestion that the client should potentially veto any contractor who settles in terms of greater than 30 days, or indeed supply chain partners refusing to trade with contractors who exceed this term, is very naive and ignores the commercial challenges that SMEs like ourselves encounter.

We operate for a number of prominent clients who have payment terms in excess of 60 days or more.

The recent implementation of public naming and shaming of corporations that operate on these

terms does nothing to change their settlement terms and is worthless as behavioural change.

So with this being led by appointing clients, how do you expect an SME to be able to settle in lesser terms without putting their cashflow under huge and possibly unsustainable pressure?

A sustainable business requires a healthy flow of cash coming and settlement of supply chain partners needs to align with this. It’s simple commercial logic.

Unless there is a real appetite for clients to commit to 30-day terms, you can’t expect SMEs to reciprocate.

Provide your own feedback on latest industry issues by posting comments online at www.constructionmanagermagazine.com or by emailing the editor at construction-manager@atompublishing.co.uk

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18/06/2019 17:23

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17/06/2019 10:43

TECHNICAL JULY/AUGUST 2019 | CONSTRUCTION MANAGER

22-26

Technical

The 83m Hadrian’s Tower occupies a very tight site in the centre of Newcastle

TOLENT IS TALLEST IN TOON NEWCASTLE’S TALLEST TOWER IS CURRENTLY UNDER CONSTRUCTION. ON A LOGISTICALLY CHALLENGING SITE, MAIN CONTRACTOR TOLENT IS USING OFFSITE TECHNOLOGY WIDELY, INCLUDING A UNITISED FACADE MANUFACTURED IN EASTERN EUROPE. WILL MANN REPORTS

Standing 83m,Hadrian’s Tower is set to become the tallest building in Newcastle when construction finishes next year.

Situated between St James’ Park and the main railway station, main contractor Tolent is constructing the tower for developer High Street Residential on an incredibly tight site, where neighbouring buildings are just 75mm from the new structure.

This has led the contractor, headquartered in Gateshead, to prefabricate

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18/06/2019 12:00

CONSTRUCTION MANAGER | JULY/AUGUST 2019 TECHNICAL

12, 500

Technical story for CM? Email will.m@atompublishing.co.uk

“We have just one tower crane and one hoist so our just-in-time delivery system has to be spot on – and on busy days we have up to 30 deliveries” Paul Consterdine, Tolent

many components, most notably the unitised facade which is being manufactured and assembled at various locations across Europe.

Project manager Paul Consterdine, also from Gateshead, recently returned to the north east after five years in the capital, and says that “logistically, this is like working on a central London site”.

The 27-storey tower is an irregular trapezium on plan with a total floorspace of around 12,500 sq m.

The building footprint is 62 sq m.

Tolent’s site office is in a neighbouring building. What little spare space there is at ground level is being used by the concrete frame contractor to assemble column and slab reinforcement.

“Otherwise materials are unloaded from the lorry on arrival and go straight onto the tower,” explains Consterdine.

“Floorplates are small so we can’t preload with materials.

“We have just one tower crane and one hoist so our just-in-time delivery system has to be spot on – and on busy days we have up to 30 deliveries.

“Fortunately, we had a long lead in which allowed us to plan the construction methodology.”

Tolent was awarded the negotiated contract from High Street Residential and started on site in August 2017, managing the demolition and enabling

The tower is an irregular trapezium on plan with a total floorspace of around 12,500 sq m

works. Given the area’s mining history, six boreholes were drilled to the core seams below, which were unworked.

There were also no discoveries from the archaeological investigations – the site is next to the old city wall – allowing the foundations construction to get under way in May 2018, with the piling mat installed as part of the enabling phase.

Some 245 CFA piles, 600mm in diameter, were driven to depths of 22m to 25m. Of these, 153 are load bearing.

Because of the close proximity to the neighbouring buildings, Tolent had to install a contiguous retaining wall of 76 piles. A further 16 piles support the tower crane base.

The structural frame, which uses 6,000 cu m of concrete and 1,000 tonnes of reinforcement, is mostly conventional apart from the bottom nine levels.

Right: A full perimeter protection screen is used for safety Below left: How the 27-storey tower’s unitised facade will look on completion

Hadrian’s Tower Value: £26m Client: High Street Residential Main contractor: Tolent Architect: FaulknerBrowns Structural engineer: Alan Johnston M&E consultant: Desco Key subcontractors: Concrete frame: 4D Structures Facade: EVB/GA Installations H&V: H Malone and Sons Electrical: TClarke Ceilings and partitions: Kenmor Programme: 118 weeks Scheduled completion: August 2020

The four lowest levels flare outwards at one corner, then twist inwards for the next two storeys, and again for the next three, before becoming uniform from floor 9 up to the roof.

On plan, the trapezium changes into a parallelogram.

The tapered design creates steps at floors 4, 6 and 9, where triangular green sedum roofs will be installed.

The tower will have 162 PRS apartments, with 30 different layouts in total, most of the variations in the unusual shape of the lower levels.

From 9 to 23, each floor comprises six apartments with identical layouts, and the top four storeys contain penthouses.

There were a few significant changes from the original structural design. The first was the incorporation of an extra storey. “This meant increasing the overall height of the tower by an extra metre, the maximum level allowed by the planning permission, and then shaving 50mm off the height of each storey – to 2,925mm,” explains David Thompson, Tolent’s regional director for the north east.

“We also reduced the thickness of the floor slabs and the height of the ceiling voids – this has meant the ventilation ductwork now takes up the full depth of the ceiling void, so we’ve had to plan the services coordination carefully.”

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18/06/2019 12:02

TECHNICAL JULY/AUGUST 2019 | CONSTRUCTION MANAGER

“The architect wanted a clean line between each storey… this meant creating a bespoke design for the fire stopping between each floor” David Thompson, Tolent

The other main change from the original design was the inclusion of a third lift shaft to allow direct access to the planned lounge area at roof level.

“This meant rationalising the structural design, reducing column numbers but beefing up their thickness by about 30% to 40%,” adds Thompson.

The columns are typically 300mm x 800mm thick. Internally, these are set out at 5m centres, with reinforced concrete piers at 1.3m centres around the perimeter. Shear walls have been used as well as columns, to achieve lateral stiffness, up to level 6 on the west side and all the way up to the top floor on the east side.

The envelope design is also different at the lower levels. SFS and brickwork are used on levels 0 to 5, while from level 6 up it is all unitised glass spandrel panels with anodised aluminium.

The unitised sections, 1,968 in total, are supplied by Pilkington and assembled at its various locations around the continent. The glass is manufactured in Germany, the doubleglazing units assembled in Poland, then shipped to Ukraine – where the anodised aluminium is manufactured – and there they are structurally bonded into the unitised facade units. From Ukraine, they are delivered straight to the Hadrian’s Tower site.

“The decision was partly due to speed – and obviously the cost had to work – but also safety and logistics,” says Thompson. “We didn’t want to use mast-climbing work platforms, because it would have meant having the mastclimbing structures on two elevations.”

The units arrive on stillages, are unloaded from the lorry by mini telehandlers and lifted onto the hoist, then taken up to the floor plates. A spider crane on the floor above raises the units from the stillages individually, then lifts them up and out of the building, and on to the brackets attached to the concrete structure, where they are secured in place internally. “ T h i s re q u i re s c o n s i d e ra b l e preparation,” says Consterdine. “The tolerances are just +/– 10mm for each unit. The brackets have to be accurately set out and torqued. The frame’s

The lower levels flare out at one corner, then twist inwards before becoming uniform from floor 9

concrete mix is 15N – unusually high for a concrete slab – but the tolerances are so tight we have to avoid any deflection.”

One other significant design issue on the facade installation was the fire-stopping.

The concept design for Hadrian’s Tower pre-dated Grenfell, explains Thompson. “Typically, on this type of project, there would be a spandrel panel around 500mm deep which effectively conceals the fire-stopping,” he says.

“Here, the architect wanted a clean line between each storey, to create a transparent effect up the whole facade, with each floor clearly visible. This meant creating a bespoke design for the fire stopping between each floor.”

With this design, the Siderise fire stop product sits below the horizontal transom, sealing the gap between the floors and the external unitised facade panels, maintaining continuity of fire resistance. This achieved the minimalist, transparent effect the architect intended.

“However, there was no prior test data for this design,” says Thompson.

“Initially, we carried out a desktop study, but when we went to Tyne & Wear fire brigade, they asked for a physical test.

So we had to build up a sample panel to get tested first, which was done in Warrington by Exova.”

“The design also had to be signed off by building control,” adds Consterdine.

“Creating and finalising this part of the design took six months and involved three fire consultants.”

The other significant offsite package is the bathroom pods. All 175 of them are being supplied by modular outfit Offsite Solutions.

“The bathroom pods are lifted by tower crane onto cantilevered decks,

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18/06/2019 12:02

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TECHNICAL JULY/AUGUST 2019 | CONSTRUCTION MANAGER

1, 968

The unitised sections, 1,968 in total, are supplied by Pilkington and assembled at its various locations around the continent

“Logistics has been the biggest issue, particularly planning crane hook time and hoist time. We would have liked more than one hoist but there wasn’t room”

Paul Consterdine, Tolent

which come off the floorplates, and we wheel them onto the floors,” explains Consterdine.

The pods also present a challenge with the services integration, with no central risers on the tower. “The services have to be installed before the pods are fixed into their final positions,” says Consterdine. “So before we install them, we have to test all the pipes, fire stops, ventilation ductwork

and seals above the pods, because we can’t do it afterwards.”

The close proximity of neighbours has been a big consideration throughout the works. For safety reasons, Tolent is using a full perimeter protection screen during the concrete frame construction. The screen, supplied by RMD preassembled, comprises a lightweight steel frame with robust plastic sheeting. On the upper floors, the wind gusts are barely

The tower crane is so close to the structure that Tolent had to put in a tie to stop the mast deflecting in high winds

detectable behind the screen. The screen covers four floors, moving up the tower as floor slabs are cast.

“When working so close to neighbouring buildings, these are necessary for safety,” says Consterdine.

“They are more common in London, but I think this is the first time one has been used in Newcastle.”

Meanwhile, the tower crane is so close to the structure that Tolent has had to put in an intermediate tie at level 18 to stop the mast deflecting in high winds and hitting the top of the building. “The worst case scenario is 2m in either direction,” says Consterdine.

Tolent is required to maintain access to the car park of Nexus, which occupies the building next door, 24 hours a day.

“We came to an arrangement where we split the road in half on Rutherford Street [the only access road], took access of one half for our site compound, and left the other half to provide access for Nexus,” explains Consterdine.

“Logistics has been the biggest issue on the project, particularly planning crane hook time and hoist time,” he reflects. “We would have liked to have had more than one hoist but there wasn’t room.”

Hadrian’s Tower is due to complete in August 2020 and is on schedule, says Consterdine. ●

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18/06/2019 12:03

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ENVELOPE JULY/AUGUST 2019 | CONSTRUCTION MANAGER

28-36

Envelope

TAKING CONTROL OF ENVELOPE QUALITY AFTER THE FAILINGS WITH THE EDINBURGH SCHOOLS, AND THEN THE GRENFELL TOWER DISASTER, THE ENVELOPE SECTOR HAS COME UNDER CLOSE SCRUTINY FOR THE QUALITY OF ITS WORK. NEIL GERRARD EXAMINES HOW IT HAS RESPONDED

Dame Judith Hackitt was unequivocal in her assessment. Ignorance of regulations, a motivation to do things as quickly and cheaply as possible, a lack of clarity on roles and responsibility, and inadequate regulation – all of this had conspired to create a culture issue in construction that amounted to a “race to the bottom”, she asserted in her final report following her review of Building Regulations and fire safety.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 ENVELOPE

“There is insufficient focus on delivering the best quality building possible, in order to ensure that residents are safe and feel safe,” she said.

It was a damning conclusion and another stain on the reputation of the construction sector, already reeling from the faults uncovered in 17 primary schools across Edinburgh after the collapse of a wall at Oxgangs Primary School in Edinburgh in January 2016, and growing disquiet about the high level of defects in the housebuilding sector.

It has also spurred the government into action. Not only did it last year announce a technical review of Approved Document B, which closed in March, it also opened a consultation on a “radical” new regulatory system for building and fire safety last month, which closes on 31 July.

But how well has the construction sector – and the envelope sector in particular – responded to quality concerns since Edinburgh and Grenfell?

Not well enough, if you ask CIOB past president Paul Nash, who is chair of the body’s Construction Quality Commission, whose work is shortly due to result in the publication of a new Construction Quality Code (see page 11).

“Do I think we could have another Edinburgh schools today? Yes. It is a shame to say it three years on,” says Nash. “What shocked me with Edinburgh schools is that we were talking about basic building technology. This was not a complex cladding system.

“Grenfell is a much more complex problem because it was a refurbishment of an existing building and one of the wider issues is what happens when people go in and make alterations to existing buildings. The external

The quality challenge — and what needs to change Views from across the envelope sector on changing the quality culture

“Do I think we could have another Edinburgh schools today?

Yes. It is a shame to say it three years on” Paul Nash, Construction Quality Commission, CIOB

“While we take care to specify the appropriate roof systems for each individual project, we often see last-minute substitutions to reduce costs. There have been some recent amendments to Building Regulations, but more needs to be done to bring clarity and to reflect modern construction methods.”

Dean Grady, product manager for single-ply membrane, Sika Sarnafil

“One widespread issue is the competency of installers. Better training is key, as are inspections and evidence of checks being carried out. There needs to be more emphasis on making sure you can do a job to the right technical specification, with an emphasis on quality rather than just on cost.”

Carlton Jones, director, MCRMA

envelope of a building has multiple functions that it has to perform, from aesthetics, to keeping the weather out, to keeping the heat in, acoustic performance and performance in fire.”

Mark Beard, chairman of Beard Construction and vice president of the CIOB, agrees that not enough progress has been made on the issue of quality but does see business leaders finally waking up to its importance. “Since Grenfell there

“The government can set certain policies but if it is not seen to police, then the danger is we go back to the way we were. We also need to be careful of unintended consequences. The changes to Approved Document B have caused grey areas that are very difficult in terms of interpretation.”

Nigel Blacklock, technical director, Bauder

has been a renewed focus, particularly when it comes to the external envelope, because of the public health issues around it. The issue of quality is rising up the agenda in boardrooms and in general dialogue within construction organisations,” he says.

Nash sees competence in the construction supply chain as key to delivering the required level of quality on building envelopes. Indeed, competence in 29

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18/06/2019 12:33

ENVELOPE JULY/AUGUST 2019 | CONSTRUCTION MANAGER

NFRC raises quality bar with RoofCert

1, 500

Nine roofing disciplines will be accredited under scheme

Some 1,500 individual roofers have put themselves forward for RoofCert

two key areas – design and the workmanship involved during installation – is critical in his view.

While architects have traditionally had the competence on the design front, facades are now often such complex systems that the skills required to design it correctly are held in other disciplines, he argues.

Earlier involvement “Member In his eyes, that strengthens the case for companies earlier involvement of contractors and should have subcontractors. “There is a question confidence mark over how we get the right skills around the table early enough in the to report noncompliant or process to ensure that what we design substandard meets all the performance criteria. work” Very often those skills exist further James Talman, down the supply chain with specialist National Federation subcontractors,” Nash says. of Roofing The issue of workmanship is a Contractors somewhat simpler issue, he contends, and it hinges on having a high standard o f i n s p e c t i o n a n d ve r i f i ca t i o n processes. “There is an issue in terms of whether the individual installers are competent, who is ensuring that what they are collectively doing meets the right standard?” he asks.

That’s a point echoed by Keith Laing, head of facades and cladding, at specialist envelope contractor Guildmore.

“Legislation to improve construction quality has been welcome but there are still steps the private sector can take itself to ensure better practice,” he says.

“That can mean making sure that our quality inspection processes are constantly reviewed, having a clerk of works and making sure all managers and relevant people are trained to the highest level about which materials are the best in class.”

Meanwhile, National Federation of Roofing Contractors (NFRC) chief

executive James Talman urges greater vigilance among construction firms, as his organisation focuses on not just keeping members safe, but also building occupants, in the post-Grenfell era.

“Member companies should have confidence to report non-compliant or substandard work,” he says. “I said to one member, ‘if you install cladding, and you see that firestops are missing around the window for example, it might not be in your contract – but you know this is not compliant, so you should say that to your supervisor’. ” Talman, who also sits on the Build UK board, warns that for his contractor members, making the right product choices in roofing or cladding construction is critical.

“A lot of our smaller members are potentially exposed during their work because design responsibility is often

NFRC chief executive James Talman After research conducted with the Construction Industry Training Board (CITB) highlighted that reputation among contractors is a concern, the NFRC has introduced its RoofCert accreditation scheme for individual roofers.

Positioned as “roofing’s answer to Gas Safe”, it aims to raise the level of professionalism in the sector. This year, it began piloting the RoofCert Technical Knowledge Test for slating and tiling, the first of nine roofing disciplines that will be UKAS accredited.

“This reputation issue dates back to before Grenfell. It was prompted by behavioural and quality issues, particularly in housing work,” explains Talman. “Defect examples are typically in the details, such as hip flashing, chimney dressing.

“The first pilot of the test was in Yorkshire and 70% passed. So that shows the test is rigorous. Some 1,500 individual names have put themselves forward for RoofCert. They want to say to main contractors and clients up the supply chain, ‘we’re aware of quality concerns, this is what we’re doing about it’,” he says. “We will also add a rainscreen cladding test on to the RoofCert scheme and are lobbying government for support.”

Talman argues that RoofCert can also help with retentions. “We would ask main contractors: are retentions held because of concerns about quality issues?” he says. “Because we are addressing these quality issues through RoofCert. We will measure the quality and productivity improvements and produce an output score.”

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ENVELOPE JULY/AUGUST 2019 | CONSTRUCTION MANAGER

FIS tackles SFS quality concerns Installation concerns about steel framing systems (SFS) are addressed in a new technical guide produced by FIS, the trade body for the finishes and interiors sector “They are different products. It may not necessarily matter if you changed them but the point is you don’t know.”

“If BIM is fully embedded and you have a unified model, it becomes more difficult for people to make last-minute changes for value-engineering reasons” Nigel Blacklock, Bauder

passed down the supply chain, and they think the manufacturers’ products cover them,” he says.

“But sometimes, companies will choose a pick and mix system, with different components from different manufacturers and different origins, which are not fully tested when used together. So, we tell members to stick to tried and trusted systems.”

Nigel Blacklock is technical director for flat roof manufacturer Bauder, and well aware of the problems that can occur with “mixing and matching” products.

“Someone will always try and change one component of it, usually for a small financial gain. You are actually putting everything at risk,” he says.

“If you present a fire test certificate and building control comes back and says, ‘yes but this has Bauder insulation on it and you have used something different’, don’t come sobbing to me.

Digital uptake Could improved data management provide part of the answer? Following the Hackitt report, many focused on her “golden thread” of information: the idea that improved digital records would transform quality of design, construction and asset management.

Talman sees a role for better use of digital technology, although he says its adoption in the roofing sector has been slower than he would have hoped.

“There has been less push on digital from manufacturers than we expected.

They have struggled getting to grips with data standards. However, our member contractors mainly at the top end, such as Prater, are pushing forward with it,” he adds.

Blacklock agrees: “Five years ago, I had the first BIM object in the industry for flat roofing but few people were asking for them and from the manufacturers’ point of view it seems to have stalled.

“But in principle, if BIM is fully embedded and you have a unified model, it becomes more difficult for people to make last-minute changes for value‑engineering reasons.”

Nash wants to see a regulatory system that is less open to interpretation but feels that better inspection and site supervision is also required. While he acknowledges that main contractors are already making inroads, he also wants to see a reassessment of the drivers for construction projects – placing a greater emphasis on quality, ahead of time and cost.

“It’s about how you drive the right culture and behaviours – and that has to come from the top down,” he asserts. ●

Problems can occur with SFS due to lack of planning, warns FIS The updated guidance on the design and installation of light steel external wall systems was created after competence and quality issues were highlighted by the Oxgangs Schools wall collapse in Edinburgh and the Grenfell Tower fire.

“SFS is seen as non-load bearing, but it is supporting cladding, internal linings insulation and even services,” FIS CEO Iain McIlwee explains. “There are significant implications should it fail, which could lead to the external cladding falling off.

“The report on the collapse of the brick cladding at Oxgangs Primary School Edinburgh on 29 January 2016 highlighted that there was a failure in the correct installation of a simple element: wall ties.

Although there are no direct examples of this happening where SFS has been installed, it highlights the danger of ignoring the correct installation process.”

The guide, which FIS produced with the Steel Construction Institute (SCI), includes sections on:

l Light steel sections l Structural design l Setting out, tolerances and movement l Fixing details and fasteners l Installation l Health and safety l Continuous walling l Secondary steelwork.

“SFS has been around for over 20 years, and many projects are using it, but there are problems being created because of a lack of planning and knowledge,” says Joe Cilia, technical director at FIS. “SFS is the first thing you see, but often the last thing that’s designed in a building. This guide is an example of how the supply chain can work together to share knowledge, support training and deliver quality.”

FIS says the guide aims to spread best practice, help raise standards, educate clients, designers and installers, and will also be useful to anyone involved in quality checks, such as clerks of works.

The document includes checklists and guidance, and aims to give installers the confidence to question designs.

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ENVELOPE JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Flower Bowl Entertainment Centre, Lancashire The green roofing award went to W Hughes & Son for this garden centre and entertainment venue project. Designed on sustainability principles, with the curved green roof reflecting the local landscape of rolling hills, it used a robust, root-resistant system beneath the green roof growing medium and the insulation.

McArthur Hall, Methodist College, Belfast The roof of this Grade B1 listed building was restored by D Harkin & Co Roofing, reusing original building material where possible, including slates, gutters and downpipes. However, the spire was missing most of its lead, due to weather exposure, so experienced heritage craft lead workers recreated the original intricate lead designs. The project won the lead roofing award.

IN PICTURES: SIX INNOVATIVE ROOFING PROJECTS SOME OF THE BEST EXAMPLES OF ROOFING WORKMANSHIP WERE HIGHLIGHTED AT THE RECENT UK ROOFING AWARDS, ORGANISED BY THE NATIONAL FEDERATION OF ROOFING CONTRACTORS. CM TAKES A LOOK AT SIX OF THE STAND-OUT PROJECTS FROM THIS YEAR’S WINNERS

BSK Building, Clifton College, Bristol The slating award went to M Camilleri & Sons for its renovation of this Grade II listed dining hall, dating from 1862.

The team stripped the 1,000 sq m roof covering, before replacing it like for like with 15,000 dark blue-grey rectangular Cwt y Bugail slates and heather blue Penrhyn arrowhead slates. These were fitted on the duo-pitch roof in distinctive alternating ornamental bands.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 ENVELOPE

For more details on the winners and finalists at the 2019 UK Roofing Awards, visit www.nfrc.co.uk

The Dunes, Perranporth, Cornwall Situated just 10m from the beach, Progressive Systems had to contend with coastal weather to deliver this robust roof on a luxury housing development. Sarnafil decorative profiles were used on the steeper pitched roofs and beach houses to mimic standing seams. The team carried out wind uplift calculations to ensure the roof would resist the elements.

The scheme won the single ply award.

Ludgate House, Hertfordshire Richardson Roofing installed this bespoke curved zinc roof, which transformed an old livery yard into a new home. The contractor created the barrelled roof on site, delivering a standing seam metal roof covering that reflects the traditional barn form, using modern systems. The project won the fully supported metal roofing category and the roof of the year award.

No 1 Court, All England Lawn Tennis Club, Wimbledon Prater worked with BEMO Systems to deliver the 6,500 sq m aluminium standing seam roofing system and 3,000 sq m of rainscreen cladding, on the redevelopment of Wimbledon’s No 1 Court into an all-weather tennis arena with retractable roof. The complex and high-profile project won the sheeting and cladding award.

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BIM & DIGITAL JULY/AUGUST 2019 | CONSTRUCTION MANAGER

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BIM & Digital Paul Shillcock Operam

May Winfield BuroHappold

NEW BIM STANDARDS, NEW CONTRACT RULES? HOW WILL THE CONTRACT FRAMEWORK CHANGE WITH THE INTRODUCTION OF ISO 19650? PAUL SHILLCOCK AND MAY WINFIELD EXPLAIN

Under PAS 1192-2, the contractual documents for projects adopting BIM comprised primarily the BIM protocol, the employer’s information requirements and the BIM execution plan. Official templates for these documents were never developed.

However, there is a standard BIM protocol form – the CIC BIM Protocol – currently in its second edition.

In January 2019, the PAS was superseded by BS EN ISO 19650-2.

The new international standards are a game-changer and anticipated to be widely adopted around the world.

In elevating PAS 1192-2 into an international standard, there was a need to amend some of the terminology to be more universal.

For example, the BIM protocol is n ow t he i nform ation p rotocol, employer’s information requirements a re n ow exc h a n ge i n fo r m a t i o n

requirements (EIR) and a contract is now an appointment. Many of the terms used will still be familiar, such as the BIM execution plan (BEP) and the master information delivery plan (MIDP).

Concept guidance has recently been published on BS EN ISO 19650-2 and detailed guidance is anticipated in the summer, including a compliant draft protocol.

Invitation to tender So, what should an invitation to tender and subsequent appointment aligned with the ISO 19650 series look like and how would this differ from tenders and appointments in the PAS 1192-2:2013 era?

BS EN ISO 19650-2 provides that the appointed party will comprehensively develop its requirements at pre-tender

ISO 19650-2 documents

Appointing party exchange information requirements

Level of information need Supporting information

e.g. reference information and shared resources

Main body

Project information standard

Acceptance criteria e.g. management/ production methods and procedures; reference information and shared resources

Project information delivery milestones

stage, to ensure these are set out clearly at tender stage. Arguably it is more likely to get accurate and useful tenders this way.

These documents together form the information management part of the appointment (that is, contract).

These documents primarily comprise the project’s: l EIR; l information delivery milestones; l information standards; l information production methods and procedures; l reference information and shared resources; l information protocol.

(See section 5.1 of BS EN ISO 19650-2 for further details.)

BS EN ISO 19650-2 envisages that the invitation to tender will contain, as well as the above documents, additional

Project information protocol

Delivery team BIM execution plan

Industry standards

Appointing party standards and policies

n Appointment documents n Appointment schedules n Referenced documents – Appended – Referenced

Delivery team master information delivery plan

Delivery team capability and capacity assessment

Delivery team mobilisation plan

Delivery team information delivery risk assessment

The purpose of this diagram is to show the relationship between the various information management documents within an appointment and is not intended to be legal guidance. Not all contracts have schedules; for example the schedules contents would be contained in NEC3/4 Z-clauses and works information/scope instead. Legal advice should always be sought when preparing appointments.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 BIM & DIGITAL

Robert Garbett Drone Major Group

Digital story for CM or BIMplus?

Email denise@atompublishing.co.uk

How drones are helping fight fires

“BS EN ISO 19650-2 provides that the appointed party will comprehensively develop its requirements at pre-tender stage, to ensure these are set out clearly at tender stage”

Drones played an important part in saving Notre Dame, and their role in fighting and preventing fires will only grow, says Robert Garbett

te n d e r re s p o n s e re q u i re m e n ts (see section 5.2.3 of BS EN ISO 19650-2) which set out what is expected from tender submissions.

The aim is to ensure that tenders can be accurately prepared to the scope anticipated by the appointing party.

They could include, for example, only wanting risks with high probability or impact to be highlighted in the risk register.

The tender response requirements may therefore be split between requirements for tender submissions and additional requirements for winning tenders only.

Some activities, such as elements of the BEP, may not be possible or necessary to be carried out at tender stage but tenderers need to be aware of these additional requirements so that they can be priced within the tender.

So what would a “typical” BS EN ISO 19650-2 compliant appointment look like? In the absence of one source that sets this out, the flowchart (left) illustrates what documents are likely to form a standard BS EN ISO 19650-2 compliant appointment framework, based on the authors’ analysis.

What these documents consist of may vary from project to project.

For example, the EIR and BEP may comprise a number of separate collated documents, or may be relatively short documents for less complex projects. This is reflective of the aims of the BS EN ISO 19650-2 to be flexible to the needs of the parties applying it. ● Paul Shillcock is managing director of Operam.

May Winfield is associate director at BuroHappold Engineering and chair of BIM4Legal.

The appointment Once a tenderer has been selected, the question then turns to how the above documents will be compiled into the appointment. Which documents should form part of the appointment? Which documents are simply intended to be non-binding or reference material? Section 5.4.7 of BS EN ISO 19650-2 gives some guidance on this.

The authors are currently researching the international legal community’s understanding and interpretation of the ISO 19650-2:2018, including interpretation of the appointment framework, with a white paper of their conclusions due to be published later this year. They need your help to come to accurate conclusions.

To provide your input, contact paul@operam.co.uk or bim4legal@gmail.com.

Notre Dame cathedral on fire The use of drones by fire services is nothing new.

However, the fire at Notre Dame highlights how this technology enhances firefighting on a large-scale blaze – and saves lives.

While the cathedral’s iconic spire and sections of its roof were destroyed in the fire in April, the Parisian firefighters, desperate to preserve what they could of this historic landmark, looked to drones for safety and guidance.

DJI drones, equipped with delicate yet powerful imaging devices, helped to add information, insight and data to the strategy of the crews on the ground, while allowing them to keep a safe distance from the scene.

Using images and livestream videos, the firefighters could remotely identify the most critical areas of the fire, the current status of infrastructure and, most

importantly, where to focus their preservation efforts.

Until now, drones in this role have largely been restricted to the use of small unmanned air systems (UAS) for surveillance, observation and intelligence gathering, plus some larger-scale dousing of fires in hard-toreach locations.

As the technology evolves, fire services will become aware of the power of hybrid drones, sometimes called multi-modal systems. These can operate in multiple environments – for example, operating over a river close to a blaze which would otherwise be inaccessible.

Similarly, an autonomous or remotely controlled UAS could be rapidly deployed to a fire at a chemical plant, for example, where the presence of firefighters would be perilous. This is a natural application for drone technology and companies are already developing systems for this purpose.

While some way from widespread adoption, we will soon see these more advanced drone systems being deployed. As Notre Dame showed, drones have a key role in the future of fire safety.

Robert Garbett is founder and chief executive of consultancy Drone Major Group.

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CPD JULY/AUGUST 2019 | CONSTRUCTION MANAGER

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CPD

REIMAGINING CONSTRUCTION: TRANSFORMED

BY TECHNOLOGY WHAT DIGITAL TECHNOLOGIES WILL TRANSFORM THE CONSTRUCTION INDUSTRY OVER THE COMING DECADE? AND HOW MIGHT THEY BE ADOPTED SO THAT COMPANIES COME OUT ON THE RIGHT SIDE OF THIS TRANSFORMATION? THIS CPD, IN PARTNERSHIP WITH AUTODESK, PROVIDES A ROADMAP FOR CONSTRUCTION PROFESSIONALS

Construction is one of the least digitised sectors, but in a world where there’s a smartphone in almost every pocket, this can’t continue.

Other industries are benefiting from technology and change is coming to construction too.

By 2030, population growth, urbanisation and economic expansion are predicted to increase global demand for construction output by 85%. This growth is set against a backdrop of low productivity, rising project complexity, the low margins and constrained finances of the traditional business model, the skills gap, the high amount of waste generated, and more.

Construction must go digital and embrace new ways of delivering buildings and infrastructure. From strategy to business development, innovation, operations, projects, functions – digital technology will touch all of them.

When sensors drive work pipelines, algorithms design estimates and big data powers scheduling, the result will be a more profitable, resilient and agile industry, and a better built environment. As technology use matures in the industry, business models will also evolve, and new ones will emerge. Traditional barriers to entry – capital, knowledge, efficiencies – will be broken down by digital technologies.

This CPD will examine a digital vision for construction and a roadmap for how to get there.

Where will the industry gain most from digital technologies over the coming decade? What are the specific technologies that can bring about these improvements? And how might they be adopted so that companies come out on the right side of this transformation?

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 CPD

In association with

“Employers who don’t offer opportunities for employees to develop their digital skills are five times more likely to see people leave the company within a year” Where: The urgency of digitising construction The industry faces some pressing challenges that threaten the long-term future of many companies. But it also faces opportunities to reinvent and improve itself. In both cases digital technology holds the key: 1 . I m p rove d p ro d u c t i v i t y a n d profitability. Digital technology is already making a difference for early adopters and technology has the potential to offer a fast track to transforming the selection, funding and delivery of projects – making processes more efficient, faster and cheaper. In turn, this will improve profitability across the supply chain. In non-residential construction, 10 years of full-scale digitalisation could save up to $1.2trn in the design, engineering and construction phases, and $0.5 trn in the operations phase.

2. Faster, more efficient construction.

It’s been reported that just a quarter of construction projects come within 10% of their original deadlines. The industry’s highly fragmented supply chains are a main contributor, but technology is poised to offer a key solution to the challenge. Digital technologies will make the construction process more efficient by bringing these key parties together.

3. Greater predictability. Better supply chain integration will result in better quality buildings and infrastructure.

Digital technology will allow faster and more efficient construction

Digital technologies improve collaboration, allowing everyone to access the same data in real time, to test approaches and catch errors earlier.

4. Safer projects. Assuring onsite safety has always been important. As projects increase in size and complexity, technology will enable managers to do even more to protect their people.

Drones, for example, allow contractors to carry out surveys, inspect eaves or look at chimneys without their feet leaving the ground.

5. Attracting the talent of tomorrow.

Firms that implement a digital strategy to include people along with processes and technology are more successful in attracting and retaining talent. For example, 80% of employees prefer to work for digital leaders. Employers who don’t offer opportunities for employees to develop their digital skills are five times more likely to see people leave the company within a year.

6. Better outcomes for clients and end users. Digital technologies can help the industry to make better decisions about what assets to build, as well as the mix and nature of those assets to ensure projects meet expectations. For example, smart sensors collecting data on occupancy, usage patterns and energy consumption might allow owners and

constructors to lower costs, increase capacity, improve end-user experience, or even maximise value by identifying new usage capabilities.

4. New business models. Digital technologies are disruptive. They have the power to break and remake business models, reshape definitions of value in markets, and create not only new competitors, but help companies compete differently too. Asset data combined with large external datasets such as population demographics and wealth levels could help contractors invest in projects with a greater degree of confidence. A contractor that understands how assets perform across their lifecycle could unlock other service models.

What: 10 transformational technologies The interaction between technologies is fundamentally transforming the very way in which we design, build and operate buildings and infrastructure. And those changes are about to transform the industry by radically improving collaboration, productivity, quality and safety, reducing environmental impact, changing business models, and even creating or replacing job roles.

The following 10 key technologies offer considerable potential to help drive transformation of the construction industry over the next 10 years. Most of them are available now.

1. Infinite computing in the cloud.

Cloud computing will give even the smallest contractors access to “infinite”, on-demand processing power. The cloud’s unlimited computing power can solve complex design problems, simulating thousands of different designs to find the ones offering the best solution that meets the required design criteria.

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CPD JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Case study: Mace’s data centre The contractor used cloud-based construction management and boosted employee productivity 21%

2. Big Data. Data and its effective collection, analysis, communication and management are central to digital transformation. Patterns in the data generated by building information modelling (BIM) for example, can identify possible problems in the project or across the supply chain.

3. Symmetrical collaboration in the cloud. Connecting people and their workflows regardless of where they are within the supply chain or their physical location will defeat inefficient flows of information to increase productivity and deliver more predictable projects.

4. Collision of the digital and physical worlds. Augmented reality (AR) and virtual reality (VR) will allow mistakes to be spotted in the virtual world before they make it to the real world.

5. Site automation. Site-surveying drones provide an easier, more comprehensive and safer way to perform surveys, scans and inspections, and harness real-world data to improve speed and quality.

6. Machine learning and artificial intelligence (AI). With data about past behaviours or current workloads, machine learning – a type of AI – could play a significant role in mitigating risk in project management at the construction site. For example, it could automatically assign priority to issues, or “risk scores” to subcontractors.

Using AR and VR will allow any mistakes to be spotted first in the digital world

“Machine learning could play a significant role in mitigating risk in project management at the construction site”

Mace used cloud-based construction management tools for the construction of the new Clonee Data Centre, resulting in employees being 21% more productive and managers being 35% more productive overall.

Supported by 100% wind energy, the Clonee Data Centre in Ireland is a complex that includes a pair of 25,000 sq m (approximately 269,000 sq ft) data halls. As many as 1,500 people per day contributed to the construction of these centres.

To keep the project on track, general contractor Mace Technology relied on Autodesk’s BIM 360 cloud-based platform for construction management and the integrated BIM tools in the Autodesk Architecture, Engineering & Construction Collection.

“We orchestrated the whole project in BIM 360 with schedules linked to models,” says Paddy Ryan, program BIM lead for Mace. “During construction, we validated activities as they happened. It’s important to not just have a solid plan, but also to validate progress against it. Delays, defects, and surprises are less likely when you align what’s happening in the field – as it happens – to what’s in the plan.”

After completing phases one and two of the project using BIM 360 during construction, Mace decided to use BIM 360 to spearhead preconstruction coordination for phase three. This allowed for cloudbased clash detection using design models, which let the entire project team review and address issues and adopt lessons learned from previous phases.

Mace automated the process of aggregating the design team’s Revit

7. P r e f a b r i c a t i o n a n d d i g i t a l fabrication. Pre- and digital fabrication could allow the industry to unlock manufacturing-style standardisation and productivity levels, and accelerate end-to-end project delivery by minimising the number of on-site physical “touches” and waste.

8. Internet of Things. Buildings and infrastructure sensors and systems linked by the IoT will allow better

BIM models, reducing the time spent each week on model management from 440 minutes to just 10. Because Navisworks project-review software integrates simply with BIM 360 in the cloud, design, construction, and clientside teams could collaborate in real time on up-to-date, automatically federated models and automated clash reports.

This tight connection across teams and locations helped Mace manage supplychain performance and track progress in real time. The result was reduced RFIs, rework and time spent in meetings.

Using cloud-based construction management on the project, Mace reports that managers saved more than 13 hours each week – helping them be 35% more productive overall. Typical site users saved 12 hours each week on document control. Organisations that participated in the quality assurance and controls processes saved more than 14 hours each week. Mace determined that employees on the construction site that were actively contributing information to BIM 360 were 21% more productive overall.

use of information to make the asset more responsive to the needs of its owners and occupants, inform future work pipelines, and improve the built environment.

9. The Blockchain. This technology could add transparency to every type of agreement and transaction. For example, contractors could automatically be paid following successful inspections, wherever they are in the supply chain.

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The Future of the Construction Manager The lives of construction managers across the UK are rapidly changing as technology transforms how buildings and infrastructure are designed and built. We call this the Era of Connection. Find out how the trends will affect you in a new video made in conjunction with CIOB, and discover how you can stay ahead of the curve.

Watch the video at www.autodesk.co.uk/campaigns/eoc-video-study

www.autodesk.co.uk @AutodeskAEC @Autodesk_UK #eraofconnection Call us at: +44 (0)203 893 2902 Autodesk is a registered trademark of Autodesk, Inc., and/or its subsidiaries and/or a liates in the USA and/ or other countries. All other brand names, product names, or trademarks belong to their respective holders.

Autodesk reserves the right to alter product and services offerings, and specifi cations and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2017 Autodesk, Inc. All rights reserved.

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CPD JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Cloud computing gives access to infinite on-demand processing power on site

10. Social and mobile computing.

Consider the benefits of digital marketplaces where contractors can “crowdsource” problem-solving or access, on demand, the best skills at the right time, in the right place.

How: Steps to digital transformation Digital transformation can be daunting for those just starting out. Breaking the journey down into key steps helps to make the whole process more manageable. Drawing on the insight of experts and those working in the industry, this roadmap highlights the steps construction firms need to take to realise a new and more successful future.

1. Manage technology strategically.

For “at scale” digitalisation, leadership needs to fully understand the potential of digital technology and how to make it flourish through changes to organisational structure, skills investment and culture.

2. Adopt a “just do it” mindset. Seek opportunities for involvement in your organisation’s digital transformation and think creatively about the challenges and their solution.

3. Educate and skill the workforce. At the heart of digitalisation is a need for a digitally skilled workforce. There needs to be a push to change qualifications, courses and apprenticeship programmes to include digital skills and introduce more digital training programmes on site.

4.Learn from other industries. The sector can be made more attractive to new talent through technology. For example, what can the construction industry learn from manufacturing, with its high productivity and its lean, systematic method for waste minimisation?

5. P ro f e s s i o n a l d eve l o p m e n t .

Include the skills and knowledge

needed for a flexible mindset towards digital technology, workflows and data management.

6. Digitise processes, optimise data use and collaborate. Today, BIM workflows are being adopted across the supply chain, evolving from a tool that has historically been used to drive efficiency within design, into one that connects design to the build process, and from there to facilities management.

7. Data is central to digital transformation. Use digital tools to solve problems, streamline workflows, optimise data management, promote collaboration and share information across the supply chain.

Plotting the roadmap I t ’s a n e x c i t i n g t i m e t o b e i n construction, as digital technologies promise to bring about unprecedented change. But there’s no point waiting for the competition to get ahead. Now is the time to embark on your digital transformation journey.

Successful organisations will be those whose business leaders integrate digital technologies into their corporate strategy and put in place initiatives to break down barriers to adoption. And successful individuals will be those who proactively drive their own professional development to build the vision, plot the roadmap and “just do it”. ●

Want to learn more?

Get hold of the full discussion paper, Reimagining construction: The Vision for Digital Transformation, written by Autodesk in collaboration with the Chartered Institute of Building, here: www.autodesk.co.uk/campaigns/ ciob-reimagining-future-ofconstruction/paper

CPD questions

“There needs to be a push to include digital skills and introduce more digital training programmes on site”

1. Which of these is not a recommended step for building a roadmap to digital transformation? a) Manage technology strategically at the highest possible level of your organisation b) Don’t do anything until everyone else has a) Educate and skill the workforce to make your company more attractive to work for c) Digitise processes and optimise data use in the pursuit of workflows that are as efficient as they can be 2. Population growth, urbanisation and economic expansion are predicted to increase global demand for construction output by how much? a) 2% b) A fifth c) 85% d) 50% 3. Machine learning is a type of what? a) Predictive typing b) School for robots c) Artificial intelligence d) Smart home device 4. Eighty percent of employees prefer to work for... a) Digital leaders b) Companies that finish work at 3pm c) Companies where they can choose their own computer d) Companies slow to adopt digital technology 5. Technology’s potential impact on construction should be viewed... a) Piece by piece across the supply chain b) Within each company department that it might affect c) From a holistic point of view, across the entire lifecycle d) Confidentially, at board level only

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LEGAL JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Legal Construction of sports venues usually means deadline pressure for both employer and contractor. Practical completion can be certified with defects present which can take a long time to remedy. The time for bringing a claim for defects will start from the date of practical completion. While most limitation periods are six or 12 years, this can elapse surprisingly quickly, as with the Liberty Stadium in Swansea.

In September 2003, Swansea Stadium and City & County of Swansea entered a contract with Interserve to design and build the venue. Swansea Stadium Management Company (SSMC) was incorporated to operate it for Swansea City FC and Ospreys rugby team, and it had the benefit of collateral warranty from Interserve for the building works.

Practical completion was achieved on 31 March 2005. Swansea Council leased the stadium to SSMC in April for a 50-year term. SSMC had repairing obligations under the lease but these expressly excluded liability for latent defects.

A year later, SSMC, the council, football and rugby organisations entered into an agreement where the local authority agreed to take all reasonable steps to enforce its rights under the building contract regarding latent defects.

In May 2011, a notice of completion of making good defects was issued by the employer’s agent under the building contract. Separately, Swansea Council and Interserve entered into a settlement agreement for the final account, which included a deduction for defective works. This settlement agreement did not include SSMC. Proceedings were brought by SSMC against Interserve under the collateral warranty for defects in 2018. After an application for summary judgment by Interserve, these claims were rejected

Theresa Mohammed Trowers & Hamlins

Why Interserve’s Swansea stadium row went to extra time THE LONG-RUNNING DEFECTS DISPUTE OVER THE LIBERTY STADIUM IN SWANSEA IS A REMINDER THAT CLAIMS SHOULD BE BROUGHT AS QUICKLY AS POSSIBLE, SAYS THERESA MOHAMMED

by the court because the cause of action arose at the date of practical completion in 2005 and were statute barred.

But in separate proceedings in 2019, SSMC brought a claim pursuant to amended clause 16 of the construction contract which required Interserve to identify and list any defects that appear in the defects liability period – usually the role of the employer – and to then make good any defects as listed or as instructed by the council within a reasonable time.

Liberty Stadium: the court concluded that a latent defects claim could no longer be pursued

While this claim was not statute barred, it was unusual to see the role of the employer and contractor switched around, as it is usually only the employer that has an interest in ensuring defects are notified and remedied. SSMC also had a secondary claim that the local authority was in breach of the 2006 agreement by failing to take all reasonable steps to enforce its own rights against Interserve in respect of the latent defects.

It was established that the concourse flooring was defective and the painting works had not been carried out in a proper and workmanlike manner, in breach of the building contract.

Additionally, it was held that Interserve was in breach of its clause 16 obligations to fail to identify these items as defects.

However, in terms of the painting defects, SSMC had failed to prove which of those defects had not been made good.

The court concluded that the flooring defects were latent defects and therefore the council could have enforced either the primary contractual obligations or the clause 16 obligations up until the notice of completion of making good defects.

After this, the claim could no longer be pursued, the notice being evidence that identified defects have been made good.

In a double blow to SSMC, it also lost the claim against the council, the court holding that it had not proved the council had failed to take all reasonable steps to enforce its rights or that the settlement with Interserve was unreasonable.

This case reminds us that claims must be brought as quickly as possible, and that great care should be taken when issuing the certificate of making good defects – because it will be held as conclusive evidence that notified defects have been remedied. ● Theresa Mohammed is a partner at Trowers & Hamlins.

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COMMUNITY JULY/AUGUST 2019 | CONSTRUCTION MANAGER

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Community WHAT’S HAPPENING IN YOUR PROFESSIONAL BODY

Overall winner 2018: Neil Lock’s project at London’s V&A Museum

Event

Save the date for the CMYA annual dinner ANNUAL DINNER WILL BE HELD AT GROSVENOR HOUSE, LONDON, ON 18 SEPTEMBER Annual review

CIOB future looks bright

CIOB ANNUAL REPORT NOW AVAILABLE

48 50 51 54 55

One of the highlights of the construction industry’s calendar is fast approaching.

The CIOB’s Construction Manager of the Year Awards is hotting up with the judging process entering the final stages and preparations already under way for the prestigious awards event.

The Construction Manager of the Year Awards (CMYA), the Chartered Institute of Building’s annual celebration of industry talent, showcases and celebrates the best in the business, recognising the achievements of the individuals who deliver some of the biggest and most complex projects in the UK. There will be 11 category winners announced, with an overall winner chosen from among that select group.

The categories for CMYA 2019 are: l Primary Schools l Schools l Higher Education l Office

The CIOB has published its Annual Review and Accounts for 2018.

Giving an overview of the year, Chris Soffe, the CIOB’s president, noted that collaborations were a key part of his agenda and that many of the institute’s activities had delivered on that.

He picked out his highlights: l The CIOB, RICS and RIBA signed a Memorandum of Understanding (MoU) on construction quality – an

CIOB ONLINE LEARNING HUB TRIP TO BRIGHTON DIARY DATES HIGHLANDS RAIL PROJECT SAFE VEHICLE JOURNEYS l Public & Infrastructure l Leisure l Restoration l Residential under seven storeys l Residential over seven storeys l Refurbishment and fit out l Healthcare.

The CIOB has been celebrating excellence in construction for 40 years with the CMYA – four decades of applauding extraordinary individuals who inspire, lead and enable the very best possible delivery.

So save the date for the CMYA annual dinner, celebrating all the finalists and announcing the overall winner: 18 September 2019. Held at the prestigious Grosvenor House Hotel on Park Lane, London, the celebrations promise an exceptional three-course meal, fantastic entertainment and inspiring stories. ● More information can be found online at: www.cmya.co.uk

example of how to work together to effect positive change l One of the outcomes from the MoU is a Quality Tracker which allows teams to monitor known quality risks over a project l The work of the CIOB Construction Quality Commission continues to identify what promotes or prevents delivery of quality in construction and what steps are needed to bring about change

l The launch of the report Improving Quality in the Built Environment l The CIOB Academy launched a new course that supports professionals who want to deliver greater quality in construction.

The Annual Review can be downloaded from the CIOB website: www.ciob.org/annual-review

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 COMMUNITY

Story for Community? Email Nicky Roger nicky@atompublishing.co.uk

Event

‘North is full of opportunities’ CIOB MEMBER SPEAKS TO WOMEN’S NETWORK

Training

McDermott’s women-only course celebrates success MIDLANDS CBC ENCOURAGES WOMEN INTO CONSTRUCTION WORK

into some of the careers available as well as experience of groundworks and bricklaying.

The course – run in partnership with Salutem, a training provider specialising in construction apprenticeships – included sessions on challenging perceptions of women in construction, understanding drawings, a one-day health and safety course and a practical CSCS test.

Women praised the course at an event after it ended. One, Emma, talked about how it had given her confidence to learn construction terminology and not let her dyslexia hold her back, while Sharon said: “The only regret I have is I wish I had done it 10 years ago!”

Ano t h er p a r tic ip ant, S he r yl , said: “Some of us haven’t been in employment for a while and may have had our confidence knocked a little. But it really gave us a confidence boost.”

Malcolm McDermott FCIOB, managing director for McDermotts, said: “The construction industry can provide a very rewarding career for both men and women, so we wanted to run a women-only course to try and encourage more women to consider a career in construction. Since the course finished we have offered four of the women work experience within our business.” ●

Chartered Building Company and CIOB Training Partnership McDermott Building and Civil Engineering – a groundworks and civil engineering company based in Birmingham – held its first women-only Introduction to Construction course in May. The three-week course, run with the aim of introducing more women into the industry, provided an insight

Participants in the three-week course in Birmingham

Obituary

David Shoesmith FCIOB passed away peacefully earlier this year after suffering a stroke.

His industrial experience started in the 1960s in the south of England, where he worked for his qualification as a member of the then Institute of Building, later becoming a Chartered Builder and working for companies such as Bovis, Gilbert Ash, Cubitts and Trenthams.

He took up a position as lecturer at Hong Kong Polytechnic in

David Shoesmith 1947-2019 FORMER HONG KONG BRANCH SECRETARY DIES AGED 71

1976, later becoming associate professor at what became Hong Kong Polytechnic University.

David was an innovator, and led colleagues through the desktop computer revolution of the 1980s, when also secretary for the Hong Kong branch of the CIOB. The family left Hong Kong in 1995, and David returned to the UK contracting industry until his retirement to Wales in 2015.

He is survived by his wife Linda and sons Richard and Daniel.

Claire Handby MCIOB, a director at Deloitte Real Estate, spoke to more than 50 women working in the built environment at a Women in Business Network (WiBN) event in North Yorkshire at the end of May. The CIOB had been invited to speak following the institute’s speech at the New Statesman Northern Powerhouse Conference in February. Handby (pictured) presented on the value of construction in the north of England, as well as current and future trends.

“From my point of view the north region continues to be an exciting, innovative and career-enhancing place to be. It is an anchor destination to help the UK continue to drive up its construction industry productivity and skillset,” she said.

“The region is a growing home to a host of talented people, startups and technology companies that are inspired to step up and seize opportunities, increasingly embracing and leading the way in areas of construction innovation.

“Through these networks, collaboration and analysing data to drive up performance, confidence can remain high that the industry will continue to be a progressive, growth sector, making a tangible difference to citizens, who use the built environment in one way or another, every day, to go about their daily lives.”

It was agreed that there is a huge amount of potential for construction across the north. Data from the speech will be included in the CIOB’s economic report in October 2019.

The event was held at Ilke Homes in Knaresborough, and featured a tour of its modular building factory.

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COMMUNITY JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Novus

Education

Outstanding student wins work experience

CIOB Academy builds up investment in online CPD

UEL’S NED MORIARTY SPENDS A WEEK ON SITE WITH VOLKERFITZPATRICK Over the last two and half years the CIOB Academy has consistently grown and developed and is now the home to a variety of offline and in-person training. Many CM readers have been through CIOB training and possibly worked towards CIOB membership and chartered status with the help of these courses.

The academy is also home to the CIOB’s online CPD offering, which includes numerous online CPD learning packages that have been available – to all – for free. CIOB says that the move into online CPD has been a tremendous success, with nine out of 10 users citing a positive learning experience.

The institute is now making some changes to the academy’s CPD portal to invest in more online learning.

All CIOB members will continue to benefit from unlimited free access to the hundreds of pieces of CPD Legal

Contract experts explain new NEC4 LONDON HUB HOSTS CPD EVENT

learning already produced plus the new learning yet to be published.

H o w e v e r, f o r n o n - m e m b e r customers, they will be introducing a charge per piece of CPD. This charge is intended to support the investment of new content to keep users ahead of the competition, while demonstrating the value of CIOB membership. From July 2019 the institute will charge non-CIOB members £10 per CPD package.

Members can continue to access the CIOB’s CPD by logging in to their members portal account at www.ciob. org and find the code. This code can then be input at the checkout on the academy website: www.ciobacademy.org.

The CIOB is also going to continue producing free learning, available to all, such as the Massive Open Online Courses (MOOCs), including the forthcoming MOOC on construction quality. ● London Hub collected some of the country’s leading contract experts to talk about the recently published NEC4 contract.

Widely used in the public sector, the form is starting to appear on new projects. There are many changes, particularly in dispute resolution and assessing compensation events.

To keep members up to date, the London Hub hosted a CPD event in May.

“The move into online CPD has been a tremendous success, with nine out of 10 users citing a positive learning experience”

Left: Winner Ned Moriarty (right) on site with VolkerFitzpatrick’s Aidan Harris February’s CIOB Novus Bright Futures challenge London heat saw Ned Moriarty, a University of East London student, win the Outstanding Student prize.

Part of his prize was a week’s work experience on sponsor VolkerFitzpatrick’s 77 Coleman Street site in the City. Moriarty spent time with assistant site manager Aidan Harris, getting an insider’s view of the project, and has been invited back later in the year.

Sally Hill, VolkerFitzpatrick’s emerging talent manager, said: “We are delighted to work with the CIOB Novus group.”

Experts talking were Nick Woodrow, Cemar chief operating officer; Ian Heaphy, from the NEC Contract Board and director of IN Construction Consulting; Anneliese Day QC, barrister from Fountain Court Chambers, who was Construction Barrister of the Year in 2018; Lucinda Levy, associate director of Turner & Townsend; and Garima Singh, senior consultant with Turner & Townsend.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 COMMUNITY

Site visit

Members meet master mason at York Minster

The Mental Health Masterminds team of hosts from CIOB and CIAT

Event

Novus Bristol gets it right for Mates in Mind CIOB/CIAT QUIZ RAISES THOUSANDS FOR CHARITY

The CIOB Novus Bristol Hub raised nearly £5,000 from its Mental Health Masterminds Charity Pub Quiz, which was held in collaboration with CIAT aspirATion Wessex.

The event, held during Mental Health Awareness Week in May, set out to raise funds for the charity Mates in Mind, which increases awareness and improves conditions for those in the construction industry who are struggling with mental health issues.

The quiz evening, which took place at The Drawbridge in Bristol, was attended by 125 participating guests and was successful in focusing the attention of local construction industry professionals, contractors and operatives on the cause.

A total of £4,813.72 was raised for Mates in Mind, which includes likefor-like fund-matching generously pledged by the Mace Foundation.

Daniel Samson MCIOB, who helped to organise the evening, was pleased with the success of the event, which also featured a charity auction and raffle.

“For me the organisation and delivery of this event has been a success in both the fundraising achieved for such a fantastic cause, and in the demonstration of teamwork and collaboration between two organisations,” he said. ●

INSIGHT INTO RESTORATION

YORK COLLEGE AWARDS York College Construction Awards were held this spring with two categories sponsored by the CIOB. The Brian Randall Memorial Award for a student who has overcome a challenge or adversity on the Level 3 BTEC Programme was awarded to Lorna Howard. The CIOB Shield for Best Achievement on the Level 4 HNC in Construction and Built Environment went to Sophie Riley.

The minster’s intricate stonework

Event

Northampton Hub members get close to endangered newts ECOLOGIST LEADS CPD EVENT ON DEVELOPING LAND

Members puzzle over the nature table quiz

In May Northampton Hub ran an interesting and interactive CPD event on ecology, looking positively at opportunities and value when developing land.

Ecologist James Simpson from environmental consultancy ADAS ran the session, which featured a nature table quiz and encounters with live endangered newts. The event was held at SDC Builders in Bedford. ●

Members could take a look at live newts

Members in York explored the masonry restoration work to the at York Minster on a recent site visit that included meeting John David, the master mason.

David explained about the ongoing work to restore the minster’s deteriorating stonework and the processes involved – including the difficult task of replacing sections of the windows, while ensuring all sections match perfectly with the original pieces that are retained.

The visit included a trip around the stonemasons’ workshop, to see the masons at work carving replacement grotesques and statues.

The masons were happy to discuss their work, the sources of their inspiration and the processes and training they use.

Members also viewed the work in progress, climbing the scaffolding around the South Quire to see work that had been completed as well as the areas waiting to be restored.

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COMMUNITY JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Site visit

Brighton’s big regeneration MEMBERS SEE PRESTON BARRACKS DEVELOPMENT UNDER WAY

Developer U+I Group recently hosted a site visit for Dorking Hub members to the current development of Preston Barracks and the University of Brighton’s Moulsecoomb Campus – one of Brighton’s biggest ever mixed-use regeneration schemes.

Working in partnership with Brighton & Hove City Council and the

university, U+I is transforming three sites on Lewes Road: Preston Barracks, which was once owned by the Ministry of Defence and has been derelict for decades, and the Moulsecoomb campus’s Watts and Mithras car parks.

The project will create over 1,500 jobs and inject more than £280m into the local economy over the next 10 years – and will establish the area as a thriving new academic and economic corridor in Brighton.

I n c l u d e d i n t h e s c h e m e a re : 369 homes including 534 student bedrooms; a new academic building; an entrepreneurial hub for startups and SME businesses (supported by grant funding from Coast to Capital); shops, cafes and workshops; and a pedestrian bridge across the busy Lewes Road. ●

“The project will create over 1,500 jobs and inject more than £280m into the local economy over the next 10 years”

Left: Dorking Hub members visited U+I Group’s Lewes Road development

Contracts

Learn your JCT Fundamentals

CIOB ACADEMY OFFERS ONE-DAY COURSE

The CIOB Academy is holding a one-day course in Bristol in July to enlighten members on the JCT contracts.

There is a wide range of contracts available to construction businesses, including the many JCT forms. Choosing the most appropriate to the size and characteristics of your project and managing it efficiently is key to the success of the project.

To do this, you need to be clear

on how the scope, roles, owners, timelines, costs, payments and risks are allocated.

The new course, on the fundamentals of JCT contracts, will focus on providing a clear understanding of the contents of the JCT suite and how it should be applied.

The course will define the roles and responsibilities of all parties connected with the construction process and inform participants on

the requirement and importance of administration and record-keeping.

Those attending will walk away with a greater knowledge of where the risks lie with the JCT suite of contracts, together with an understanding of what a business is committing to when it enters into a JCT construction contract.

For more information and bookings: www.ciobacademy.org/product/ fundamentals-jct-contracts

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 COMMUNITY

Zak McCombie FCIOB

Meet a member

Zak McCombie FCIOB, managing director, McCombie Construction Events

Diary dates HIGHLIGHTS OF THE CIOB CALENDAR FOR THE COMING MONTH. FOR MORE EVENTS VISIT CIOB.ORG

Canterbury Cathedral site visit 13 July, 2.45pm-4.30pm, Canterbury, Kent This five-year project to restore the roof of Canterbury Cathedral is being carried out by Kent-based heritage construction specialist Coniston.

The Grade I listed cathedral is a historic landmark, dating back to 1020 and part of a World Heritage Site. The project involves the installation of a temporary roof over the nave to allow removal of the existing roof.

The full project is to replace the roof over the nave, adjacent aisles and the roof over the towers.

This site visit will allow the exclusive opportunity to view close up the work being carried out. Please note that, due to the location of the work and access to the site, all attendees will require a good head for heights and it is not suitable for those with mobility restrictions. Places are limited.

Contact Beverley Lawrence at blawrence@ciob.org.uk Revisit to India Buildings, Liverpool 16 July, 5.30pm-7.30pm, Liverpool India Buildings is a Grade II* listed building which commenced construction in 1924, completing in 1932. The building was badly damaged by WWII bombing and restored during the 1950s. The scope of works includes: asbestos abatement; demolition of existing cellular offices; renewal of steel windows; wholesale services renewal; and the Cat A office fit out to eight floors.

The scheme includes flexible breakout zones, a “townhall”-styled meeting space and a full clean and repair of the facades.

There will be a brief overview by architect Falconer Chester Hall followed by a walk around for approximately an hour. The event is free but booking is essential.

Contact Katrina Percival at kpercival@ciob.org.uk

Novus: Joint Organisations Annual Boat Trip 2019 July 25, 6.30pm till late, London Join CIOB Novus, SCL Astra, and ICE for an evening out on the River Thames. This annual event gives members of all three organisations the opportunity to meet in a fun and friendly environment. This event is always popular, so please book early to avoid disappointment.

The Jewel of London sets sail from Festival Pier at 6.30pm and travels down the River Thames towards Docklands returning at 10.30pm, when the party will move to the Topolski bar on the South Bank.

The ticket price includes a cruise down the River Thames, a Pizza Express buffet and a selection of draft beer, cider, spirits, house wine and non-alcoholic drinks.

This event is £40 to CIOB, ICE and SCL members, and includes river cruise, drinks and pizza. To book tickets visit: www.scl.org.uk/boat-trip-2019 CIOB and Chase de Vere FootballGolf networking event 26 July, 4pm-6.30pm, St Austell, Cornwall The first CIOB and Chase de Vere FootballGolf Networking Event takes place at Cornwall FootballGolf, St Austell.

FootballGolf uses the same rules as golf but, instead of using a club, players kick a football into a hole. There are hazards and obstacles along the way helping make the game fun and enjoyable for everyone. The game is suitable for anyone from five to 80 years, and of all abilities!

The cost is £10 per person which includes 18 holes of FootballGolf followed by a drink and a pasty.

Contact Emma Streames at estreames@ciob.org.uk ISG site visit, Darlington 23 July, 2pm-4pm, Darlington, County Durham Take a trip around nearly 140,000sq m of industrial building including offices, ancillary buildings, external works, infrastructure roads and drainage.

The project consists of a ground level and two mezzanine levels and is being built under a design and build contract which commenced in July 2018.

This event is free. Contact Diane Moore at dmoore@ciob.org.uk

You are ex armed forces, an FCIOB, run your own CBC business and keep clocking up the academic qualifications. And you’re only 31. Tell us about this meteoric rise to success.

My path has been varied and not one taken by most.

I gained an honours degree in business management, served with the Royal Marines and saw active service in Afghanistan.

I founded McCombie Construction in 2012 with my brother Arron, and have since gained an MSc in construction management and been awarded a scholarship from Alliance Manchester Business School to study on its MBA programme in September 2019.

I have also been fortunate enough to have achieved MCIOB status, and then subsequently Fellowship, which has helped my company to continue to grow in size, capability and professional competence.

What would you like to change about the construction industry?

The practice of retention payments. It has become even more relevant with the recent collapse of Carillion owing circa £800m in retention monies owed to subcontractors.

The implications that the collapse has had on the whole supply chain is huge and the systemic risk that retentions create within the construction supply chain were identified way back in 1994 in the Latham Report, yet nothing seems to have changed.

You are passionate about entrepreneurship and speak to business students at a number of universities across the north west. Why? Entrepreneurship is what drives innovation and change in all aspects of our modern life and without it we certainly wouldn’t have what we have today.

Entrepreneurship is also the path that has led me to where I am today and allowed me to create beautiful homes for people to live in and to give jobs to people within my hometown.

Entrepreneurship at all ages should, in my opinion, be nurtured and encouraged and if I can help that in anyway possible, then I am more than happy to do so.

How do you spend your spare time?

Sorry… what is spare time?!

Joking aside, I enjoy skiing, travelling and reading in any time that I do get.

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COMMUNITY JULY/AUGUST 2019 | CONSTRUCTION MANAGER

N e t wo r k R a i l i s currently investing billions of pounds in its infrastructure throughout the UK. Scotland is benefiting from this especially. The objective? To build “the best railway Scotland has ever had”.

One of the major projects I’m blessed to be part of is the Aberdeen to Inverness project. The long-term aspiration of the project is to deliver enhanced commuter services, increased capacity and much, much more. To achieve this requires quick, significant civil engineering works.

I first came to Network Rail two years ago, moving from the utility industry where I was still managing civil engineering projects but with a heavy electrical engineering focus. I joined Network Rail as scheme project manager (SPM) and was instantly fascinated by the sheer scale of the civil engineering works ongoing and in the pipeline.

As an SPM my role is to project manage the civil engineering works on behalf of the client Network Rail.

One of my first projects was the relocation of Forres station, which didn’t mean simply picking up and moving it – if only! This project (phase one of the Aberdeen to Inverness project) required close working and collaboration with principal contractor BAM Nuttall and designer Aecom, which demonstrated the meaning of effective collaboration – along with other key stakeholders such as Transport Scotland and ScotRail.

The project scope was to build a new station, two platforms and a link road, along with a footbridge, car park and a new road bridge over the railway which links the station to the town, improving connectivity. The station car park was

a significant increase in size, including electric vehicle (EV) charging bays and disabled spaces.

The new station works benefited from being built outwith the (operational) railway line, however, there was going to come a time when the operational rail line would be closed to allow final alignment works to finish – which was always at the back of my mind.

Building the new station at Forres (above) was just one of the tasks

Me and my project

Highland gig MARTIN MCFADYEN OF NETWORK RAIL TALKS US THROUGH WHAT HE HAS LEARNED ON A SCOTTISH RAIL BUILD

Closure challenges I had many challenges in phase one but none more so than the closure of a section of the Aberdeen to Inverness line, during which the railway was moved on to a straighter, doubletracked alignment to the north of the old station. It involved the removal of a level crossing and installation of two new bridge decks, requiring a 1,000t crane which took two days to put together.

BAM Nuttall worked around the clock to deliver this safely and on time.

I enjoy being part of a project that is making a difference to communities and reconnecting Scotland and the UK. Which is why I’m delighted to be in the thick of the remainder of this phase, which will realise benefits such as increased services, longer trains due to platform extensions, and shorter journey times.

On a personal note, from this project I’ve learned the importance of communicating and not to panic when the potential of missing a deadline means no trains will run on a Monday morning.

Lastly, negotiation. From the outside it’s easy to think that Network Rail selects a piece of land and starts building, in reality, this takes a lot of hard work and negotiation with stakeholders to find the right balance between cost and value for public money. ● Martin McFadyen MCIOB is scheme project manager with Network Rail.

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CONSTRUCTION MANAGER | JULY/AUGUST 2019 COMMUNITY

Partnership CLOCS saves lives and money CONSTRUCTION LOGISTICS AND COMMUNITY SAFETY (CLOCS) ON THE CRITERIA FOR SAFE CONSTRUCTION VEHICLE JOURNEYS

Did you know that three times more people die from collisions with HGVs than from accidents within site hoardings?

Over 500 pedestrians, cyclists and motorcyclists are killed or seriously injured every year on GB roads in collisions with HGVs, most of which are servicing construction projects.

Construction Logistics and Community Safety (CLOCS) is a national campaign to ensure the safest construction vehicle journeys. It is led by progressive regulators, clients, contractors, fleet operators

Above right: Types of vulnerable road users killed or seriously injured in collisions involving HGVs in 2017

Below: Vulnerable road users (pedestrians, cyclists and motorcyclists) in collision with HGVs

and professional bodies that recognise the benefits of raising industry standards.

Together they have developed a national industry standard that uses influence and information and strives to achieve: l zero collisions between construction vehicles and the community; l improved air quality and reduced emissions; l fewer vehicle journeys; and l reduced reputational risk.

Ensuring the safest journeys The CLOCS Standard sets out requirements expected of key stakeholders for a construction project. These include: l Ensure potential impact on the community is properly risk assessed. l Develop and/or implement the agreed Construction Logistics Plan (CLP). l Procure site and fleet operations that comply to the CLOCS Standard. l Ensure the safest fleet operations, including “last mile” routing, stable loading/unloading areas, effective delivery management systems and competent site access traffic marshals. l Ensure effective and efficient site access gate checks of HGVs. l Ensure effective independent monitoring of compliance with the CLOCS Standard and appropriate action taken to address non-compliance. l Review all collisions resulting in harm that occur on associated journeys – ensure actions to prevent recurrence.

Challenges Most good sites already incorporate many CLOCS requirements but there are some challenges. For example: Traffic marshals are vital to monitoring compliance, yet this role often lacks status and investment in training. The CLOCS competency framework is useful to identify any skills gap. Download now from https://bit.ly/2JXkyZm to complete a self-assessment. If you need help in addressing any shortfalls, contact CLOCS for support.

Procurement of compliant fleet operations can be difficult where supply is limited due to lack of customer demand. Case studies demonstrate that the commercial benefits of implementing good practice significantly outweigh investment. Consistent demand will drive supply and benefits for all parties.

Cost of inaction How much do you think a fatal or serious accident costs? Answer: £2.3m. This example is a 24-year-old female cyclist who sustained a below-the-knee amputation of her right leg – an office worker earning £27,000 net per year, able to return to work and requiring moderate care and prosthetics for life. This insured sum doesn’t account for uninsured impact on family, driver, witnesses or reputational damage to a business.

The power of positive action The incidence of fatal injury in construction workers fell from 154 in 1990 to 32 in 2016. So, we know positive action does work. Where CLOCS is implemented we’ve seen a significant reduction in casualty rate too – but we need more positive action across the country.

Become a CLOCS Champion today. ● Contact support@clocs.org.uk or call 0118 920 7204.

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TRAINING & RECRUITMENT JULY/AUGUST 2019 | CONSTRUCTION MANAGER

Training & Recruitment Job spotlight Lawrence Beach Construction operations manager, Acorn Recruitment

NICOLA PENFOLD

NO OFFENCE

ACORN WORKS WITH EX-OFFENDERS, THE HOMELESS AND THOSE ON THE EDGE OF SOCIETY, TO HELP THEM FIND A FUTURE IN CONSTRUCTION. LAWRENCE BEACH EXPLAINS Tell us about the work you do with School of Hard Knocks? What is a typical day?

Acorn has worked closely with charity School of Hard Knocks (SOHK) for three years. From its locations in around the UK, SOHK uses sport to tackle unemployment, crime and poor health, by helping ex-offenders and the homeless to take responsibility for their lives.

The ultimate goal is for people to gain secure employment with Acorn’s support.

The day is split into two – rugby in the morning and employability work in the afternoon. We meet with course participants to deliver mock interviews, educate them on the construction sector and ultimately plan their routes into the industry.

We regularly bring construction companies along, who are open to employing ex-offenders,

so participants get a first-hand account of the work environment. It’s really about improving their self-confidence and motivation to keep them on the straight and narrow.

It must be rewarding work. What skills do you need to do your job?

This work is massively rewarding, being able to offer someone a job or an opportunity, for possibly the first time in their lives, is incredible – to feel like you have helped in some way.

Many of the participants have challenging backgrounds – perhaps they’ve struggled with substance misuse or got trapped in reoffending. There is usually a barrier that needs to be overcome, so you need patience and understanding.

Seventy-nine percent of those who get a job through SOHK keep it, which is fantastic, but the understanding needs to be there that, for some, this may the first part of a longer journey. You must be open-minded, because there are some amazing people out there who just need some help.

How hard is it to convince employers to take on those who might get overlooked?

With CSR high on our construction clients’ agendas, it’s easier than you think. Even large employers are warming up to the idea of offering opportunities to ex-offenders and the homeless. Acorn has placed 40 ex-offenders into permanent construction, manufacturing and engineering roles since 2017, cutting the cost of reoffending by an estimated £427,990.

Society at large can benefit from attracting these candidates to the labour market and I would encourage more to do the same. ●

Hundreds of the best jobs in construction.

Recruitment news and insight. www.constructionmanagerjobs.co.uk

Online and upwards Danny McGough, lecturer in BIM at the School of Energy, Construction and Environment, Coventry University, on how its immersive online master’s degree courses could deliver a step up the career ladder One of my friends, a senior manager in Dubai, is facing a big dilemma: he has recruiters scouring the planet but he just can’t find the right talent for his building projects. Construction companies across the world increasingly confront this quandary.

But this dearth may be time for existing professionals to step up. Now, this is where I and my colleagues at Coventry University step in. We have created courses specifically for 100% online learning, to flexibly fit with modern work patterns and family commitments. These aren’t classroom courses that have been swapped online; they are designed by specialists for an immersive and engaging learning experience in an online space.

Our online MSc Construction Management with BIM course has a very strong focus on BIM. Students use real-life scenarios and role play to develop their skillsets. They acquire crucial collaborative capabilities in using several digital construction and communication platforms.

Scenario-based learning is a critical tool in preparing for the professional world.

Having seen the fall of several construction empires in recent years, we recognise that a strong understanding of project financials among managers can strengthen foundations of a company. Our online MSc Construction Project & Cost Management course focuses on these skills. It gives an in-depth understanding of accounting and financial principles and use of financial information to analyse problems.

This is perfect for those working in quantity surveying or looking to move into this field.

Our students interact with peers from across the world and share experiences on a platform that is truly social. Each learner receives dedicated academic, technical and pastoral support.

So I hope it will be not long before my friend notices a great tide of skilled professionals coming his way. ●

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