i Cm Winter 2017
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Construction Management Ireland
Blue Sky Thinking Clancy Construction at 70
E n g i n ee r s • A r c h i t e c t s • S u rv e yo r s • P r o j e c t M a n a g e r s • C o n t r a c t o r s
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he future of the construction industry is bright but it is contingent on the availability and talents of the individuals who work in our sector. Here, at Construction Management Ireland, we put the construction professionals centre stage – the men and women who make things happen. From the graduate trainees – the leaders of tomorrow – to the decision-makers on site and in the boardroom, our readers represent the full spectrum of disciplines in this sector. And all the time the construction professional is kept front and centre – along with the issues that are of importance to him or her: from Education and Finances to keeping abreast of Legislation and the latest Technical Advancements. Why us? Quite simply, our team has unrivalled experience at the forefront of Construction and Building Materials coverage. For over 15 years we have covered the Building Materials, Construction and Property markets, working with some of the top publications in this sector. Our sister publication is the highly successful Hardware & Homestyle magazine which has been recognised by the International Home and Housewares Association in Chicago for the purpose of selecting its annual ‘gia’ winners each year in Ireland. With a broad and in-depth knowledge of this industry – and related sectors – as well as a true understanding of the mindset of the Irish Construction Professional, our publication sees us expand in an area where we are already strong. And so: ‘If it matters to the Construction Professional, it matters to Construction Management Ireland.’ We hope you enjoy this issue. We’ve had enormous support and goodwill from leading organisations and inspiring individuals throughout the industry over the past few months – and we’ve thoroughly enjoyed putting it together!
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Putting the professional centre stage
‘If it matters to the Construction Professional, it matters to Construction Management Ireland.’
Talk to you soon, Martin & Dermot
Cmi
Construction Management Ireland Published by Ocean Publishing, 14 Upper Fitzwilliam St, Dublin 2 Tel: 01 678 5165
Publisher Patrick Aylward Editor Martin Foran martin@constructionmanagementireland.ie
Fax: 01 678 5191
National Sales Manager Dermot Casey Dermot@constructionmanagementireland.ie
Printed by WG Baird Ltd Antrim
Ad Production Audrey Fitzgerald
Art Editor Jim Obey
Whilst every effort has been made to ensure that the information contained within this journal is correct, the publisher cannot accept responsibility for errors, omissions or discrepancies. The views expressed are not necessarily those of the publisher.
i Cm
contents
13 Cover Story
5 News & Events
Clancy Construction. Looking to the future at 70!
Stories, events and initiatives from the industry and wider economy.
19 On The Record Meet the CIOB Dublin Hub, where there’s something for everyone.
24 Project Notes Sea changes: Wills Bros create inviting public realm space at Dublin Port.
29 Lean Journeys Featuring Ardmac, WIT, BAM, Suir Engineering, Kirby Group and more. With an introduction from Jim Collins and Marguerite Ahearne.
36 Out & About People and places, movers and shakers – we get around!
42 CIS Update An overview of construction activity.
48 Personal and Finance Advice from TV3’s Gadget Guy, CCPC and others.
44 Careers &Training Featuring GMIT’s Mary Rogers, TechnoTeachers’ Tony Harrison, CIOB’s Martin Taggart and the Cement Ticket.
56 Legal View Seanna Mulrean of LK Shields on Broadband-related regulations.
59 Facilities Management BIFM membership in Ireland – the numbers are growing fast.
62 Green Building An update from the Irish Green Building Council.
34 Tech Talk From pie-in-the-sky to essential tools. Drones come of age in the construction industry.
64 Company Profile Stewart Construction. There’s a lot going on.
66 HR and Recruitment Must the ‘small guy’ lose out in the fight for top staff?
68 Me & My Job The people at the coalface. Get to know the professionals who make it all happen.
69 Products and Services What’s caught our eye? Quite a bit, as it goes.
72 The Final Say From Eddie Kelly, Grafton Merchanting.
News
NEWS Sisk celebrates centenary of Mayo church construction John Sisk and Son Ltd. (‘Sisk’), has been celebrating 100 years since the building of St Patrick’s Church, Newport, Co. Mayo. The occasion was marked with a Mass, followed by a special reception.
Different Hal Sisk, whose grandfather John V. Sisk built St Patrick’s, said St Patrick’s Church is a building of local and national significance built at a time that Ireland was ‘a very different place’. ‘Nowadays the major contracts are motorways, bank buildings, massive pharmaceutical plants, and cloud data centres,’ noted Hal Sisk.
Stephen Bowcott, CEO of John Sisk & Son, said: ‘It is a great pleasure to be able to celebrate 100 years since Sisk built St Patrick’s Church, Newport. ‘Today is also about celebrating our more recent activity in the West of Ireland, including achievements going back 30 years such as the original Allergan Factory in Westport, the Coca-Cola plant in Ballina, and other big names like Hollister, Baxter, as well as the hospital in Ballina, the Ice House hotel and many more. ‘Today we are currently working on the fit-out of new Allergan facilities and recently completed work in Eyre Square in Galway.
ABOVE: Hal Sisk showing parishioners some of the original plans for Newport Church.
Important ‘The West of Ireland has always been an important region for our business and will continue to be so in the future. ‘I would also like to acknowledge the contribution of Sisk staff over the past one-hundred years in delivering projects across Ireland, especially in the West of Ireland. ‘John Sisk & Son is indebted to their decades of service which contributed to the success the business has achieved over many years,’ Bowcott concluded.
Construction plant sector welcomes decision to upgrade N20 to motorway status Government plans to proceed with the upgrading of the N20 Cork-Limerick road to motorway status, confirmed by An Taoiseach and Cabinet colleagues during a recent meeting in Cork, have been welcomed by the construction plant and machinery sector. Commenting, Birdhill-based Komatsu distributor, Michael McHale, managing director of McHale Plant Sales, tells Construction Management Ireland: ‘It is a decision that will lead to significant employment during its design and construction phase and create a
“corridor of opportunity” that will bring significant economic benefit in its wake.’
Submission One of those who made a submission
to the Department of Public Expenditure & Reform arguing in favour of the plan, McHale predicts: ‘Besides easing the congestion that residents along the route must contend with daily, the project will benefit businesses, farming and tourism enterprises in the region and strengthen the appeal that Shannon Airport and other major towns will have when it comes to attracting new investment. ‘It is expected also that it will have a trickle-down effect on our own business and others in the sector.’
November/December 2017 | Construction Management | 5
News
CIOB in Ireland
– an update with Niamh Webbley-O’Gorman CIOB recently presented a breakfast CPD on Build Quality and Fire Safety Standards, with speakers Aidan O’Connor from HSE Estates and Ben Bradford from BB7.
Facebook This event was held in the Facebook HQ in Dublin and was the first CIOB CPD event to be live-streamed via Facebook Live. Over 200 people watched it live on our Facebook page (www.facebook.com/ciobinireland). Aidan O’Connor’s presentation focused on healthcare fire safety, identifying the challenges that HSE Estates face managing a portfolio of over 2,000 existing facilities and delivering a capital infrastructure programme in excess of €1bn, which
Collen keeps fit and raises vital funds!
includes the National Children’s Hospital. Aidan talked about the fire safety mistakes and failures that the HSE Estates have encountered and the effective strategy that’s been developed to improve fire safety standards in both existing and new build facilities. Ben Bradford’s presentation was an overview of BB7’s recently published white paper on ‘A Guide to Fire Safety Information for Users and Occupiers of Premises’.
Information The white paper explains the meaning of various terms used to describe fire safety information and looks at the various types of information produced
BAM to build new £27m Belfast Maternity Unit The new maternity facility at Royal Victoria Hospital will be delivered through the GRAHAM-BAM Healthcare Partnership.
Chosen
The Collen team have been keeping fit and healthy as usual, as well as contributing to some great causes. First, some members of the team took part in the Great Dublin Bike Ride once again. There was a company turnout of close to 60 people – including directors – for the cycle, in aid of three local charities. The team took part in either a 60km or 100km race.
Charity run Meanwhile, a total of 58 people, including 20 children, took part in a 5K charity run for Breast Cancer Ireland’s Great Pink Run with Avonmore Slimline Milk. This event took place in the Phoenix Park, Dublin. Another huge Collen achievement with everyone completing the race!
throughout a building’s life cycle, from design, construction, handover and occupation. http://www.bbseven.com/ This event is the latest in an exciting year for CIOB in Ireland, which also saw the flagship Construction Manager of the Year Awards in Ireland 2017 take place in Dublin in June. (See report in this issue of Construction Management Ireland.) Nick Oldfield was crowned Construction Manager of the Year in Ireland for his stellar work on the redevelopment of the IFA football stadium at Windsor Park in Belfast. In May, 24 people were conferred in the historic surroundings of the Mansion House in Dublin and 35 were conferred in Belfast at the end of October.
BAM has been chosen by the Belfast Health and Social Care Trust to construct its new £57m maternity hospital at the Royal Victoria Hospital, Belfast. The project will be delivered
through GRAHAM-Bam Healthcare Partnership, a Joint Venture between BAM Ireland and Graham Construction. Located on the main Royal Victoria Hospital site next to the existing maternity hospital, the new £57m facility will include delivery suites, obstetric theatres and the neonatal intensive care unit all on one floor with easy access between them.
Bennett completes student accommodation project Bennett Construction Ltd has successfully completed one of Dublin’s largest purpose-built student accommodation projects, Kavanagh Court on Gardiner Street, for their client, Global Student Accommodation (GSA). The project comprises 88 three- to seven-bedroom cluster flats, all of which contain fully equipped kitchens, individual study areas within each bedroom and
6 | Construction Management | November/December 2017
en-suite bathrooms.
Views Residents will be able to enjoy views across the city centre’s famous sites including the landmark ‘Spire’ monument on O’Connell Street, and will also have access to stunning shared spaces including a games room, gym, communal study rooms, cinema, landscaped courtyard and roof-top terrace.
News
Redevelopment of Páirc Uí Chaoimh takes top honours at Awards The redevelopment of Páirc Uí Chaoimh has been voted national Engineering Project of the Year for 2017. The regeneration of the stadium – home of Cork City and County GAA activities since it was established in 1898 – has resulted in a multi-purpose floodlit bowl-shaped venue that can accommodate a capacity of 45,300 and up to 47,000 for games and concerts respectively, including 21,300 seats. It also includes a second 4G playing pitch and multi-purpose usage of space to cater for different activities on match and non-match days to support income generation. Páirc Uí Chaoimh is now the first stadium in Ireland within a municipal park, the Marina Park.
Category The project, supported by its owner,
Cork County GAA Board, and Cork City Council, developer of The Marina Park; was undertaken by Malachy Walsh and Partners and won out in this flagship category of the eighth annual Engineers Ireland Excellence Awards, held in association with ESB, at a ceremony in the InterContinental Hotel in Dublin. The Engineering Project of the Year category is sponsored by Transport Infrastructure Ireland and is voted for by a panel of judges and the public. Also at the event, Captain Eoghan Carton won the prestigious ‘Chartered Engineer of the Year Award’ for his work relating to the changeover of combat engineering, infrastructure and utilities from Finland to Ireland as part of UNIFIL (United Nations Interim Force in Lebanon).
ABOVE: Frank Murphy, secretary of Cork County GAA Board; Caroline Spillane, director general of Engineers Ireland and winner of Engineering Project of the Year, Seamus Kelly from Malachy Walsh and Partners
Meanwhile, a new Engineers Ireland survey has revealed how engineering employers are very confident for the year ahead with 82% planning to hire more engineers.
Charlemont Street Regeneration ‘Topping Out’ ceremony
'Roundtable’ for industry leaders on developing a sustainable construction sector Pictured at a recent Guaranteed Irish ‘construction roundtable’ discussion on developing a sustainable construction sector, were (L - R): Jim Clery, Head of Real Estate with KPMG; Marian Finnegan, Chief Economist, Sherry FitzGerald Group; Maria Bailey TD, Chair of the Joint Oireachtas Committee on Housing, Planning, Community and Local Government; Brid O’Connell, CEO of Guaranteed Irish; and Paddy Kelly, MD of Tegral. Jim Clery, Head of Real Estate with KPMG, chaired the event and recommendations arising from it were developed into a position paper by Guaranteed Irish.
New approach to tall buildings – ‘a move to be welcomed’ Ibec has ‘welcomed planned Government measures allowing taller buildings and easing of restrictions on accommodation types. ‘This sensible approach to urban building height limits will play a significant role in housing Ireland’s rapidly expanding population,’ says the business group. ‘Our cities are also well positioned to attract a new wave of investment and jobs in the post-Brexit era. Measures addressing the current housing squeeze are to be welcomed.’
McGarrell Reilly has unveiled the first phase of its development at the Charlemont Street Regeneration Project which sees the delivery of 79 high quality social housing units and a range of community amenities. Minister for Housing, Planning and Local Government, Eoghan Murphy T.D., performed a ‘topping out’ ceremony to mark the completion of the first phase of the development ahead of schedule.
Partnership The regeneration project has been progressed through a partnership between McGarrell Reilly and Dublin City Council. Phase one has seen the delivery of 79 new high quality social housing units on the site, along
ABOVE: Minister for Housing, Planning and Local Government Eoghan Murphy (right) at the ‘Topping Out’ ceremony. Picture: Keith Arkins Media
with a range of community facilities which include a large community centre featuring a sports hall with indoor five-a-side pitch, changing rooms and stage facilities, as well as office space with kitchen area and reception area. The complex will also feature a private courtyard and play area for residents.
November/December 2017 | Construction Management | 7
News
Dublin Airport new runway project helps Considerate Constructors Scheme to take off in Ireland The Considerate Constructors Scheme continued to expand in Ireland as infrastructure contractor, Roadbridge, registered daa’s North Runway Construction Package 1 project with the Scheme.
L-R: Peter Byrne, Roadbridge; Siobhan O’Donnell, daa; Justin Hughes, daa; Cathal O’Kane, Roadbridge; Edward Hardy, CCS; Kim O’Meara, Roadbridge.
Committed ‘By registering this project Roadbridge is committed to improving the image and reputation of the construction industry – by caring about its appearance, respecting the community, protecting the environment, securing everyone’s safety and valuing its workforce,’ is the message from Scheme organisers. The Scheme registers around 8,000 construction sites, companies and suppliers in the UK each year, ‘helping to encourage and support the construction industry to raise its standards’ in line with its Code of Considerate Practice. It launched site registration in Ireland earlier in 2017. In 2016, Dublin Airport became Europe’s fastest growing major airport, with almost 28 million passengers welcomed last year – an increase of 2.8 million passengers over the previous year. This project is part of the construction of a 3,110-metre runway, which will be built 1.6km north of the existing main runway. It is expected to be delivered in 2020, to meet the increasing demand at the airport and it will support around
1,200 jobs during its development. It will also generate significant employment opportunities in the local supply chain for construction materials. Earlier this year, Roadbridge became one of the very top performing contractors registered with the Scheme, receiving a number of Scheme National Site Awards.
Roadbridge Quality & Environmental Manager, Peter Byrne, commented: ‘Roadbridge are delighted to be able to offer the recognition and positivity that schemes such as the Considerate Constructors Scheme bring to a project, while being an early adopter in Ireland.
Delighted Considerate Constructors Scheme Chief Executive Edward Hardy, said: ‘We are delighted that Roadbridge has registered this hugely important construction project with the Scheme. ‘Roadbridge has shown an unwavering commitment to improving the image of the construction industry since it first started registering UK-based sites in 2011.’
Things go ‘swimmingly’ for Jones Engineering!
ABOVE: L-R: John with John Paul's MD, Eamon Booth
John Keaveney has been appointed to Board at John Paul Construction John Keaveney has been appointed to the Board of John Paul Construction as Construction Director.
Experience
Planning is underway for the centenary anniversary of The Jones Engineering Dublin City Liffey Swim. Jim Curley, Managing Director of Jones Engineering Group, says the group is 'very excited to work with Dublin City Council and Leinster
Open Sea as we begin planning for the 100th anniversary of the race in 2019'. This year's event saw over 500 swimmers of all ages, abilities and nationalities competing to win the coveted cup with many more lining quays and bridges to offer encouragement.
With over 24 years’ experience in the industry and having served at Director level for the past 10 years, John has a strong track record of success in senior leadership roles and in delivering major construction projects across all sectors. Commenting on the appointment, Eamon Booth, Managing Director says: ‘We are delighted with John’s appointment which further strengthens our existing senior team enabling us to continue with our growth strategy while ensuring we continue to provide a market leading service to our clients.’
November/December 2017 | Construction Management | 9
News
ABOVE: Ardmac celebrated the completion of its rebranding initiative – in conjunction with its 40th anniversary as a leading international specialist contractor at the Westin Hotel, Dublin. Pictured (L-R) at the event were Brent Pope; Tom Kelly, Head of Manufacturing, Global Sourcing and Competitiveness Division at Enterprise Ireland; Richard Joyce, Managing Director at Linesight, and Ronan Quinn CEO at Ardmac.
Ardmac completes major rebranding initiative Dublin-based construction company, Ardmac has announced the completion of a rebranding initiative focused on elevating the company’s vision and mission across all of the organisation – in culmination with
its fortieth anniversary as a leading international specialist contractor.
Portfolio The rebranding initiative gives Ardmac – who have a broad portfolio
of clients in the cleanroom, data centre, fit-out and refurbishment and construction sectors – a new logo and refreshed identity whilst unifying the company image to ‘reflect how the business has evolved, with a much broader offering and greater reach’. Says Ronan Quinn, CEO of Ardmac, ‘this is an exciting time for Ardmac as we continue to evolve as a company. It is important that Ardmac retains its established values but at the same time develops a new and modern identity that shows who we are today. ‘The rebranding reinforces the value we deliver through our comprehensive service offerings in our four sectors of fit-out, cleanroom, data centre and refurbishment and construction.
Vision ‘Ardmac’s vision is to be the contractor of choice for clients and the employer of choice for great people. ‘We have worked closely with our staff, as well as focusing on our clients to develop a brand identity that represents what Ardmac is about. ‘The rebrand evolution represents our integral values and shows how the firm has grown into a respected multifaceted international specialist construction company.’
Future of Gas Infrastructure Over 150 delegates representing over 60 organisations attended ‘The Future of Gas Infrastructure in Ireland’ Conference at The Grand Hotel, Malahide.
Range Hosted by IGEM, with Gas Networks Ireland as lead sponsor, the full day event brought together a range of speakers from industry to look at the role gas will play in the future energy mix of Ireland, from now to 2050 and beyond. Many themes were explored including the role Renewable Gas will play in decarbonising the gas network, the practicalities of injecting Renewable Gas into the national gas network, LNG and hydrogen potential and the effects of gas quality on the supply chain. Another recent event saw
construction industry professionals joining Gas Networks Ireland at the Silver Springs Clayton Hotel in Cork, to explore how natural gas, in combination with renewable technologies, meets with Part L building regulations in order to achieve a fully A rated home.
Hosted That seminar was hosted by Gas Networks Ireland and BER Assessors Association Ireland. Topics explored during the seminar included how to enter natural gas in conjunction with renewable technologies into the SEAI’s DEAP software. Other discussion points including installation and running costs of natural gas in a new house, the guiding principles of gas connections and a look at Ireland’s natural gas infrastructure were also covered.
1 0 | Construction Management | November/December 2017
ABOVE: L-R: Liam Nolan, Head of Technical Competency, Development & Training, Gas Networks Ireland; Sheila Lauchlan, IGEM President and Bob Hanna, Department of Communications, Climate Action and Environment opening ‘The Future of Gas Infrastructure in Ireland’ Conference in Dublin.
cover story
Family values meet future skills at Clancy Construction
O ABOVE: Clancy Construction Directors L-R: Declan Fitzpatrick; John Corcoran; Nigel Cooke; Pierce Phelan; John O’Shaughnessy
ne of the most forward-looking companies in the industry with an enviable track record, Clancy’s still holds dear its traditional values. The result is a unique blend and an inspiration to many – as Martin Foran discovered on a special visit to mark their 70th anniversary.
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Cover story
T
he memory of John Clancy looms large over the company he founded and on which he left an indelible impression.
Ethos A carpenter by trade, John started out on his own as a local house builder in Tipperary 70 years ago this year. The ethos was strong and the family reputation that emerged over the following years was one of working in true partnership with sub-contractors, employees and, of course, clients. John’s firm hand steered the business for many years and, though he handed the running of the company over to his sons, Billy, Gerry and Pat in the early 1980s, true to form, he didn’t go into complete retirement. ‘I knew him for many years,’ says managing director, John O’Shaughnessy. ‘In his 80s, he still came in every day, taking a great interest in what jobs were on and what was happening in general.’ Billy, Gerry and Pat, played their part in moving the business forward.
ABOVE: L-R: Billy, Gerry, Pat, Aidan & Mark Clancy
Below: Left and right: Declan Fitzpatrick, Construction Director and Joe Bracken, Purchasing Manager, with the Clancy Interfirms Hurling jersey
1 4 | Construction Management | November/December 2017
By then, Clancy’s was a housebuilder, building its own private schemes and working for local authorities and on other projects. ‘Over the years they began getting into Main Contracting – which is where we are now,’ says John. ‘We do all kinds of construction projects, like working for public bodies such as the HSE and Department of Education, local authorities and other Government Departments, along with a variety of private projects.’ Today, Clancy’s are of course, one of the leading Main Contractors in Ireland – but they have also managed to maintain, and perhaps even accentuate, that special familycompany ethos that we seem to do
so well in Ireland across various industries. This much is evident from first arriving at the company offices adjacent to the original Clancy family house at Ballyluskey, near Thurles. The site is home to Clancy Construction and its sister company, Clancy Homes – run by Billy Clancy and his son Aidan – a separate entity but part of the group.
Connectedness As one would expect from the managing director, John O’Shaughnessy is keenly aware of what the company is all about, what the challenges of the market are and what the company needs to do in light of these, but there is somehow more than this at play here. It is that rare combination of world-class talent and efficiency mixed with all that is good about traditional family values. There is a real sense of connectedness to the wider industry here – and the obligations that this involves, a need to get involved, to engage, to play a truly meaningful part. Here, for example, CSR is more than a buzzword. ‘The WAY we do business is important,’ says John and this much is clear from the role that Clancy’s has played and continues to play in the industry. The track record, in other words, speaks for itself. It is about setting examples
in areas from Health and Safety to fostering and developing young people in the industry, to forging links with schools and colleges, the sponsorship of Awards and much, much more. There is, in short, a real culture here of playing one’s part, of giving something back and of connectedness to a bigger picture in which a rising tide lifts all boats. ‘We did a survey of the senior management, family and directors early this year,’ says John. ‘Everyone was asked to list what they saw as the values of Clancy. What came across were five core values: Safety, Partnership/ Collaboration, Quality, Commitment/Loyalty, Professionalism. ‘I am delighted these turned out to be our core values across the board,’ says John. ‘The reason they are so important is that your values influence your decision-making every day. Such awareness of the ‘big picture’ has seen Clancy’s taking a proactive stance in the face of industry challenges. Take the shared apprentice scheme in the South-East. Clancy’s were one of four companies who agreed to share apprentices where there was not enough work at just one firm. The purpose of the scheme was to, in some way, act as a ‘kick-start’ for employers to begin thinking of again
taking on apprentices following the recession. ‘We also took on graduates right through the recession,’ says John. ‘We would take on students for their ninemonth placements and select maybe one or two of them and actually bring them back full-time when they finished their studies. ‘We have done that very successfully. We see it as a way of getting top people into our company and some of our top project managers came in through this system. ‘We have had a special relationship with a number of colleges, WIT perhaps being the strongest. We are expanding this to other colleges like CIT Carlow, LIT and DIT for example. We work closely with the world of education on many of our projects. ‘It is important for us to give something back. It is to do with Corporate Social Responsibility and we take that very seriously. ‘How do you do that? You get involved - the giving of your time for free to the industry and the community, in various ways. I have also been an external examiner in WIT for five years – helping others come up through the system. ‘Outside of the industry we have also supported charities and got involved in the Sensory Garden for the Cancer Society in Thurles a number of years ago. We worked on that
ABOVE: Cherrywood Business Park
free of charge as did others.’ Another thing that is taken very seriously here is wellness. This year Clancy’s has further progressed its wellness programme. ‘We got 30 staff members involved in the Grant Thornton 5K run which was held in Cork in June and in Dublin in September,’ explains John. ‘We got coaches involved and it was a great experience and great for camaraderie. It shows we do care about people’s health, and of course the benefits that good health brings to individuals can make them more productive and happier.’ Again, the big picture is never far from sight.
BELOW: John Clancy, back left, with workers and neighbours
Experience Drawing on over 35 years of experience of course helps no doubt when it comes to
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Cover story
seeing the big picture. ‘I began working here in 1982,’ says John. ‘I have enjoyed it and have grown with the company. ‘Back then there were fifty people employed but it went up to around 300 during the boom years. Turnover was €70m a year in 2007. ‘After what happened in the economy we went back to 50 people again and a turnover of around €12m a year. ‘During those periods it was hard but we restructured and we stuck to our core competencies within the sectors where we had strengths. ‘Healthcare was one of our stronger areas and a good area to be in during the recession when there was not much private sector work. Public sector was the only show in town really. ‘We have particular expertise in healthcare – we have done work from refurbishment to hospitals to new builds – we have significant expertise in this area. ‘During the recession we also did social housing
ABOVE: The team at Drangan
strategically looking at certain areas like healthcare and housing,’ says John. ‘Fit-out was also a key area for us.’
ABOVE right: Cork University Hospital
New directors
right: John O'Shaughnessy
1 6 | Construction Management | November/December 2017
and were the first builder to build a new build housing scheme as part of the Moyross Regeneration scheme. ‘When the recession hit we looked at our business model and at where we should sit in the environment we found ourselves in. We had a threeyear strategy which ended in 2013 and which would be followed by another up to 2016. The second three-year strategy saw Clancy’s getting to €40m turnover by the end of 2016. ‘We achieved that by
In 2013 the company also brought three new directors onto the board – three nonfamily members. ‘They were senior management people who had a lot to offer,’ explains John. Declan Fitzpatrick came in as Contracts Director, Nigel Cooke came in as Commercial Director and John Corcoran came in as Financial Director. The new directors brought a lot of expertise, fresh thinking and new ways of looking at things. They helped develop the new three-year strategy which has also been a huge success. ‘Also, as part of our strategy in 2013 we changed the company branding from Clancy Construction to Clancy - Built on Partnership,' points out John. ‘This was to emphasise to the market that we run a company that works in partnership with design teams and clients to deliver projects
‘CSR is more than just A buzzword.’
successfully. If all stakeholders work together in a team effort/collaboration, projects will always be a success. ‘We had done that right through the recession as a non-aggressive contractor and felt we needed to let people know that. ‘It goes back to that Clancy family ethos of working in partnership. It wasn’t just a marketing tool; we wanted to tell people that this is what we do – and that we firmly believe in what we are doing. ‘We also believe that we will continue to be successful. We have our values, we have our strategies in place and we try to remain competitive. ‘We cannot always be ahead of our competitors on price, but we believe that we are when it comes to value. The values we bring to a project are, the ‘can-do’ attitude, working in collaboration, the consistent delivery of high quality projects and indeed, client satisfaction. ‘When it comes to recent contracts that we have won – especially in the private sector – we haven’t always been the lowest on price, but our strategy during the recession
is now paying off where we have a lot of private sector clients negotiating significant contracts with us as our ethos is building on partnership with all stakeholders. ‘That is what we are about. It is what sets us apart.’
Future ‘So, as we celebrate our 70th anniversary, we are happy where we are – and think we are well-positioned for the future. There are external forces that we cannot control of course, but we need to be able to manage these as best we can. ‘Our current strategy sees us aiming for a turnover of €80m within three years. ‘However, we are not fixated on a number, it’s the net margin that’s important, but we do want to grow the business and believe that we are in a good place to do that now. ‘We have a great management team and strong relationships with a lot of private clients – and a reputation as a contractor that clients in both the public and private sector can work with.’
Regions and resources – challenges ahead ‘There is growth in the economy but the big challenge we see lies with the regions,’ says John O’Shaughnessy. ‘They are not growing as quickly as the Greater Dublin Area. Roughly 45% of all GNP was generated in the Greater Dublin Area in 2016. It creates a huge problem for regional contractors. ‘For us, 60%-70% of our business is in the Greater Dublin Area. We are however also seeing growth in Cork and we have a lot of work there currently. We are also in Limerick where our sister company Clancy Homes are building a housing scheme known as Bloomfield in Castletroy. ‘Dublin, Cork and Limerick are our target markets over the next few years. ‘We see that government policy needs to change to increase growth in the regions – this we see as a considerable challenge. ‘Another challenge is a lack of resources in terms of professionals and even tradespeople and this has come as a result of the downturn of course. 'We in the industry have a lot of work to do to get across to the second-level students and their parents that construction is a very good and rewarding career.’
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on the record
CIOB
Image: Freepik
at the heart of a management career
A
t the heart of a management career in construction, the Chartered Institute of Building (CIOB) has a Royal Charter to promote the science and practice of building and construction for the benefit of society. Members – of which there are over 2,600 in Ireland – work across the disciplines in the development, conservation and improvement of the built environment. While it is rooted in traditional values, the organisation has a keen eye to the future.
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on the record
CIOB
is the world's largest and most influential professional body for construction management and leadership. It offers Membership, Chartership and Fellowship to professionals from all backgrounds within the industry, beginning at student level. The underlying aim is to promote standards of excellence at both individual and corporate level. The organisation’s professional and vocational qualifications are a mark of the highest levels of competence and professionalism, providing assurance to clients and other professionals procuring built assets. Membership provides a path of career advancement that leads to the very top of the profession and progress is made through a combination of study, examination and experience. People can move through the framework at a pace that suits their needs.
Ambitious With a history stretching back to 1834, the CIOB has continued to change with the times, the latest developments being neatly encapsulated by ONE CIOB. It is their most ambitious project to date. It began as always with the members, who were asked how CIOB could best support them at local level and what sorts of changes they would like to see taking place. The result, according to the CIOB literature, was ‘a project with the ambition that all members should be able to access the same highquality products and services, local events, networking and CPD, whatever their location and career stage’. ‘Over the past year, we've been building the foundations that will deliver that vision,’ is the message here. And so it was that a new local ‘Hub’ structure was put in place, which saw local Hubs in the UK and Ireland launched in January 2017. ‘What we have done,’ says CIOB’s Dublin Hub chair, Michael Gallagher, ‘is to replace the former structure with Hubs in Belfast and Dublin, Belfast covering Northern Ireland and Donegal and Dublin covering the remaining 25 counties. ‘From 1 January 2017 this structure came into effect with a new committee – the CIOB
in Ireland having seen its first election of committee members. Before this, people were nominated onto committees. ‘It was a full election process which began in summer 2016. Nine candidates went forward and six were elected onto the Dublin Hub committee. We co-opted three people on as well – for specific purposes. ‘We co-opted Martin Taggart from GMIT who represents the West of Ireland and John McSweeney, representing the Southern area. ‘The Hub has a Novus group headed by Jordan West, the third person to be co-opted. The idea behind Novus is to provide a link between student, graduate and new members to chartered membership, by providing peer support mentoring and a forum for new and young members of CIOB. ‘A key objective for the Dublin Hub is to make ourselves more accessible to our members and we are working on a number of strategies including moving towards providing a lot of our content on line.’
Events Many people know the work of the CIOB in Ireland through CPD events, the Construction Manager of the Year Awards (CMYA) and their popular ‘Student Challenge’. However, these are soon to be joined by a host of other events, including new networking opportunities and one-off industry events, along with a continued programme of visits to construction sites and offsite manufacturing facilities. These high-profile events are complemented by a whole new look at the use of the internet and digital content. For example, for delivering high quality CPD through webinars – again matching members’ needs and making content available at times that suit professionals in an increasingly busy industry. ‘What it means is that, every member – no matter where they are based – is getting the same quality of service provided. It is ambitious but you will see a lot taking place during the next 12 months,’ we are told. As well as being able to book local Hub events online and avail of Webinars by joining live, or watching later on demand, there will be a new,
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personalised, Members’ Portal. What this also means is that one’s CIOB journey charts the progress of one’s career whilst at the same time raising standards and enhancing the recognition in which all building professionals are held, as the CIOB has been doing since inception. ‘There is a framework for your career development right from student member to fellowship,’ says Mandy Coleman, Member Services and Events Coordinator, Dublin. ‘For example, your full CPD record will be on-line and a new CRM system is being rolled out. ‘The events we provide, naturally, respond to demand and the CIOB very much wants to hear
ABOVE: Greg Wilson (standing); Martin Taggart; Mandy Coleman; John Sweeney; Roger Crowley; Niamh Webbley O’Gorman; Garrett Rothwell; Michael Gallagher; Derek Cassidy. Missing from picture: John McSweeney and Jordan West (Novus Rep).
from members in this regard.’
Chartership ‘Of course Chartership is one of the main reasons most people want to join,' says Mandy, who explains how membership can become ‘part of the culture’ in an organisation. ‘It can even be a part of the recruitment process that candidates are required to have a CIOB qualification.’ On this note, the most recent CIOB conferring ceremony at the Mansion House in Dublin saw the Michael Nugent Ltd family business becoming a Chartered building company with the CIOB. From that family alone,
two members also became Fellows (FCIOB) while another became Chartered (MCIOB). ‘That was a great commitment to professionalism,’ says Michael. ‘I think it gets back to recognition. If a client knows that people are Chartered they can have trust in them as being highly competent professionals who will deliver projects to the highest standards. ‘And if it’s part of the culture in organisations, then that is great news for us. On that note, we provide Training Partnerships as a free service to built environment organisations. ‘Forming a joint venture with the company, CIOB creates a bespoke training, learning and development
plan for the staff, paving the way towards a fully Chartered workforce.’ Michael Gallagher’s own day job is as Associate Director with Turner & Townsend’s project management team in Dublin. It is a company that has been extremely supportive in terms of the CIOB and clearly sees the benefits. Says Michael: ‘at Turner & Townsend we set ourselves up as a Training Partnership last year. There are several of my colleagues being supported by CIOB staff on their journeys towards Chartered membership. ‘The CIOB are on hand to provide support to my colleagues from the initial stages of joining the CIOB and providing the pathway to becoming Chartered – and this is available to any
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on the record
company right across the country. ‘At CIOB, we are widely promoting this for members to sign up.’ With a hugely broad base, CIOB often finds that it appeals to people who perhaps qualified originally as, say, an engineer or quantity surveyor, but their career has taken them down other routes, such as Project Manager, Construction Manager or Site Manager, for example. They can find that they are wearing a slightly different hat now and the CIOB can be a broader sort of umbrella for such people. ‘With CIOB there is a route to Chartership for everyone,’ says Michael, ‘members come up through both the trades and the professions.' ‘The route goes right up to Fellowship and that is available to everyone. It is about proving experience and competencies.’ As if to demonstrate this, the committee members of the Dublin Hub come from widely differing backgrounds. Michael Gallagher, FCIOB, became involved as a student while studying Construction Management at Limerick IT. After graduating, he started working for a project management and quantity surveying consultancy and then joined the CIOB Eastern Centre committee and has kept up his involvement for the past 10 years. He is certain that membership of the CIOB, and, in particular, his involvement with the CIOB committees has been a huge factor in his career development. Project Manager, Derek Cassidy MCIOB, was an experienced site manager when he joined – a course in Construction Management Building Technology led to a direct membership exam for the CIOB. John McSweeney FCIOB, meanwhile, was introduced to the CIOB while working with a large Building and Civil Engineering contracting company and studied for membership through the DXM Route in 2007. John had served on local and national CIOB committees since 2008, and was made a Fellow in 2015. Greg Wilson, FCIOB, became involved with CIOB in Ireland at a local level where he found great support from other members from the outset. ‘With over 30 years’ experience in the construction industry, which is
Michael Gallagher, FCIOB, CIOB’s Dublin Hub chair. ‘A key objective for the Dublin Hub is to make ourselves more accessible to our members.’
Greg Wilson, FCIOB. ‘The construction industry is continually developing.'
continually developing, I decided I needed to be aligned and recognised as a professional and competent person within the industry,’ says Greg. ‘I had looked at a number of options available to me and I decided that corporate membership of the CIOB and being recognised as a Chartered Construction Manager was the best fit for me personally.
starting to be a basic requirement and contractors wished to illustrate the professional standing of their proposed project teams. ‘I started my own project management consultancy business in the late 1980s and chartered CIOB membership was a great way of standing out from the crowd. ‘We also achieved CIOB “chartered company” status, soon after the scheme was introduced – again, something a bit different and pointing to our professional credentials. ‘In the late 1990s I moved to the West of Ireland, but knew very few people in the construction industry in the area. ‘CIOB was a good ice-breaker, as I met many people through the CIOB Western Centre and subsequently joined the committee under the chairmanship of Joe Collier and then Thomas Lineen. ‘In 2007, I joined the lecturing staff of GMIT and found that one of the key academic targets for the Department of Building and Civil Engineering was to gain CIOB accreditation for departmental programmes. ‘We gained accreditation in 2007 and are a fully accredited centre for CIOB, supporting a number of accredited programmes. ‘Since then, CIOB has supported our work at GMIT, with student membership visits, Novus, sponsoring student awards and medals and hosting CPD events – also, CIOB is the principal sponsor for our annual Construction Conference.’ Again, membership is an ‘easy sell’
‘We are not focused on just one discipline.’ ‘I became a Chartered Construction Manager in March 2015 and was admitted as a Fellow in June 2016.’ Martin Taggart’s FCIOB route was as a Construction Management student in London in the mid-80s. Lecturers were promoting CIOB membership to students, as with Michael’s experience. Martin’s experience is testimony to how CIOB can play a key role over the course of an entire career, spanning over 35 years so far. ‘As a young site manager with the John Laing Group, I went for chartered status (MCIOB) in the late 80s,’ says Taggart. ‘CIOB membership was gaining greater status then, as detailed prequalification for projects was just
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Derek Cassidy, MCIOB. ‘Course in Construction Management Building Technology led to a direct membership exam for the CIOB.’
Mandy Coleman, Member Services and Events Coordinator, Dublin. ‘If you like what we’re doing tell us. If not, then what would you like to see?’
Martin Taggart, FCIOB. ‘CIOB has supported our work at GMIT.’
to students as it’s free. However, it can really have the effect of exposing them to the broader construction sector as students when, on some courses, they may generally receive quite targeted information.
it’s about recognising that they come from every background, career-wise.’ Such inclusiveness is of course a hallmark of the CIOB. ‘We are an organisation that looks across the entire spectrum of the industry,’ says Michael Gallagher. ‘We are not focused on one discipline.’ And catering for all backgrounds will clearly be their enduring strength and ensure versatility, fresh blood and see new ideas continuing to emerge. Of this they are keenly aware, as they also are of the need to ensure their longevity as an organisation and maintain continuity of their service by continuing to attract new members. ‘It is about succession planning for those who come after us,’ says Michael. ‘We need people coming through all the time.’ On this note, diversity is hugely significant. This is a theme that is expected to be highlighted more and more under the presidency of Rebecca Thompson, the CIOB’s second female president. In another step towards breaking down the gender barrier Margaret Conway of McAleer & Rushe has earned a place in the record books as the first woman to win ‘Construction Manager of the Year’ in the UK, in September. ‘We are short on females to join our hub committee and also to speak to audiences etc.,’ says Mandy Coleman. ‘We are saying to female members to try to get involved and help promote diversity. ‘We do need people to volunteer and put themselves forward. ‘On that note, we do also have
enormous goodwill,’ says Mandy. ‘Previous committee members for example, still maintain their relationships with us and get involved. ‘Some people don’t always have the time to become a full member of a committee but they can get involved in supporting one or two events. The door is wide open. ‘We also want people to engage with us as regards what we are doing, for example, in terms of CPD etc. ‘If you like what we are doing tell us. If not, then what would you like to see? ‘We want to engage with other professional bodies as well. We are not trying to stand on our own. We recognise the links with others. It is all about raising the standards of people throughout the industry. ‘Take the Higher Options event in RDS. This was our third year going as part of a joint venture with the CIF, SCSI and Engineers Ireland to promote the industry to second level students. ‘We were promoting Construction as a profession and as an enjoyable and rewarding career. ‘Most people who go into construction spend their working lives in it.’ And the same goes for CIOB membership.
Growth It is fair to say that everyone at the Dublin Hub is quite excited about the future. There is a sense of being on the right track. ‘We came to this from a progressive mindset,’ says Michael Gallagher. ‘We have listened to members and taken some very good steps. ‘We are definitely going in the right direction to provide a better service that meets the changing needs of today’s industry. The CIOB has a growth strategy with plans to grow the membership.’ And of course much is focused on students at second and third level. ‘We have a pack called "Think Construction" which is geared towards teachers – so, if you have a second level student who is interested in the built environment we have this toolkit for teachers to give some initial guidance to them as well as some routes to consider. ‘And again, not everyone has to be from a degree background. The best minds have not necessarily come through a third-level course originally. ‘Every person is a professional. It doesn’t matter if you are wearing a tie or a hard hat. No matter what area you work in you are seen as a professional here. ‘Some of our people in this industry are among the finest in the world but
Further information is available by contacting Mandy Coleman on mcoleman@ciob.org. uk or +353 (0) 1 236 9851. You can also contact Niamh Webbley-O’Gorman, Business Development Officer, at nwebbley-ogorman@ciob.org.uk
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PROJECT NOTES
A major project aimed at reintegrating Dublin Port Centre with its environs has just been completed to widespread acclaim. Wills Bros Ltd. Civil Engineering Contractors, were Main Contractors for the project which aimed to soften the boundaries between the Port and the City of Dublin, as committed to in the organisation’s masterplan.
ABOVE: L-R, James Kelleher, Project Manager for Dublin Port Company and John Cunningham, Contracts Manager, Wills Bros Ltd.
Wills Bros create new public realm facilities at Dublin Port
W
ills Bros Ltd, which was established in 1972, has extensive experience in major civil engineering projects across Ireland and the UK, having completed schemes for private companies (pharmaceutical & blue-chip tech), energy providers and local authorities. Contracts Manager John Cunningham told Construction Management Ireland how the scope of work at the Port included some 13 elements including the installation of a new walkway bridge leading from the podium at
Port Centre to a new landscaped maritime garden with seating to the south and a new car park. One of the most striking additions here comes in the form of an historic 10-tonne Stothert & Pitt crane, formerly known as ‘Crane 292’ which dates from c.1968 and was in use up until the late 1990s. Crane 292 is set to become an iconic landmark in the area. Reassembled and illuminated at the junction of East Wall Road as a feature crane opposite Sheriff Street, the 35m structure is taller than Port Centre, the building designed by Scott
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Tallon Walker and opened in 1981.
Crane enclosure Another striking feature in this area is the crane enclosure to crane 292 which features a Corten steel multi-faceted wall facing towards East Wall road. Dublin Port lettering is imprinted on the steel and there is also a pattern drilled out and revealed by means of a light shining to the rear. BA Steel Fabrication Ltd did the Corten Steel and forming of patterns here. Notably, the steel used is the same material that
ABOVE: L-R: An Taoiseach Leo Varadkar TD, (left) with Lucy McCaffrey, Chairperson of Dublin Port Company, Lord Mayor of Dublin, Mícheál Mac Donncha and Eamonn O’Reilly, CEO, pictured after unveiling the new art insulation. Right: Picture features three Dublin Port Company Crane Drivers who worked on Crane 292 before its retirement from service. L-R: Paddy Paisley (Crane Driver); Eamonn O’Reilly (DPC CEO); Anthony Forde (Crane Driver); Liam O’Brien (Crane Driver) and Jim Kelleher (Project Manager).
is used in shipping containers, a robust high-grade steel. ‘The computer software to enable the drilling pattern to be achieved is generally used for areas of less than that which we were tasked with,’ explained John Cunningham. ‘So, this had to be broken into planes and different sections and then brought together ensuring that the overall pattern matched correctly. ‘There were thousands of holes to be drilled to reveal the pattern. This is quite complex in terms of steel engineering.’ The inner face of the crane enclosure features a reinforced concrete wall with its various different planes and changes in direction. John Cunningham
describes it as amongst the most challenging aspects of the project.
Attention To the north of Port Centre, a new public plaza has been created, attracting much attention. Here, there are new Corten steel boundary structures and striking new entrance gates made from the same material. It is just one of many visual references to the activity and the history of Dublin Port. Another element which is undoubtedly set to become a future icon comes in the form of a 4m diameter stainless steel ball inspired by the Time Ball on the roof of the Ballast Office adjacent to O’Connell Bridge in the city centre.
The Time Ball used to drop daily at 1pm after an electrical signal from Dunsink Observatory. This would allow masters of vessels to synchronise their chronometers, thereby enabling them to determine longitude at sea. . This now provides a new focal point at the centre and its highly polished surface mirrors the surroundings. From here, visitors are also afforded a view out over the Port’s operations. The giant metal sphere arrived into Dublin port on its support, side upward, and had to be placed onto the ground in a steel frame then turned and slung from underneath in an operation watched by Construction Management Ireland. Meticulous planning and execution saw a successful outcome and typified Wills Bros’ work on the entire project
Exciting Ultimately, the public realm project has been a very exciting and interesting one, says John Cunningham who goes on to pay great tribute to all involved. The specialist sub-contractors on board included: Mackey Steel – the pedestrian footbridge and temporary works support to existing building.
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PROJECT NOTES
ABOVE: Construction Management Ireland watches as the project takes shape.
BA Steel Fabrication Ltd – the Corten Steel Beltech Industrial – responsible for shot blasting and painting to the heritage crane Byrne Looby partnership – temporary works designer and structural re-fit designer for the heritage Stothert and Pit crane Darmody Architects (Tim Darmody/Jennifer Lynch) – led a multi-disciplinary design team including Landscape architect Cunnane Stratton Reynolds, Roughan and O’Donovan. consulting engineering, and IN2 services engineers IN2 and CJK – did the M&E design and installation work James Kelleher is the Project Manager for Dublin Port Company. Speaking to Construction Management Ireland, Jim explains how, back in January 2014, he had been given the task of writing a design brief to open Port Centre and meet a number of objectives set.
‘It is a project that originated from our Masterplan 20122040, whereby we would seek to integrate once again the Port and the City,’ says James. ‘Over the last hundred years the Port moved eastwards and lost something of a connection with the city. ‘We want to see that reinstated. Port Centre has been somewhat marooned behind stone walls with an austere façade for a long time.
General public ‘Now people will be able to come in here – members of the general public who want to see what is behind the walls. ‘There are other works going on here of course on the ABR Project but this public realm project is an atypical one for us. There is a high level of architectural design and public realm with high quality soft landscaping. ‘It is all about celebrating the building setting we have, opening it to the public and creating that linkage with the city. Dublin is a port city. The two should be aligned. ‘Overall, it has been a very
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‘The project originated from Dublin Port Company’s Masterplan 2012-2040 whereby we would also seek to integrate the Port with the City as part of our major development programme.’ – James Kelleher, Project Manager for Dublin Port Company. exciting project,’ says James Kelleher. ‘It is great to see it all come together. It is a culmination of many people's hard work. ‘Wills Bros have been great to work and collaborate with.’ The new scheme also integrates with Dublin Port Company’s plans for a new internal road network, cycle and pathways.
Lean journeys
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ean has come a long way from its original use in making cars. Over the last decade Lean has been increasingly deployed in different sectors; from Financial Services to Healthcare, from Software Development to Law, from Local Government to Entrepreneurship and, of course, in the Construction industry. The reason for this spread is remarkably easy to understand, say Jim Collins and Marguerite Ahearne – it is simply that Lean works! There are thousands of documented projects that prove that Lean delivers better customer service, solves a wide variety of problems and eliminates unnecessary waste from any and all processes.
Watching
stakeholders – employees, contractors, customers and suppliers – in this quest for excellence. The Construction industry by its very nature provides more opportunities to actively collaborate with other stakeholders at every level of the organisation and across a far wider range of activities than in almost any other workplace. This in turn means that significant opportunities for improvement exist. The presence of these opportunities offers a real chance to start driving and supporting a collaborative problem-solving culture – eliminating waste and resolving issues to create a more effective, safe and productive workplace.
Collaborating Imagine every worker on site is not only doing their own work to the best of their ability but also focused on collaborating with other members of their ‘team’ to ensure they are making the best possible preparation for the next trade or contractor following them. Enabling and supporting these positive interactions will require a cultural shift to a more empowered and respectful model. This is the real deal and, while it is simple, it is certainly not easy. It needs a genuine effort by everyone involved to examine and potentially change their own behaviours as well as how they work and communicate with other stakeholders every day. This is the only way to sustain Lean into the longer-term and gain real benefits into the future.
Implementing Lean in your company
Watching companies implement Lean is however a bit like watching Irish people on a beach in summer! Many companies dip their toes in the water and do a little paddling. They use a few tools and some techniques that can result in substantial benefits, including reduced costs. Lean tools and techniques are not rocket science and most people see the sense of them straight away. Unfortunately, many companies don’t move beyond the water’s-edge and often get distracted from their initial pursuit. Then you have the reluctant swimmers. They wade in slowly – two steps forward, one step back – absorbing all the pain but little of the gain. Get started Some companies seem to commit to ABOVE: Jim Collins and Marguerite So you want to get started? Think about Lean deployment but frequently starve Ahearne the problems you have on a particular site; their change agents of the time and what if you changed your approach? resources that they need to succeed. Why not get this crew trained in Lean However, those that do dip their toe problem-solving methods and the Lean approach? Get in the water and then choose to dive in and embrace the them to collaborate on improvements that can benefit them whole Lean experience, learn to go with the flow. The ’dive’ and eliminate waste for the company or the contractor. approach is about full immersion in Lean transformation Focus not just on cost savings but also on saving and that goes far beyond the ‘tools and techniques’ time – wasted or lost time is a big cost driver in the approach commonly used by many companies. industry. Some people will take to Lean like ducks to Philosophy water – use their enthusiasm to help others to change. Lean at its most powerful is a management philosophy which Think about your suppliers – can you make it has respect for people at its core, together with a relentless easier for them to deliver the right materials on focus on both customer value and continuous improvement. time, in the correct quantities and ready for use? Many organisations do not embrace this concept Think about how you interact with your customers and their short-term wins fail to achieve the – be clear about what it is they want and expect promised benefits over the longer-term. from you – don’t wait for complaints! Lean is fundamentally about creating an appropriate There is a whole new way of working out culture to support and nurture the engagement of all there – It’s time to hit the beach!
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Lean journeys
Lean pays off for Ardmac
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t the annual WIT Lean Enterprise Excellence Forum (see our report in this issue) Contracts Manager at Ardmac, Jason Casey, presented a case study on why his company has adopted Lean thinking and practices. Here, he tells us more about the implementation of Lean at the company. Our introduction to Lean was a result of the industry focus towards Lean and being involved and seeing the benefits in projects where a Lean culture was growing and Lean tools were being implemented.
Educate We realised that Lean was something we had to explore and, so, the first step was to educate ourselves on the subject. Representatives from Ardmac began going along to some of the LCI (Lean Construction Ireland) community events. Leading on from that, I got a Green Belt in Lean Six Sigma. These were among the first steps. As a result of this I became lead of our Lean strategy here – and with growing focus and commitment from
Left: Jason Casey, Contracts Manager, Ardmac Above: Ardmac project photos
top management and development of our resources, the Lean concept is fast becoming a focal part of our design and delivery systems. The priority for all construction work is to keep work flowing, reducing waste, minimising project delivery time and maximising value delivered by resources. Value for our clients is what we strive to achieve. How was the difference noticed? In many ways. The first noticeable difference came as a result of delivering two very similar projects in terms of scale, scope and complexity: one project using Lean tools and techniques following one with traditional management methods. One of the main tools utilised on the project was Last Planner.
Last Planner Historically the accuracy of the scheduling process on construction
projects in general is approximately 50%. We increased this to 75%-85% accuracy which would be classed as a very high level, using the LPS. We trended significant improvements in safety audits, reduced defects, saw reduction in labour usage and reduced project duration – as well as all of this, a very positive team ethos was created within the site team. Our supply chain also reported positively from the change of method.
Rolling out As a result of the actual figures coming from Last Planner we are currently rolling it out across all projects and we are piloting it on a number of projects across all delivery sectors of the company at the moment. We have a training schedule in place and with the help of our External Consultant on Last Planner, Kevin Hallahan, our teams are developing a strong capability to deliver project scheduling in this manner. Our projects range in value from tens of thousands to multi-million euro projects. We want to make sure our LPS system works for everybody. We are targeting a milestone that will mean that all new projects will be run on Last Planner.
Competitive Overall, it has certainly made us more competitive. And of course the goal for us at all times is to give our customers value and top quality service. That is what Lean is all about – not money, value. It is also about understanding what value is to them. Continuous improvement is always what we have been about but Lean is perhaps adding by putting even more of a structure around that. November/December 2017 | Construction Management | 31
Lean journeys
Lean Construction is of great interest to the global construction industry and it is increasingly acknowledged as being integral to the current and future competiveness of the Irish Construction sector. The fifth Annual WIT Lean Enterprise Excellence Forum saw WIT and Lean Construction Ireland (LCI) deliver a very interesting and insightful Lean Construction track which was sponsored by Suir Engineering.
Lean Construction prominent at WIT Lean Enterprise Excellence Forum 2017
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umming up this year’s Annual WIT Lean Enterprise Excellence Forum, Darrin Taylor, Co-Director of the WIT Lean Enterprise Excellence Group, and Joint Programme Director of the WIT Lean & Operational Excellence portfolio of executive/practitioner programmes, says: ‘This year’s Forum was the largest and most well-attended to date with over 350 delegates from more than 200 organisations from all around the country, and some from abroad. ‘This event is run in association with Enterprise Ireland, IDA Ireland, and Lean Construction Ireland and we were delighted to have Suir Engineering sponsor the Lean Construction track at this year’s conference. ‘Fundamental to our work at WIT is enabling collaboration amongst and between industry, academia, and the state with the aim of increasing innovation and economic development in our knowledge society via the production, transfer, and application of knowledge.’ Johnny Crowley, Continuous Improvement Manager at Suir Engineering, said: ‘Throughout the day I witnessed first-hand, how WIT is deploying its knowledge transfer strategy. ‘Right from the offset, this strategy was summarised by means of the following quote from “Strategist of the Century” Peter Senge: ‘Collaboration is vital to sustain what we call profound or really deep change, because without it, organisations are just overwhelmed by the forces of the status quo. ‘It can be difficult for construction companies to know exactly how to begin their Lean journey. ‘For the average company, there is a lot of information available about the different Lean tools, techniques and theories.
‘However, as the adage goes, a wealth of information can create a poverty of attention.’ Professor Peter Hines of WIT addressed this conundrum by drawing on the teachings of Shigeo Shingo. Shingo, who was considered the world’s leading expert on the Toyota Production System, advised that companies should do the following three things: 1. Start by having the leaders create, and advocate, a set of Lean principles. These principles will govern why the organisation conducts its efforts. 2. At the middle management level, Lean systems need to be created. These systems will inform how the company is going to achieve its goals. 3. Finally, at the associate level, the tools need to be implemented. The tools will dictate what specific actions need to be taken in the area where the value is actually created for the customer. In addition to the various presentations and breakout sessions across the day, there were four distinct presentations on Lean in the Architecture, Engineering, Construction (AEC) sector, including: Christine Pasquire, Professor of Lean Project Management and Head of the Centre for Lean Projects at Nottingham Trent University, UK. Professor Pasquire shared her observations of the last 20 years of the Lean movement in the UK construction industry and beyond, and tackled some fundamental issues of defining principle, and challenging perceptions and aspirations. She re-emphasised the necessity for construction organisations to study and subscribe to Lean management principles before implementing Lean tools.
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She specifically mentioned the acclaimed ‘Toyota Way’ by Jeffery Liker. In this book, Liker has dissected the Toyota management philosophy and presented it in 14 key principles. Without the Lean mind-set and principles driving the initiative, Pasquire argues that every Lean strategy will end in a cul-de-sac. Professor Pasquire also likened the statement: ‘We are already Lean!’ to a cry for help. She described how good companies do not proclaim to be Lean but that they continually strive to become a little leaner. Even Toyota will admit that they are, at best, only 3/5ths Lean. She went on to describe how construction is a people industry and that the cultural side to continuous improvement is intrinsically linked with the emotion and morale of the people. When companies ask her: ‘What does Lean look like?’ she postulates that Lean is very much something that one feels. In this vein, she commented on how ‘Lean is the most difficult simple thing one can ever try to accomplish’. Kevin O’Brien, Senior Project Manager at Kirby Group presented a synopsis of the extensive research he conducted investigating the current level of dissemination of Lean principles in the Irish construction sector. Kevin outlined his findings, plus the positives and negatives for the Irish construction sector, as well as a compare and contrast with other countries where similar research was previously conducted. In a similar vein to a point made by Professor Pasquire, Kevin’s research found that a lot of Irish construction companies have a severely inflated perception of their Lean capabilities and competence. This perception results in a false sense
Professor Peter Hines addressing the audience in his Forum Keynote
Suir Engineering – ‘a strong culture around education and people development’ ‘Suir Engineering has always been committed to excellence and, as part of our strategic commitment to continuous improvement, we have adopted Lean thinking and practices,’ said Michael Kennedy, MD of Suir Engineering, Michael Kennedy went on to say: ‘We are committed members of Lean Construction Ireland, and we support the sector-wide adoption of Lean in capital projects. ‘We also have a strong culture around education and people development and it is our great privilege to support the Annual WIT Lean Forum.’
of security, and poses a threat to the Irish construction sector’s ability to achieve sustainable competitive advantage over other international investment locations. Jason Casey, Contracts Manager at Ardmac, presented a case study on why Ardmac has adopted Lean Thinking and Practices and demonstrated how Lean Construction is enabling Ardmac to improve its processes, safety and quality, as well as its overall value-add for its clients, contractors, and itself. Jason noted a number of key challenges, including: • Current construction contracts do not support Lean practices • The waste of ‘making do’ in place of appropriate training, planning, and execution • The classic ‘7 wastes’ not fully relevant for construction • Leadership requirements around understanding Lean principles and philosophy, the creation of a learning culture, appropriate resourcing of Lean project teams, having a 5-10 year commitment, and leaders becoming coaches Simon Tritschler, BIM Deployment Specialist at the VDV Department in BAM Ireland, presented a practical overview on the application of Lean and BIM in construction capital projects. Simon spoke on how BAM Ireland is committed to improving its work practices and work flows at a group level and has implemented multiple technologies to
take full advantage of the benefits that can be gained from its application. He spoke of how the company is building on lessons learnt and how it is changing its culture from a traditional construction one to a more process driven one under BIM Level 2 protocols, and provided an overview demonstration of some of the technologies BAM is implementing and some of the gains it has made. Johnny Crowley, speaking of his own Lean and CI experiences, said: ‘Suir Engineering has seen the benefits that continuous improvement can bring to organisations and we have been actively engaging with both specialist consultants and the LCI over the last number of years to help direct our efforts. ‘I left the WIT Lean Forum with a much clearer vision of where the Irish Construction sector is headed, and with plenty of food for thought. ‘It is beneficial to have a conduit in which to share each other’s knowledge. ‘WIT and the LCI have excelled in this respect and I would like to extend my gratitude to Darrin Taylor for organising this unique Forum, and for reaching out to Suir Engineering to sponsor the Lean Construction track. ‘There is a wealth of useful resources on the LCI website in the form of expert presentations and webinars that would undoubtedly offer key improvement insights for all. ‘We all need the Irish Construction
sector to enable Ireland remain an attractive destination for foreign direct investment and for further investment by Irish domestic companies and the State. ‘Therefore, I would strongly advise companies attend and if possible sponsor LCI events so we can sustain the gains. As the adage goes: “a rising tide lifts all boats”.’ Speaking of his engagement with others at the Forum, Johnny Crowley said: ‘In addition to the insightful presentations throughout the day, the forum provided opportunities to examine the ongoing research projects of students from the WIT Lean Enterprise Excellence Masters. ‘During this break from the presentations I had the opportunity to engage in conversations with some of the leading thought experts in the field. ‘We discussed the need for a change in the way construction projects are contracted. ‘The industry requires a shift away from the GMP (Guaranteed Maximum Price) or DB (Design Build) contract models because they foster transactional and adversarial relationships between client, designers and contractors. ‘Instead, the industry needs a move toward the IPD (Integrated Project Delivery) model. IPD removes fingerpointing and claim issues that result in a mountain of administrative and process waste. ‘The IPD model is a multiparty agreement where a 1:1:1 relationship between the owner, designer and contractor is established. ‘They share the risk, share the cost, waiver the majority of claims, collaborate early on, and they all manage the project jointly. ‘To bring the overall cost of projects down, the onus is on the client/owner to push towards this contract model. ‘They need to bring in the key contractors at an early stage and critically; they need to be ready to share in the risk. ‘By sharing both the risk and potential cost savings, each party is equally incentivised to: • improve project processes and performance • deliver before schedule and under budget • work as a team instead of adversaries.’ For further information see: www.witleanforum.com www.wit.ie/lean www.leanconstructionireland.ie http://suireng.ie/
November/December 2017 | Construction Management | 33
Credit: Photography: George Goulding
Lean journeys
Tech Talk
D
rones have evolved into affordable and advanced data acquisition tools. And, drone technology is coming into its own in the construction industry, with many larger construction firms already reaping the benefits of drone end-toend solutions. Mark Prendergast and Theodore Prince of Safe Drone have the latest on how to stay on top – and watch your business take off! At Safe Drone, we have noted a subtle shift in clientele. In the beginning, as a Registered Training Facility (RTF), members of the video and photography industry were our primary students. However, we noted in 2016 / 2017 a sizeable number of the students coming through our much sought-after course are in the construction industry. It’s not just larger firms sending students to Safe Drone either, it is the individual contractor as well. The construction industry not only has the best use case for drones, but also one of the most diverse. So, let’s consider a few examples of how drones can benefit your construction project, saving you time, adding to site safety, and, ultimately, your bottom line. Uses of drones in the construction industry can include: Progress Tracking: Using aerial video and photography to quickly and easily gain a total overview of your project. An aid to asset tracking, drones are also useful for site planning, off-site monitoring, customer reporting and claim reduction. Estimation & Calculation: Daily, even hourly, assess volumes in stockpiles. Determine cut and fill values. Quickly create accurate distance, area and slope type measurements. Engineering Grade data: Create elevation and contour data. Highly detailed point cloud and high resolution 3D imagery and modelling. Easily, quickly and cheaply acquire specific data. Marketing: Create interactive showcase experiences using complex video and photographic overviews of the construction site at any stage. Create portfolios of progress and detailed management, finance and customer reports.
Sector embraces drone technology Safety: Create aerial data for site and route planning reports. Document site for training and safety preparation. Easily capture aerial video and photography for on-the-spot inspections. The above list is certainly not all inclusive and we are sure those in the construction industry will come up with many more applications. The listed benefits are starting to trickle down to the smaller construction firms too – as the technology becomes more affordable. Business savvy bosses and managers are quickly becoming
aware of the time, safety and cost benefits drones can offer. Why the change in the use of drones in the construction industry? Drone technology has become widely accessible, with an easier end-to-end workflow, producing better results. Increased confidence in a regulatory system that is more established and predictable is another crucial factor. The Irish Aviation Authority (IAA) has sensible legislation that is enabling drone use, even in congested areas. In fact, Ireland is a world leader in drone legislation with rules that are easy to understand, comply with, and implement. There is a strong view within drone
Drone training academy Safe Drone is a Registered Training Facility (RTF) of the Irish Aviation Authority (IAA) and is charged with providing a syllabus of training that has been designated by the Irish Aviation Authority (IAA). Upon completion of all training requirements you will be awarded a Pilot Competency Certificate (PCC) and a Specific Operators Permit (SOP). Both Safe Drone instructors are ex-military aviators and are currently airline pilots. Mark Prendergast is a pilot with Aer Lingus, flying the Airbus A330, and Theodore Prince is a pilot with NetJets on the Global 6000. Together, they have a wealth of aviation knowledge and experience as well as excellent drone knowledge through many years of providing commercial drone services to all sectors. They are anxious to pass along their experience and knowledge to those interested in training in this exciting and fast paced industry.
3 4 | Construction Management | November/December 2017
operator circles that legislation is settling down in terms of decree. The regulators are leaning toward a risk-based approach to the commercialisation of drones and we teach our students with risk management at the forefront of our mantra. As a result, medium and large construction firms are feeling more confident to commit monetary and man hour assets into drone technology. This investment is enabling the large and medium construction firms to maintain their competitive edge within the industry. At Safe Drone, we have trained construction industry personnel, covering the gamut of scale. Here are a few examples of what some of our students have used drone technology to accomplish within the construction sector: Inspecting: to quickly, easily, safely inspect infrastructure, plant machinery and construction progress. Marketing: photography and video footage of initial, continuing, and finished projects. Geo-Tiffs: high resolution georeferenced and ortho-rectified 2D imagery of entire sites. Useful for presentation, planning, measuring, monitoring and asset tracking. Overlay of construction plans to better visualise the project and create highly detailed construction reports. PDFs: present large or small areas of your site. Include notes, measurements and CAD drawings. Easily distributable to members of staff and your clientele. Point Clouds: create LAS file type outputs to easily present and display realistic, and accurate 3D models of your project with more data points than ever before. This model can be easily compared to project design files. Contour Maps: create highly detailed contour maps with an extremely high number of data points for a true representation of the shape of your site. DSM & DTM: easily and quickly create digital surface and terrain models. 3D Models: create high resolution photo-realistic 3D models of your construction project. Monitor construction progress.
Overlay the model and compare it with original design files. For all of the above outputs formats, the data can be easily captured by drones and processed by dedicated software solutions. Conveniently, the outputs of drone data processing are compatible with all the traditional construction software suites offered by the likes of Autodesk and ArcGis. As you can see, the advantages of using drones in the management of construction projects is easily identifiable. The return on investment is real. Drones are cheap to fly and can gather far more data than a human ever could when looking at traditional methods of data capture. A single drone type can deliver
‘The return on investment is real.’ all the imagery required. There is no need for a fleet of different drones to achieve the multiple outputs discussed above. Construction managers can spend their valuable time making cost effective decisions and not gathering data. Data capture can be accomplished quickly, is highly visual, and can deliver accuracies of 30mm to 50mm. It is far safer and more efficient to send a drone out to investigate inaccessible or dangerous-to-reach locations, than it is to send a human.
Trends Looking to the future, the construction industry will see more drones on site. Market pressure from the industry to improve the technology will see the biggest improvements in software compatibility and 3D solutions. Trends toward greater accuracy and tighter tolerances will continue to improve the end product.
So, what do I need to know? Legally you cannot fly drones unrestricted in Ireland
without a drone permit. Aside from the obvious areas around airports, prisons and other security zones, the national airspace structure designates large areas that are out of bounds to drone use unless the operator and pilot are trained, have valid permits, and are insured. These large airspace areas cover most major urban areas in Ireland. Consequently, having a drone permit is crucial to access these areas legally.
Specifics on drone regulation can be found in SI-563, The Small Unmanned Aircraft (Drones) and Rockets Order. This document was published in 2015, and takes a risk-based approach to drone operations. The higher the risk, and the more challenging the operational area, the greater amount of training and licensing required. The legislation is straightforward and has been internationally commended for its practical approach to small drone use. Restrictions are clearly identified within the legislation, but allow for a mechanism through which qualified operators can fly to less restriction. If one wishes to legally operate a drone to less restriction, the operator must: • Be properly trained by a recognized Registered Training Facility in Ireland • Obtain their Pilot Competency Certificate • Have an Operations Manual that is recognized by the IAA. (Note that this is a legally binding document). • Have Insurance • Have a mitigation to risk based approach with respect to drone operations Examples of current restrictions include: • How close you can operate to third parties • Operations in ‘controlled airspace’ • How close you can operate to property not under your control The information contained in this article is intended for guide and overview purposes. As with all articles in Construction Management Ireland, it should not be interpreted as a complete and final interpretation of the law. For more, Safe Drone can be contacted on hello@safedrone. ie 0868294590. www.safedrone.ie
November/December 017 | Construction Management | 35
Out & About
‘People are the most import Construction Manager Awards recognise industry professionals
C
ontinuing our theme of professional excellence we look back here at one of the year’s highlights for the CIOB – the Construction Manager of the Year Awards (CMYA) in Ireland, 2017. We hope to jog a few memories for those involved – and to convey a flavour of the event for those not in attendance.
The Chartered Institute of Building (CIOB) was this year delighted to announce that Nick Oldfield had been chosen as the Construction Manager of the Year in Ireland 2017 for the redevelopment of the IFA football stadium at Windsor Park, Belfast.
Prizes The above announcement was made in the Conrad hotel, Dublin, where professionals from throughout the construction industry had gathered for the celebratory dinner and awarding of prizes in the Construction Manager of the Year Awards (CMYA), in Ireland 2017. There were 21 finalists in four categories, with a gold and silver prize in each category and an overall winner chosen from the gold recipients. The winners can be found below. The event was attended by CIOB’s Dublin and Belfast Hub Chairs, Michael Gallagher, FCIOB and Gerard Graham, FCIOB, Trustee of the CIOB, Ivan McCarthy, FCIOB and CIOB’s Director of Operations Amy Gough, along with the competition’s judges and finalists. The Master of Ceremonies was Mario Rosenstock, who provided many laughs on the evening, as well as announcing the winners of the CMYA in Ireland 2017.
High calibre The judges remarked: ‘The companies that (the entrants) work for and the construction industry as a whole are privileged to have construction managers of such high calibre capable of managing complex construction projects to very high and demanding standards, providing comfortable and safe environments for the construction teams, for end users and for society at large.’ Ivan McCarthy, Trustee of the
CIOB, said: ‘Built environment competitions often overlook the fact that people are the most important aspects of a project. Ours doesn’t. ‘The Construction Manager of the Year Awards is the only event of its kind to assess the pivotal role that construction managers play in bringing teams and stakeholders together, creating safe, efficient, productive and harmonious sites.’ The CIOB has thanked all of the sponsors of the CMYA in Ireland 2017, especially PJ Personnel, Jan Janssens & Company, Xtratherm and Rascor.
Category
Entrant
Company
Project
Silver
Hugh O'Hara
Designer Group Eng. Contractors
OPW Data Centre
Gold
Noel Cronin
Walls Construction
daa Technical Administration Services Centre refurbishment
Silver
Aidan Maher
Clancy Built On Partnership
Reconfiguration and exterior of Paediatric Services at Cork Uni. Hospital
Gold
Tony Maher
Stewart Construction
Block 3, Waterside, Citywest
Silver
Gerry Shearman
Ardmac
West Pharma Dublin Expansion
Gold
Cathal Moran
John Sisk & Son (Holdings)
Liffey Valley Western End Extension
Silver
Cathal Healy
Walls Construction
Central Bank of Ireland Headquarters
Gold
Nick Oldfield O'Hare McGovern
<€8m
€8 – €13m
€14 – 24m
€25m+
Redevelopment of IFA Football Stadium, Windsor Park, Belfast
Overall winner
Nick Oldfield - O'Hare McGovern - Redevelopment of IFA Football Stadium, Windsor Park
3 6 | Construction Management | November/December 2017
tant aspects of a project’
ABOVE: Overall winner Nick Oldfield is pictured with Amy Gough from CIOB and Mario Rosenstock
ABOVE: Top Table guests at CMYA in Ireland 2017
ABOVE: Cathal Healy receives the silver award in the €25m+ category. Award is presented by Ruben Schmid from Rascor
ABOVE: Mario Rosenstock
ABOVE: Hugh O’Hara receives the silver award in the <€8m category. Award is presented by John Divilly from PJ Personnel
ABOVE: Gerry Shearman receives the ABOVE: Noel Cronin receives the gold award silver award in the €14-24m category. in the <€8m category. Award is presented by Award is presented by Danny Kearney John Divilly from PJ Personnel from Xtratherm
ABOVE: Nick Oldfield receives the gold award ABOVE: Nick Oldfield is the overall winner of the in the €25m+ category. Award is presented by CMYA in Ireland 2017. Presented with his award by Amy Gough from CIOB Ruben Schmid from Rascor
ABOVE: Aidan Maher receives the silver award in the €8-13m category. Award is presented by Mark Mulraney from Jan Janssens November/December 2017 | Construction Management | 37
Out & About
Flagship offices and 20/20 vision Turner & Townsend has celebrated its move to new flagship offices on Dublin’s Tara Martin Foran dropped by and spoke to Philip Matthews, Commercial Director.
‘W
e have been growing steadily in recent years,’ says Phillip Matthews, Commercial Director at Turner & Townsend in Dublin. True to form at Turner & Townsend, such growth is all part of a strategic plan, encapsulated by the firm’s ‘20/20 vision’ which sees it tripling its workforce in Ireland by 2020. Numbers currently stand at well over 50 professionals across Project management, Cost management and Health and Safety, says Matthews, adding how he now believes the company will ‘eclipse their target before 2020’.
Pride Matthews is speaking to us at Turner & Townsend’s new offices on Tara St in Dublin where the description ‘state-of-the-art’ has seldom seemed so fitting. So how have the new offices been received internally amongst staff and management? ‘There’s a real pride in our new location,’ says Matthews. ‘We find that a lot of meetings now take place here and that staff members like to be able to bring clients in. We have VC capability in every room – and it’s a bit of a showcase. ‘And with our new location, when meetings do not take place in the new offices, we often find that they are within walking distance. ‘This is where business is. It’s where we want to be.’ It is not surprising that there is a real pride amongst staff in the new location – pride that is echoed across the firm itself where there is a genuine passion for what they do and of being part of a team that is involved in some of the biggest projects around right now.
Projects The company’s speciality lies in managing large, often complex projects where there can be many ‘moving parts’ at play. ‘We could be talking about infrastructure works, commercial
developments or healthcare and education projects, the Trinity Business School, for example,’ says Matthews. ‘We are managing design teams and the design – the whole construction process, and coordinating stakeholders. ‘We are also project managers on Facebook, where we manage the design process and decision-making. There is a vast amount of stakeholders. ‘It goes right through to managing the tender process and procurement, through to the managing of the delivery of the construction process, right up to handover at practical completion stage and on up to FDOB (first day of business).' Consistency, of course, is a recurring theme and in fact it is a central element here – where so much of what is done involves uniformity of standards. Says Matthews: ‘With our PM delivery model if I deliver a project for you in Dublin, it is the same delivery model as would be implemented in San Francisco, the Middle East or Asia. Clients like that. We have our own brand and style.’
People Underlying everything, as well as uniformity of standards, is that passion and commitment and the importance of relationships formed on the ground. This is an enormously important ‘people’ industry, says Matthews. Not surprisingly, Philip Matthews stresses that the company wants to hire the best. ‘We spend a lot of time sourcing and training talent,’ he explains. ‘We have a huge L&D programme. Each member of staff is encouraged, as part of their performance review, to tell us what they want to learn. We invest a lot of time training people up. ‘People buy people is what we always say,’ he continues. ‘It’s about the relationships in the industry. This is what clients look for.’
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ABOVE: Neil Murphy, Dept. of Defence, David Williams, Turner & Townsend
ABOVE: Orla Carew & Sinead Savage, Collen Construction
ABOVE: John Nolan, Walls, John Treacy, RKD Architects
at Turner & Townsend Street and the great and the good turned out in force to wish them well.
ABOVE: Petrina Harvey; Siobhan Power and Ciara Mulholland
ABOVE: Fiona Collins, Yemurayi Mabvaro
ABOVE: Eugene O’Shea, Walls; Tiernan McCarthy and Mark Elliott EML Architects
ABOVE: Padraic Rhatigan, JJ Rhatigan Construction; Martin Heffernan S4 I; Michael Hand, JB Barry & Partners
ABOVE: Nick Penston PMEP, Barry English, Winthrop
ABOVE: Amy Gargan, RKD Architects; Rachel Frasca, PMSP; Craig Dunne, RKD Architects; Eimear Slattery, RKD Architects
ABOVE: Alan Duffy, Turner & Townsend; Paul Nicholas, Jones Engineering; Liam Casey, John Paul Construction; Robert Irwin, Jones Engineering
ABOVE: Eugene Kelly, Molone O’Regan; Mark Kelly, Turner & Townsend; Donnacha Neary, Sonica Fitout
ABOVE: Tom Parlon, CIF and John Mockler, Praxis Property
November/December 2017 | Construction Management | 39
TOYOTA
Toyota – the trusted business partner During the past 44 years, Toyota Ireland has firmly established the Toyota brand as a household name in Ireland and continues to be a market leader today. One-stop-shop Toyota Material Handling Ireland now brings to the market the full range of Toyota and BT products, offering the customer a one-stopshop for all material handling needs. From hand trucks, pallet trucks and reach trucks to stacker and gas, diesel and electric counterbalance trucks, they offer their customers the widest product range in the business. All the benefits, peace of mind and value for money that Toyota provides to make it the number one seller of motor cars in Ireland are also available in its material handling range making Toyota Material Handling Ireland the ideal partner for your business, whatever it is. ‘What we pride ourselves on, first and foremost, are our wonderful products,’ states Terry O'Reilly. Toyota Material Handling Ireland has recently completed the launch of the brand new Toyota Traigo series of electric forklifts – a truck designed to deliver more productivity and offering safer and more energyefficient operation than ever before.
Collaboration With load capacities ranging from 1.0 tonnes up to 8.5 tonnes, the Traigo range is the result of an intense and continuous collaboration between Toyota and its customers, whose feedback contributed to the parameters of the new design. The Traigo features a range of qualities to optimise driver comfort and increase performance both indoors and outdoors. It also benefits from Toyota’s world-leading features and technologies to protect both driver and goods, including the company’s unique SAS safety feature, an exclusive technology designed to actively enhance
periods for the customer. Offering the highest standard of sales and after-sales is at the core of the business. According to Terry: ‘Toyota is one of the world’s best brand names and we are fortunate to have a great dealer network in place. ‘Some of our dealers have been with us over 30 years and the majority have been with us for a long time. ‘They have developed great relationships with their customers through lean years and good years. ‘We’re an Irish company and Toyota is well-respected in Ireland.
Reliability forklift stability and safety. ‘During the course of the past couple of years we have successfully introduced a lot of new products to the market and they have all been very well received by our customers,’ says Terry. ‘It's the most up-to-date and complete range there has ever been in our history, renowned for their reliability, efficiency and durability. ‘We even have trucks in the field that are 30 years old. ‘Toyota’s success in Ireland is the result of a combination of excellent products and the best dealer network. ‘Toyota Ireland’s dealer network is strategically located throughout the country offering the customer peace of mind in terms of sales – and more importantly, after sales service.’
‘We’re lucky to have a sister company whose cars are seen on the road every day. Toyota cars are synonymous with reliability, durability and the best resale value in the business. ‘The same applies to our material handling equipment. ‘Our customers know they get value for money and quality when they purchase a Toyota. ‘Toyota is number one when it comes to material handling
Knowhow The Toyota dealer has the knowhow and experience to recommend the right forklift for every job and provide advice on leasing, hire and finance etc. Furthermore, with their fifty trained service engineers within the group, the Toyota dealer offers first class customer service with rapid response callout. Each dealer has a hire fleet and can provide additional equipment if required at peak
4 0 | Construction Management | November/December 2017
worldwide. “The Toyota Way” underlines Toyota’s managerial approach with emphasis on continuous improvement, team work and respect for people. ‘The Toyota Production System is real, and tangible, and with its research and development, it’s amazing how Toyota keeps evolving. ‘It’s great to be part of that “Toyota Way”.’ If your business needs a lift, give Toyota a call.
Out & About
CIOB puts best foot forward at Higher Options
T
he CIOB was thrilled to be among those exhibiting at the Higher Options fair again this year, to promote Construction Management to young people considering their future careers.
Record Niamh Webbley-O'Gorman, Business Development Officer at The Chartered Institute of Building in Ireland, says that they spoke with ‘record numbers’ of students this year, distributing in the region of 500 Construction Careers booklets. ‘As always’, says Niamh, ‘there was a mix of people, including those who had construction professionals in their families or were already working part-time in construction and those who were interested in the construction sector and wished to discuss the options available to them. ‘Similar to last year, we teamed up with CIF, SCSI, and Engineers Ireland to create a Construction Zone, and held a talk for the students with these other bodies each day,’ continues Niamh.
ABOVE: Niamh Webbley-O'Gorman, Business Development Officer with the Chartered Institute of Building in Ireland (CIOB), Mandy Coleman, Member Services & Events Coordinator and visitors to the Higher Options careers fair.
Professionals ‘Professionals from across the industry talked about why they had chosen their careers and what
they do on a day-to-day basis. ‘These talks were very well attended and the students queued to speak with the presenters at the end of each session.’
Selfbuild Live, Dublin Construction Management Ireland dropped in to Selfbuild Live in Dublin. Billed as ‘the ultimate showcase for people who are building, extending, improving or simply decorating their home’, visitors were presented with an abundance of ideas, inspiration and advice via 1-2-1 clinics as well as theatre talks and hundreds of Irish-based exhibitors. November/December 2017 | Construction Management | 41
credit: Urban Agency Architects Limited
CIS Updates
Republic of Ireland Construction Activity Overview for Q3 2017 with Construction Information Services
C
onstruction Information Services (CIS) recently published their Q3 2017 Construction Market Review which provides a comprehensive overview on current and pipelined activity in the Irish Construction Sector. The following is a highlight of overall activity at Plans Submitted, Plans Granted and On-Site stages and an overview of key performing sectors. Construction Projects at On-Site Stage: In the Republic of Ireland, the volume of projects On-Site in the first 9 months of 2017 has fallen by 5% or 116 projects when compared to the same period in 2016. All regions, with the exception of Leinster and Connacht have fallen in volume terms as per Fig. 1 The value of these On-Site projects is down 9.4% to €4.7bn with Leinster, Dublin and Ulster ROI all experiencing sharp decreases
in activity, while Connacht and Munster recorded increases. On a sectoral basis by value, only Residential, Community & Sport, Agriculture and Medical & Care
Fig 1
4 2 | Construction Management | November/December 2017
Residential have grown in the 9 months of this year. The Residential sector now represents over 30% of the value of projects On-Site, up from 25% in the previous year.
Construction Projects at Plans Granted Stage: The volume of projects granted planning is also down by 7% on the same period last year, with 4,155 major projects granted planning in the period under review. In continuing trends from H1 2017, the value of plans granted has fallen by 23%. All sectors have experienced a decrease in the value of projects granted planning with the exception of Hotel & Catering which is up 17% and Residential which is up 27%. The greatest drops have been in the Medical, Commercial and Community & Sport sectors. Construction Projects at Plans Submitted Stage: The volume of projects submitted for planning increased slightly by 4% to over 5,220. This increase of 200 projects equates to an increase of project values of over €400m. The volume of projects has fallen in the Connacht and Munster regions while all other regions have shown an increase from the same period in 2016. The value of projects submitted for planning in the first 9 months of 2017 is down slightly in comparison with the same period last year. Residential is worth almost €2.75bn in projects submitted for planning, an increase of 27% on the same period last year. (Fig. 2) The growth of the Residential sector masks the decrease in value of projects in the Agriculture, Civil, Commercial, Education and Industrial sectors.
Sector Activity Breakdown for Q3 2017 Residential Sector: According to CIS research, almost 11,300 units in multi-phased developments have commenced On-Site in the first 9 months of 2017. This represents an increase of 26% on the same period last year. Significantly, Dublin has shown a very small fall in the number of units On-Site in the period, with Leinster recoding an increase of 89% in the volume of units for the period. Dublin is still the largest region in volume terms but Leinster commenced just 300 units less in the period. When we drill down into the Leinster data, both Meath (1,420) and Kildare (1,310) have the majority of the units commenced followed by Louth. (Of note: A further 2,895 self-build houses have commenced building in the first 9 months of 2017.)
submitted for planning in the sector has increased by 25% for the first 9 months of 2017. Over 19,800 units have been submitted for planning, with almost 6,800 units in major projects submitted in Q3 2017 alone. Commercial & Retail Sector: The volume of projects has decreased by 16%, to 396 from 474 in the same period last year. The value of Commercial projects On-Site in the first 9 months of 2017 was down 5% on the same period last year to €735m. All regions have experienced decline, while Dublin records the largest decrease – 14% to €470m. This can be attributed to a large variety of commercial developments in Dublin Docklands having commenced in site in the first 9 months of 2016, including the €100m Reflector development and €65m City Quay development.
Future Pipeline of Residential Sector Projects
Future Pipeline of Commercial & Retail Projects
Over 610 Residential projects have been granted planning in the first 9 months of 2017, representing a 19% increase on the same period last year. If all these projects are built, it will represent a further 15,450 units, a 32% increase on 2016 levels. Munster has increased the units granted planning by over 90% in the period. All regions report an increase in the volume of units granted planning. In further positive news for the sector, the number of new units
The volume of projects granted planning in the first 9 months of 2017 has fallen by 2% in comparison to the same period last year as 656 projects have been granted permission, down from 667 in 2016. Dublin has experienced a drop of 14%, while Ulster has grown by 29% in the period under review. The value of projects granted permission in the 9 months of 2017 has fallen by 49% when compared with 2016. Dublin has fallen by 54% from over €1bn to just under €500m. This can be attributed to schemes such as the €120m Boland’s Quay and €80m EXO office development obtaining planning permission in the first 9 months of 2016. The volume of projects submitted for planning has increased by 2% in the first 9 months of 2017 to 811 projects, but this translates to a fall of 8% in the value of projects submitted for planning in the period.
Need more?
Fig 2
To get your free detailed PDF report of construction activity for all sectors in the Republic of Ireland, email donnaquinn@cisireland.com who will send you the CIS Construction Market Review for Q3 2017. Phone: 01 2999 200 Website: www.cisireland.com November/December 2017 | Construction Management | 43
Training & Careers
Go West! GMIT – a beacon G
alway-Mayo Institute of Technology (GMIT) has provided third-level education and training programmes for over 40 years. Over these years – while keeping abreast of educational developments and the needs of industry – training for the Irish Construction sector has advanced from the original National Certificates and Diplomas to Degree, Masters and PhDqualified construction graduates, writes Mary Rogers, Head of ABOVE: Mary Rogers Dept of Building & Civil Engineering, GMIT The current portfolio in the Department of Building and Civil Engineering at Galway-Mayo Institute of Technology (GMIT) includes the traditional degree programmes in Civil Engineering, Construction Management, Architectural Technology and Quantity Surveying.
Accredited We have worked with industry partners to develop a Masters in Environmental Resource Management. All programmes are professionally accredited with the relevant bodies – EI, RIAI, SCSI, CIOB and CABE.
Undergraduate programmes include a semester-long industry placement in year 3. The 6-month placement is the highlight of the educational experience for our students who receive practical, on the job experience. GMIT is privileged to have the support of numerous Irish (and non-Irish) construction companies, both in Ireland and overseas.
Conference For the past seven years, the Department of Building and Civil Engineering in GMIT brings together leaders in the construction industry,
Dr Martin Taggart, School of Engineering, Department of Building and Civil Engineering at GMIT,
GMIT – engagement with CIOB
ABOVE: Martin Taggart
GMIT have a longstanding relationship with the Chartered Institute of Building. Formally, this relationship is founded on CIOB academic accreditation.
The accreditation is in two parts; first, the department of Building and Civil Engineering is an accredited centre for CIOB. Secondly, individual programmes are accredited. The assessment for accredited centre status focuses on the general arrangements of the Institute and the department in terms of its academic controls, standards and facilities etc. Thereafter, individual programmes can be assessed for accreditation and slot into the overarching accredited centre framework.
This allows flexibility when programmes are updated or new programmes added. At present, we have two approved programmes in Construction Management and intend to apply for accreditation for other programmes in Architectural Technology, Civil Engineering and Quantity Surveying shortly.
Requirements Programme accreditation applications involves a very detailed mapping and alignment of programmes to requirements stipulated by the professional body. This process should be undertaken in a spirit of partnership and must include some flexibility. In the recent economic crisis, the Institutes of Technology suffered very severe budget cuts. A common enough response to this has been to try to increase the number of common modules, delivered across
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several cognate programmes, thereby being far more cost effective. This can however cause tensions with accreditation demands for more specialisation. CIOB have acknowledged these difficulties and worked with GMIT to agree acceptable solutions. Our department currently holds accreditation from all the main built environment professional bodies.
Join Students can join CIOB for free as student members and are encouraged to do so during annual visits from the CIOB development team, who also attend GMIT careers days. GMIT is also a focal point for Novus, the CIOB young professionals group. The development of Novus in the west of Ireland has been hampered by the recent industry downturn. However, as things are improving, the
in Construction learning expertise in new contracts, regulations, building performance standards, Lean construction and new technologies.
Programme Last year the Department of Building and Civil Engineering GMIT launched a new Level 8 programme, the Higher Diploma in Building Information Modelling (BIM) which was developed with industry partners, RPS Consulting Engineers, to meet the needs of the Irish construction sector. The H.Dip in BIM at GMIT is a multi-disciplinary programme which is open to construction professionals and others who already have a relevant Level 7 qualification in a cognate area. This Programme has been designed to rapidly up-skill construction professionals and others in BIM technologies and processes to meet industry demand. The relevance of this highly successful programme was recognized by the sector in 2017 by winning two major national education awards.
writes here about the relationship between the Chartered Institute of Building and GMIT. group is being relaunched later this year. Accreditation is very important for students, as an accredited level 8 honours qualification is deemed to fully satisfy the CIOB educational requirements for Chartered membership at MCIOB level. After graduation, students must then obtain practical experience at an appropriate management level before applying for MCIOB. CIOB also offers options for students who graduate at level 6 or 7, to bridge the gap towards MCIOB. This can be very important for applicants who are in fulltime employment following graduation.
Interaction Less formally, CIOB has a lot of interaction with the students and wider construction community, being involved in a variety of activities. A very enjoyable part of the year is the annual ‘CIOB Student Challenge’ – cross disciplinary teams of students are given a detailed task briefing in the morning and then have several hours to develop
The winning team enters the ‘All-Ireland’ and competes against the other Institutes and Universities.
Prizes
ABOVE: International Mgt Day Conference GMIT 2017
responses to the brief. The response typically includes: technical issues; programme; cost; health and safety etc. Student presentations are made to a panel of industry experts, who act as the client design team and question the students on their proposals. At GMIT, we hold heats involving students on our Construction Management; Civil Engineering; Quantity Surveying and Architectural Technology degree programmes. Local industry people support us, acting as judges and sponsoring the heats.
CIOB also sponsors several student prizes each year. Principal in these are annual certificates and CIOB medals for best performing students. At GMIT, CIOB provides three awards for our level 7 and 8 Construction Management degrees and an award for the student who authors the best final year dissertation. These awards are made during our annual Institute graduation by a senior member of the CIOB Branch and mark a very significant achievement for the recipients. CIOB also sponsors an annual Queen Elizabeth Bursary Award for each accredited centre. Depending on the exchange rate this works out at around €650. This is awarded on the recommendation of the Institute to a student showing exceptional academic excellence in final year.
November/December 2017 | Construction Management | 45
Credit: Ros Kavanagh, GMIT building picture.
‘Change is the only constant in the Irish Construction Industry.’
academia and research for the annual International Construction Management Conference. Under the stewardship of Dr Martin Taggart, lecturer in the Department of Building and Civil Engineering at GMIT, the Construction Management Conference has grown into the largest single construction event in the West of Ireland. GMIT students have an opportunity to showcase their work to industry and professional bodies and additionally to listen to the experience of past graduate speakers at the event. This year the event was supported and sponsored by the Chartered Institute of Building (CIOB), Chartered Association of Building Engineers (CABE), the Society of Chartered Surveyors Ireland (SCSI) and AEDIS. Change is the only constant in the Irish Construction Industry. Having emerged from the recent recession, there is high demand in the sector for skilled graduates with
Training & Careers
Promoting engagement at second-level With Tony Harrison, Construction Studies Teacher, Chairperson Technoteachers Association (TTA) Each year, August is often referred to as ‘the silly season’ in the news and media world, but for Leaving Certificate students it is no joke, rather it is the culmination of six years of post-primary study and the beginning of a new era. The year's ‘Leaving’ usually attracts the full-on focus of newspapers, TV, college advertisements, advice about accommodation etc.
Studies One might be forgiven for thinking that those not involved in this scramble for college places or the points race are not taking their studies and careers seriously. Nothing could be further from the truth! For a number of years the word ‘apprenticeship’ had almost disappeared from the lexicon of careers advice and pathways into the world of work. Of course a small number did exist, such as those in the construction industry with Sisk, and others which provide training in some specialist areas of work. However, over the last few years there has been a noticeable increase in the number of apprenticeships available in various sectors other than the construction industry as evidenced by recent announcements from the Dept Of Education And Skills.
ABOVE: Tony Harrison
I work with talented, enterprising young people at second level in the lead up to their Leaving Cert. and many express an interest in and an aptitude for a direct pathway into the world of work. Yes, they will need to acquire specialist skills and knowledge, but with some financial assistance during their training, they are the foremen and project managers of the future.
Career path In the past ‘apprenticeship’ almost bore the taint of a permanently
stagnated career path. However, with access to college and further qualifications so much more accessible nowadays, apprenticeship can become an attractive starting point for genuine career development, further study, increased qualifications, management roles and even owning your own business. CIF and Sisk are helping to support second level students through their collaboration with the TechnoTeachers Association. The TTA encourages skills development and design-based learning through the provision of resources for teachers and awards for exceptional student work. Clear pathways and structures are needed in order to enhance the apprenticeship route to careers. Greater awareness and encouragement of the different career pathways now available to students are vital. This will involve collaboration and closer links between industry, government, schools and training centres. With an increase in the uptake of apprenticeships by interested students, the points race, the stress, and the ‘silly season’ can become just one of many routes to a successful career.
Concrete Ticket – course update In February 2017 the Concrete Ticket was formally launched by Minister of State for Housing and Urban Renewal, Damien English TD.
Initiative This major new education initiative by the Irish Concrete Society is a
half-day course providing guidance on the correct handling, finishing, curing and ordering of concrete for construction. The course is suitable for those who are involved in and responsible for the receiving, transporting, placing and finishing of concrete after its arrival
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on site. Over 200 people have now taken the course, passed the test and are now eligible to hold a Concrete Ticket that will be valid for five years. There is a fast growing demand for places on the courses, which are being delivered nationally.
Bookings Bookings can be made individually through the website or as part of a group of 15 or more on a date and location that suits. More information and booking details may be obtained from the dedicated booking website: www.concreteticket.ie.
Personal & FiNance
M
eet Ireland AM’s Gadget Guy, Colin Baker – when he’s not getting overexcited about some new tech on TV, Colin runs Back from the Future, a chain of tech support and repair labs. There, he helps small businesses and folks of all levels of tech frustration with their IT needs. We asked him to outline some of the most common issues – and their solutions!
Many people are struggling with technology. Don't be one of them! Not exactly being the golden boy of my school, the power to ‘fix things’ made up for the fact that all I knew about rugby was that the ball was oddly shaped and for some bizarre reason one couldn’t pass it forward. No surprise then, that my career ended up being far from the rugby field, solving computer and tech problems for those in need – and wow, is there a need. Never before has technology been such a vital aspect of our lives and our businesses. Challenges abound, but what I’ve got for you in this inaugural issue of Construction Management Ireland are the golden nuggets of tips based on challenges I see and resolve, particularly in small businesses, every day of the week!
EMAIL Euuuurghhh. Email is an ongoing challenge for small businesses. Not just staying on top of them but making them look professional, getting back to people conveniently and in a timely manner, housekeeping and organising the shed load of email we tend to get. Email is also one of the most common access routes that ransomware and hackers take to get under the protective
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layers of your business. Gmail, or more specifically for business users, G-suite (I just call it Gmail Pro) is the choice of the more efficient and well run businesses I see. Most think of Gmail for their personal use but do not realise there is a professional version that works very much in the same way with your own existing email setup. Nor do they often realise that, bundled neatly into this suite is the Office feature for working with documents, spreadsheets and presentations. Google Drive neatly and reliably backs up all your work and allows you to easily collaborate on documents in real-time across any distances and devices. If you are using older ‘email downloader’ type clients like older outlook programs or Mail on a Mac, you are over six times more likely to encounter virus attacks and data loss.
Comms: Slack I love using the word Comms! It sounds slick and it saves time saying the entire word ‘communications’. I’m a big fan of saving time for me and all our team in Back from the Future – we run four branches with 11 staff in total so time is very much the valuable commodity. When I was initially introduced to Slack, I saw it as a sort of ‘business whatsapp’. That is indeed how easy it is to use and where it starts. Slack – tidal-waving across the business world with its no-nonsense, easy-to-use but ridiculously secure internal communications tool. Set up your team, set up relevant ‘channels’ (like for example- accounts, Z reports, new products, Staff, general conversation, etc.) and decide who is a member of what and off you go. Load the app on your smartphone or simply sign in to the browser on your desktop. Aside from text messages at its core, you can insert videos, pictures and media, scans, receipts, general attachments and even have voice conferencing across the team too. Since we first took on Slack two years ago, I don’t know if we could survive without it. Saving possibly hours every day of wasted chatter, Slack accounts start at FREE, so no excuse.
‘I’m no treehugger but I do find it easy to get genuinely swamped in paperwork.’ SECURITY… Ahh it’ll be grand… Honestly, keep saying that. It’s good for business! 40% of our work in the last six months has involved rescuing people from ransomware and malicious virus activity on their equipment. Years ago, decent anti-virus was a nice add-on sale for the cautious. Nowadays the lack of decent security systems is not only asking for real trouble; it will soon be illegal if you hold clients’ data under EU regulations. Rightly so, as data theft and ‘ransomware’, the concept of a virus arriving on your computers and password-encrypting all your data, is genuinely on the up and up. Free AntiVirus like Microsoft's own ‘essentials’ is slightly better than nothing – but better by far is looking towards proper Managed Protection like Panda Endpoint
Protection Plus. It’s not expensive, keeps your technology clean and safe and doesn’t slow it down.
Paper Mountain: Genius Scan I’m no tree-hugger but I do find it easy to get genuinely swamped in paperwork. Saving the trees is definitely on my list but honestly I just want to make my life a little easier. As hard as I’ve ever tried to stay on top of it I always end up with a pile of queries from my accountant at the end of the month, mostly involving missing receipts or invoices. Two years ago I realised it was much easier and faster to scan them onto my phone using a neat little app called Genius Scan. If you’re not already using it or some other variant, download it and have a look. I load the app, hit the scan button over the receipt or invoice and save it in the appropriate folder. So when the inevitable email queries arrive, I can respond with exactly what he needs in seconds while sipping a cup of coffee. So I could go on all day but you’re like me: time poor! Suffice to say that I LOVE my subject. If you have ANY technology woes or queries, please email me on colin@backfromthefuture.ie. I actually want to help! Colin.
November/December 2017 | Construction Management | 49
Personal & FiNance
Dramatically improve your presentation skills Whether presenting to your colleagues, pitching to clients or addressing a major industry event, you want to capture your audience
Y
ou may not be delivering a TED Talk, but still. You want to captivate your audience. You need to captivate your audience. But you're worried that you don't have the skills. That's okay. There are a number of ways to instantly improve your speaking skills. It's all about preparation and practice – and using some of the following tips.
1. Fuel up wisely Let's start with some preparation tips. Dopamine and epinephrine help regulate mental alertness. Both come from tyrosine, an amino acid found in proteins. So make sure to include protein in the meal you eat before you need to be at your best. And don't wait until the last minute. When you're really nervous, the last thing you might want to do is eat.
2. Burn off some cortisol Cortisol is secreted by your adrenal glands when you're anxious or stressed. High levels of cortisol limit your creativity and your ability to process complex information. When you're buzzed on cortisol, it's almost impossible to read and react to the room. The easiest way to burn off cortisol is to exercise. Work out before you leave for work, take a walk at lunch, or hit the gym before a speaking engagement. (If you've ever felt more grounded after slogging through a solid workout, you now know why).
3. Develop two contingency plans If you're like me, ‘what if?’ is your
biggest source of anxiety: What if your PowerPoint presentation fails, someone constantly interrupts, or your opening falls flat? Pick two of your biggest fears and create contingency plans. What will you do if the projector fails? What will you do if the meeting runs long and you only have a few minutes to speak? The effort won't be wasted, because the more you think through different scenarios, the better you can think on your feet if something truly unexpected occurs.
4. Create a prepresentation ritual Superstitions are an attempt to ‘control’ something we're afraid of. (Lucky socks don't make an athlete perform better!)
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Instead of creating a superstition, create a routine that helps centre you emotionally. Walk the room ahead of time to check sight lines. Check microphone levels. Run through your presentation at the site to ensure it's ready to go. Pick things to do that are actually beneficial and do them every time. You'll find comfort in the familiar – and confidence, too.
5. Focus on gaining the audience's attention Instead of playing the ‘turn off your mobile devices’ game, because no one will (and you just look stodgy), focus on gaining their complete attention. Make your presentation so interesting, so entertaining, and so inspiring that people can't help but pay attention.
It's not the audience's job to listen; it's your job to make them want to listen.
6. Harness the power of genuine emotion Many speakers tell self-deprecating stories, but simply admitting a mistake is a waste if you only use it to highlight how far you've come. Instead, tell a story and let your emotions show. If you were sad, say so. If you cried, say so. If you felt remorse, let it show. When you share genuine feelings, you create an immediate and lasting connection with the audience. Emotion trumps speaking skills every time.
7. Don't wait to answer questions If a question pops up in the middle of your presentation, that's awesome: Someone is listening! So seize the opportunity. If you would have addressed the point in a later slide, skip ahead. (If you've practised skipping around, it won't throw you.) The best presentations feel like conversations, even if onesided...so never ignore the opportunity to foster that sense of interaction. Never do anything to disengage your audience.
Thinking in terms of sales only adds additional pressure to what is already a stressful situation. Put all your focus on ensuring the audience will benefit from what you say; never try to accomplish more than one thing. When you help people make their professional or personal lives better, you've done all the selling you'll need to do.
14. Always have a secondary goal
10. Never make excuses Due to insecurity, many speakers open with an excuse: ‘I didn't get much time to prepare...’ or, ‘I'm not very good at this...’. Excuses won't make your audience cut you any slack, but they will make people think: ‘Then why are you wasting my time?’ Do what you need to do to ensure you don't need to make excuses.
11. Keep your slides simple... Here's a simple rule of thumb: Make your font size double the average age of your audience. Roughly speaking, that means your fonts will be between 60 and 80 points. If you need to fit more words on a slide, that means you haven't tightened your message.
8. Find something the audience doesn't know
12. ...And never read your slides
I've never heard someone say, ‘I was at this presentation the other day, and the guy's Gantt chart was amazing!’ I have heard someone say, ‘Did you know when you blush the lining of your stomach also turns red?’ Find a surprising fact or an unusual analogy that relates to YOUR topic. Audiences love to cock their heads and think, ‘Really? Wow...’.
Your audience should be able to almost instantly scan your slides – if they have to actually read, you might lose them. And you'll definitely lose them if you read to them. Your slides should accentuate your points; they should never BE the point.
9. Always benefit; never sell Most business people assume they should capitalise on a speaking engagement to promote a product or service, win new clients, and build a wider network. Don't.
examples of how that point can be applied, and at the end provide audience action steps they can take based on that point. Since no one can remember everything you say, what you repeat has a much greater chance of being remembered – and being acted upon. So repeat away!
13. Use the power of repetition Your audience probably hears about half of what you say... and then they filter that through their own perspectives. So create a structure that allows you to repeat and reinforce key points. First, explain a point, then give
Say you realise that your presentation is falling flat. In response, people usually either try too hard or basically give up. If your primary goal is to land a contract and you can tell you won't succeed, shift to planting the seeds for another attempt down the road. If you see you won't get what you really want, ask what can you accomplish. Then, when the room doesn't go your way, you can stay positive, focused, and on top of your speaking game.
15. Always give the audience something to take home Always provide something specific the audience can do almost immediately. No matter how inspiring your message, every audience appreciates learning a tangible way they can actually apply what they've learned to their own lives. Inspiration is great, but application is everything.
16. But don't ever over-run If you have 30 minutes, take 25. If you have an hour, take 50. Always respect your audience's time and end early. As a bonus, that forces you to hone your presentation – and to prepare to shift gears if your presentation takes an unexpected turn. Finish early and ask if anyone has questions. Or invite them to see you after the presentation. But never run long...because all the good will you built up could be lost. By Jeff Haden Contributing editor, Inc. @jeff_haden
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Personal & FiNance
A PCP is a type of hire purchase agreement between you and the finance company that will mean for a number of years – usually between two and five – you will be making repayments on the car. It normally involves three payment stages:
At the start – paying a deposit This is typically between 10% and 30% of the value of the car, depending on the finance company. Your deposit can be paid in cash or, if you already own a car, you can trade this in as part or all of the deposit.
During the contract – making monthly repayments PCPs generally have low monthly repayments, which can make them seem more affordable compared to other forms of finance.
At the end of the contract – three options • Pay the Guaranteed Minimum Future Value (GMFV) to own the car: the GMFV, a large, final payment, is how much it will cost you to own the car at the end of the contract. It is the finance company’s estimate of the future value of the car based on the model you are buying, length of the contract and the condition of the car. You may be able to refinance the GMFV by taking out a new finance agreement. • Hand the car back: if you hand the car back you generally don’t have to pay the dealer anything, once you meet all terms and conditions, including any mileage restrictions you agreed to at the start of the contract. • Enter into another PCP contract to buy a new car: it is important to know that the deposit you put down for the first car will not be given back to you. If the market value of the car from your first/previous PCP is greater than the GMFV, then you may have equity to put towards a deposit on the new car. However this will depend on the market value of the car at the time so you may need to pay a new cash deposit, depending on the difference between the GMFV on the first car and its market value at the end of the contract.
Watch out for hidden charges At the start of a PCP you agree the number of kilometres you are going to clock up annually. If you keep to this, the car will have a GMFV at the end of the contract. If you go over the agreed annual mileage you may find that you owe more on the final payment than you think – even if you were to hand the car back it could cost you money. This is often charged at a set fee per kilometre over the agreed limit and should be detailed in your contract.
Buying a car? Do your homework on PCPs with the Competition and Consumer Protection Commission (CCPC) Personal Contract Plans (PCPs) are an increasingly popular way to pay for a car. They are usually arranged for you through the car dealer who is selling you the car. They can seem attractive because of the low monthly repayments and the convenience of being able to buy your car and sort out your finance in the one place. However, the devil is in the detail so it is important to understand how these products work before you sign a contract. You are entitled to a list of all fees; so ask the garage for this before you sign up to any contract. For instance, ask if there is any documentation fee for setting up the contract or completion fees at the end of the contract.
Compare your options Another way to pay for a new car is to get a personal loan. The main difference between a PCP and a personal loan is that with a personal loan you borrow the money, pay for your car, and own it immediately. This is important because if you were to run into financial difficulty with a PCP you need permission from the finance company to sell the car to pay off your debt, as it is the legal owner of the car. If you opt for a car loan or personal loan from a lender, make sure you know whether it is a loan or hire purchase agreement you are signing up to.
Compare Compare the total amount payable on a personal loan (cost of credit) with the PCP cost (the deposit, plus monthly repayments and final payment). You can use the CCPC’s personal loan cost comparison to help you compare the cost of personal loans. Find out more about paying for a car on the CCPC’s website www.ccpc.ie
‘If you go over the agreed annual mileage you may find that you owe more on the final payment than you think.’
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Personal & FiNance
Translating Business Success Thinking more like a shareholder can help business owners turn profitability into personal financial success, says Philip Smith of Davy’s. Plan ahead to get your business working for you (not the other way around.) For many business owners today, it can be hard to feel like ‘the boss’ when they are spending too much time working for the business – and not enough time getting the business to work for them.
Common In today’s accelerating economy, this is an all-too-common predicament. Turnover is growing so everything else is expanding too, which, for any handson boss, means dealing with even more administration, personnel issues, regulatory and compliance matters as well as all the other day-to-day tasks. The business may be bounding ahead, but busy owners can often struggle to translate that profitability into personal financial success. Anyone for whom this strikes a chord should consider putting a personal financial plan in place – and doing so as soon as possible. I add that emphasis only because I know the idea of a personal financial plan can seem a little daunting; something to put off for another day. That’s understandable for anyone with a busy workload. But here’s a question: why exactly are you putting in those long hours? What is the definition of personal financial success that you are working towards? Food for thought to get the ball rolling!
Financial independence In my experience of working with business owners, the answer to this question is: ‘financial independence’. More specifically, it’s the freedom to be able to make major life decisions without having to worry about money.
In any case, if you are reading this then now is the time to ditch the ‘boss’ tag and start thinking more like a shareholder. A ruthless focus on your long-term goals will help you make the right decisions about lifestyle, business structure and investment strategy – the holy trinity of any robust financial plan.
1. Maintaining your lifestyle The best way to ensure you maintain your desired level of income/lifestyle on retirement is to build up your pension fund now: a tailored financial plan will calculate your pension funding capacity and tell you what tax reliefs are available. Not only is pension funding relatively risk-free, it also creates a secondary pool of wealth that is invested in assets not tied to the business – a big plus for anyone whose family wealth is invested in the company.
2. (Re)structuring the business Again thinking like a shareholder, your number one objective is to make sure your business is set up to deliver maximum value. Here, a financial review may present you with opportunities to restructure the business to do just that, for example moving from a single limited trading company to a holding company structure. This can help company owners to safeguard their assets before selling the business tax-free.
45-minute conversation should be enough to establish the big picture. This process will give you a complete overview of your current financial position, and a strategic roadmap based on your goals. A personal financial plan is also the first step towards getting your business working for you, and not the other way around. The sooner you begin, the better. Philip Smith is a senior private client adviser with Davy. He works with company owners to provide best-inclass financial planning, investment management and asset selection. You can contact Philip directly at (01) 6148778 or simply email privateclients@davy.ie Please note that this article is general in nature and is not intended to constitute tax, financial or legal advice. It does not take account of your financial situation or investment objectives. Prior to making any decision which may have tax, legal or other financial implications, you should seek independent professional advice. There are risks associated with putting any financial plan in place. The value of investments may go down as well as up.
3. Investment strategy Your lifestyle and financial objectives will also help to shape an investment strategy that fits your current circumstances while retaining enough flexibility to change and adapt as needed. Flexibility is a key component of any financial plan – there’s no such thing as one size fitting all.
Getting started This all sounds good, but where do I start? Exactly as we’ve said – by ditching the ‘boss’ tag. A good way to start would be to get yourself out of the daily loop, away from the business, and schedule some time with a financial adviser where a
Davy Private Clients is a division of J & E Davy. J&E Davy, trading as Davy, is regulated by the Central Bank of Ireland. Davy is a member of the Irish Stock Exchange and the London Stock Exchange. In the UK, Davy is authorised by the Central Bank of Ireland and authorised and subject to limited regulation by the Financial Conduct Authority. Details about the extent of our authorisation and regulation by the Financial Conduct Authority are available from us on request.
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Philip Smith
Personal & FiNance
Money experts share their financial hacks for saving! Personal finance experts Charlie Weston and Karl Deeter see every day how too many of us pay over the odds, get ripped off or simply don’t maximise the money we have. In their new book This Book is Worth €25,000 they share all the moneysaving tips and tricks they have garnered over the years.
Topics Each chapter covers a single common personal finance topic, explaining how you can make better choices in this area, the amount you can expect to save over a year, the time it will take to follow the tip and a star rating for the complexity or ‘hassle factor’. Topics covered range from: ‘Mortgage Protection’, ‘Rent a Room’ and ‘Tax Refunds’, to ‘Ditch the Coffee and the Takeaways’, ‘Learn to Haggle’, and even the surprising chapter ‘Save with Bananas’!
Deeter says ‘Making savings is the same as getting a raise’. That is how powerful spending a little more time on your personal finances can be. This book acts as an easy-to-follow manual that will fit in any bag, on any bookshelf or desk around the country. Who knows, if you pick it up today you could be on your way to a brighter 2018! Karl Deeter is a commentator and journalist who contributes regularly to broadcast media on the subject of property, finance, financial regulation and financial planning. He also writes for the Irish Sun and the Sunday Business Post. His ‘day job’ is as compliance manager of Irish Mortgage Brokers. Charlie Weston covers personal finance with the Irish Independent. He has a weekly personal finance slot on The Last Word on Today FM and is a regular contributor to RTÉ Radio, Newstalk and TV3.
Get your copy! You can order This Book is Worth €25,000 directly from the publishers for €12.99 plus postage. https://www. gillbooks.ie/reference/reference/thisbook-is-worth-25000. Or, in the spirit of the book itself, you can buy it from the Book Depository for only €11.07 postage included!
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November/December 2017 | Construction Management | 55
LEGAL VIEW
L
egislation to facilitate the roll out of next generation broadband and its availability throughout Ireland was published and came into force in July of last year. Some of the initiatives and related rules introduced by this legislation are of particular importance and relevance to the construction industry and operators in this industry should ensure that they are up to speed with these, writes Seanna Mulrean. The purpose of SI No.391 of 2016 European Union (reduction of cost of deploying high-speed public communications networks) Regulations 2016 (the ‘Regulations’) was to implement in Ireland Directive 2014/61 of the European Parliament and Council on measures to reduce the cost of deploying the High Speed Electronic Communications Network 2014/61/EU. The Regulations introduce a number of initiatives to address the inefficiencies widely experienced in Europe in rolling out high speed broadband networks. In summary, the key constructionrelated rules are as follows: • Newly constructed and renovated buildings post-2016 must be ‘broadband ready’. • Communications access points in buildings and associated infrastructure (such as ducts) must be accessible to all broadband and communication providers.
We are all aware of the importance which access to good quality internet holds in modern day life and in terms of facilitating economic growth. With ongoing developments in technology bringing a multitude of advantages to the spheres of education, healthcare, entertainment, business, smart homes and ‘the internet of things’, the demand for access to quality high speed broadband is increasing rapidly. Access to broadband is fast becoming a necessity of everyday life in Ireland. As demand for broadband access increases, the need for a speedy roll out of broadband network becomes more and more important. One of the key obstacles which is experienced EU-wide is that rolling out high speed broadband communications networks is expensive. It has however been identified that up to 80% of the costs are in
Are you up to Broadband-related regulations relevant to the fact linked to civil engineering. It has also become evident following further examination that certain efficiencies could be introduced to reduce this specific cost. The Regulations introduced a variety of measures aimed at addressing the inefficiencies experienced in rolling out broadband infrastructure including measures relating to in-building infrastructure and access to passive infrastructure. They also introduced initiatives relating to coordination of civil works, the sharing of utilities and infrastructure and the streamlining of permit granting.
The broadband ready obligations The Regulations provide that any newly constructed and renovated buildings post-2016 must be broadband ready and that communications access points in buildings and associated infrastructures, such as ducts, must be accessible to all broadband and communication providers.
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These are widely referred to as the ‘broadband ready’ obligations. The introduction of the ‘broadband ready’ obligations means that any buildings and homes for which planning permission applications were submitted after 31 December 2016 must be equipped with passive infrastructure intended to host next generation broadband up to the network termination points. What is important to note is that the Regulations apply to newly constructed homes and buildings but also to all homes and buildings which undergo major renovation works. ‘Major renovation works’ is defined in the legislation as ‘building and civil engineering works which require planning permission; and involve structural modification of the entire or a significant part of a building infrastructure relevant to broadband/communications’. It should be noted that these rules also apply to multi-dwelling buildings such as offices and apartment blocks
construction industry which must be equipped with physical communications access points either inside or outside the building. Exemptions may be permitted in certain circumstances, for example where it would be disproportionate to insist on fulfilment of the obligations. An example might be single dwellings, historic buildings, holiday homes, monuments or military buildings. To date DCENR has not yet however consulted on any specific exemptions so it is currently unclear as to the extent to which an exemption may be obtained.
Open access measures Another key construction-related feature of the Regulations is that all broadband and communications networks operators will have a right to rollout their networks up to the communications access points in buildings. This means that the physical point located inside or outside a
Other initiatives As mentioned above, other initiatives are also underway which it is hoped will, in conjunction with the ‘broadband ready’ and open-access obligations, assist in facilitating more efficient broadband network roll out. An example is the reform of planning processes for civil works in connection with the roll out of the next generation broadband which is currently underway. Harmonisation measures are to be introduced in relation to planning applications. These envisage that all relevant information with regard to the application process will be made available through a single information point, for example a web portal, with a four-month indicative timeframe for grants or refusals of application. Other measures aimed at increasing efficiency of high speed broadband roll out include the following: • Infrastructure sharing between telcos and Utilities, for example underground and over ground ducts and poles • Information sharing between telecos and Utilities regarding infrastructure that can be used for High Speed Broadband
• Coordination of civil works between telecos and Utilities • Information sharing between telecos and Utilities regarding plan civil works Ireland unfortunately has not scored well recently in comparison to other EU States with respect to access to broadband of its population. According to recent studies, only 67% of households in Ireland currently have fixed broadband. A Comreg report published in September 2015 reported that at the end of 2014 Ireland ranked 7th in the world for broadband speeds, with average speeds of around 14 MBPS. Another relevant high-profile initiative is the National Broadband Plan 2012 which was established with the key commitment to procure high speed broadband available across the country, with a minimum of 30MBPS for all homes and businesses no matter how remote they were. This is to be achieved through a combination of: • Commercial investment by the telecommunications sector; and • A State Intervention in those areas where commercial providers acting alone will not provide this essential service. The NBP has however been criticised as a result of the many delays encountered in its implementation. It is also widely viewed that, in light of the rapid developments in technology, a minimum speed of 30MBPS is not sufficient as a minimum level of broadband speed. It remains to be seen as to what impact the Regulations will have in terms of introducing efficiencies to the roll out of broadband networks in Ireland. In the meantime operators in the construction industry should ensure that they are complying with the new rules to the extent that they are relevant to their projects and keeping up to speed with all further developments in this area.
Seanna Mulrean (Consultant) LK Shields
November/December 2017 | Construction Management | 57
Image: Freepik
speed?
building that enables a broadband/ communications connection to that building must be opened up to all network operators and it will not be possible to have exclusivity with one or two network operators. In terms of complying with the building open access measures, where duplication of infrastructures is technically impossible or economically inefficient, all broadband and communications network operators will have a right to access existing ducts and other in-building communications infrastructure. This is of particular relevance in respect of multi-dwelling buildings. Where any rights of use have been granted over access points and ducts (and other in-building communications infrastructure) third party access rights must be granted under fair and nondiscriminatory terms and conditions. This means that differing terms and conditions between various network operators cannot be negotiated. Special terms cannot be given to one network operator over another.
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FACILITIES MANAGEMENT
BIFM changing face of Facilities Management in Ireland
L
ooking back at the involvement of BIFM in Ireland it’s hard to believe that it is now in its 21st year of delivering networking events and conferences in Dublin, Belfast and Cork. Indeed, only three years ago BIFM membership in Ireland stood at just over 200. Now the numbers are touching 500 and set to grow even stronger over the next few years. So, what has brought this about? In some respects, it might be said that the upward trajectory of interest in all things FM kicked off with the founding of the Dublin Branch in 2014. Prior to this the Belfast branch carried the burden of being the sole committee in Ireland. The Dublin committee set up by Pat Gaughan of Advanced Workplace Solutions along with other liked minded professionals such as Martin McMahon (Accent Solutions), Fionnuala Byrne (Google), Angela Buckley (Portobello) and Leo Hughes (Beaumont Hospital), helped to create the roadmap and started to shape how Facilities Managers and associated organisations interacted with each other. Very soon a series of networking events in locations such as the National Gallery, Google EMEA Headquarters, DCU Alpha Centre and the GPO among others, moved into bigger events with the inaugural FM Summit being held in the Aviva Stadium in 2015. Hosted by Aoibhinn Ní Shúilleabháin, the FM Summit served as a platform for business and facilities management professionals to exchange knowledge, information and ideas on the many facets of one of Ireland’s fastest growing professions, investigating how FM impacts various business sectors. The summit’s theme Innovation in FM – Delivering the Impossible allowed the core speakers and local experts to give their take on driving businesses forward and delivering exceptional FM. Speakers included: Dave Malone, Performance Director at Paralympics Ireland, Monica Parker, Founder of HATCH and Jennifer Kelly, VP of Global Real Estate and Workplace Services at Google. The
event was a resounding success both from a content perspective and from attendance with over 330 delegates registered for the event. The FM Summit was now one of the biggest and best one-day conferences and exhibitions in Europe. In 2016 the FM Summit followed another sporting venue with a move to Croke Park and a fresh theme of Workplace Partnerships – Rethinking FM. The speakers line-up included former Dublin Football Manager and current Country Director at Veolia FM, Pat Gilroy, Nasreen Begum from LinkedIn, and Paul Carty from
ABOVE: Aoibhinn Ní Shúilleabháin
Guinness Storehouse, to name but a few. Again the 2016 FM Summit was highly successful with another full house and rave reviews from exhibitors and delegates alike. The BIFM Ireland FM Summit returned to Belfast on 17 November 2017, when facilities management professionals gathered at the newly refurbished National Football Stadium at Windsor Park. Now in its 21st year, The BIFM Ireland FM Summit has become one of the highlights in the calendars of FM professionals and those working on the periphery of the FM industry from across Ireland and beyond. Featuring both local and international speakers and exhibitors the summit brought together facilities management
professionals and industry experts to give unique insights into the new and best practices of facilities management, ensuring the efficient and profitable running of businesses. This year’s theme, The Internet of Things, examined facilities management as it embraces new digital communications technologies. The Internet of Things examines how devices can be used beyond the traditional computing norms to provide intelligence everywhere around us. Automation can allow us to adjust thermostats, open doors, monitor health, and simplify tasks such as 'to do' lists at the touch of a button or even the flick of a wrist. Removing simple chores from our everyday life enables us to maintain better focus at work or gives us more time to relax with family and friends. Among the list of international and local speakers: Ewoud Harnie, Head of Computer Science University of Brussels; Jane Cooper, Operations Director Skanska; Andrew Wilkinson, Sodexo and Janet Stevenson IT Guarded. Not content with keeping things ticking along, the BIFM committee has reached out to its members in Munster with several excellent Breakfast meetings being held in Cork City. Topics have ranged from PSDP/PSCS in FM, Changing the Workplace Strategy Landscape – The impact of data on the effectiveness of space in the workplace and PPP in the Central Criminal Courts. Plenty more exciting events are in planning into the first quarter of 2018. Watch this space! Anyone wishing to make enquiries on membership of BIFM or wishing to know more about forthcoming events can contact Pat Gaughan (left), Chair BIFM Ireland on, e:pgaughan@ advancedworkplacesolutions. ie, t:0877410635 BIFM has over 17,000 members internationally and is the only FM professional organisation covering the Island of Ireland http:// www.bifm.org.uk .
November/December 2017 | Construction Management | 59
SOFTWARE
ABOVE:IFS directors George Harold and Kieran Beggan receiving Public Sector Award Services to Business Management
Managing Building Information for the Asset Lifecycle Risk and Opportunities in the Digital Age
A
s a company that has pioneered the digital construction information process, IFS have seen first-hand how important it is for both the construction company and the client’s FM/ Operations team to have access to approved content in a secure place, allowing them to gain familiarisation with systems and procedures way ahead of the facility being handed over and during operations.
We are in an era where ‘information’ or ‘data’ are the most valuable resources for any organisation. Often, when we visualize the various teams associated with construction of a project, we always see a huge mountain of paperwork with Construction and then Facilities Management (FM) teams trying to make sense of it. Major construction projects generate, process and store considerable quantities of real-time information prior to, during, and post-construction phases. The construction activities are shrouded in information; management of the construction project requires appropriate systems which facilitate bi-directional data input, information processing, dissemination and functional access. Accessing and processing this information is key for the design and construction of projects where time and delivery is of the essence. Then, the handover of these projects
to the Owner/Operator is the next stage for the projects’ information.
Construction, FM and Technology today Information Technology (IT) is permeating the value chain at every point. In today’s complex construction environment, the use of an appropriate information system has the potential to bring about team syncing and stimulate improved collaboration among project teams. Construction and FM go hand-in-hand in all phases of the lifecycle of a building. Once the construction is completed, it is the responsibility of the facilities team to operate the facility at optimal efficiency to increase the lifecycle of the building beyond its expected lifetime. The adoption of Building Information Modelling (BIM) during the design and construction process and its extended value to the building owner and FM is gaining momentum across our industry.
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As asset portfolios become larger and more complex, and as the world becomes more digitally biased, organisations will no doubt allocate more and more time to consider the need for a re-structuring of how they manage asset information with a specific focus on the Asset Information Model (AIM). AIM is managed within a Common Data Environment (CDE) and compiles the data and information necessary to support Asset management; that is, all the data and information related to, or required for the operation of an Asset. The building Internet of Things (IOT) is producing a multitude of data, analytics and new resourceful software that sits on top of these systems to offer new levels of monitoring and control for operations teams. Facility managers are beginning to transform the way facilities are managed. Sensors are becoming cheaper, smarter, and more widely used. New connections are being forged; not just between devices in a system but also among systems and subsystems in a built structure. These data are being transformed to resourceful information using sophisticated analytics. The sense of balance now has shifted towards the use of this data.
Managing Information for Design, Construction and Operations Despite the technological advances available today, we can still see a huge information gap between Design & Construction and Handover & Operations stages. The emergence of new technologies has given AEC and FM sectors opportunities to boost productivity across all stages of building lifecycle. However, putting in place a strategic process that can provide a full lifecycle solution can be a real challenge. Using various software applications for different tasks at different stages of building lifecycle can turn into chaos if there is no structure. Sharing information on CDs/ USBs or via file-sharing application can be just as messy as dealing with documents in hardcopies. Limited communication between teams and lacking information quality approvals during Design and Construction stage creates accountability issues, project delays, and makes managing handover information after project
competition extremely difficult. Information is key. Without the right information, the property is not going to be able to be developed, operated, maintained or sold properly. Putting a structure in place should ideally start at the planning stage. The key to successful cooperation of all teams working on a project is how the information is shared, collated and approved. An adoption of detailed specification at the early stages of a project will set the technical requirements of the information, including the formats and structure as well as the software and information coordination process, to facilitate a timely delivery of building information to all stakeholders. Supporting on-boarding contractors and addressing Asset Information and BIM Model Requirements when moving to construction phase will become vital for the successful handover. When it comes to project information management, migrating everything to a common data environment will enable all stakeholders to access information in one place and communicate in real-time from different locations. This will also provide peace of mind to the client and FM team as they will be able to review all information securely online as the building is developed. Digital Project Handover Information should be reviewed, approved, published and made available to the Owner and FM & Operations teams on project commencement as this is vital for setting-up automation of key management functions for efficient property, maintenance and asset management planning. Having the approved Asset Information within a SaaS environment provides a solid foundation for the set-up of Planned Preventative Maintenance (PPM) programmes and Statutory Maintenance inspections required for sites, buildings and systems. Furthermore, the instant access to all data will significantly speed-up planning of future re-developments and reduce risks associated with missing or incomplete Building Information.
Integrated Facilities Solutions – Design & Construction collaboration and Handover information management To help contractors and building owners and operators in staying at the forefront of recent technological advances as well as current Government
regulations and international standards, IFS developed a structured methodology for project collaboration and construction handover information management and launched two software applications to support the process. IFS Projects Live™ was developed for design and construction collaboration. ‘The application connects your office, site and field-based teams with the latest design and construction information and allows for real-time communication throughout the project lifecycle, providing dynamic RFI, Technical submittals and BCAR workflow,’ explains IFS CEO, George Harold. ‘With IFS Digital Project Manual™
This also means a need for training as everyone must be on the same page. And when it comes to IT there is still a vast amount of people who are not technology savvy and don’t feel comfortable using new apps. IFS are aware of those factors and that’s why they offer an exceptional customer support, including implementation and coordination services. ‘We make sure that people are comfortable using our products,’ is the message. To facilitate an efficient cooperation between all stakeholders IFS appoint a designated Digital Coordinator to manage the entire process.
‘We started the company with a view to coordinating and delivering vital information to people who manage and maintain large properties.’ – founders and directors of Integrated Facilities Solutions Ltd. (IFS), George Harold & Kieran Beggan. ‘A total of 60% of our staff are Construction and FM professionals and all have a passion for Information Technology. The rest of our staff are in our R&D and Software support team.' IFS works with clients to define building information requirements and deliver approved design, construction and operational information to all key stakeholders in their enterprise. IFS cloud-based applications provide secure data environments throughout all stages of the building lifecycle. www.ifacsolutions.com PRO facilitating the coordination and delivery of the project’s Digital Handover information, providing a transparent approach to the co-ordination, review and approval of project handover information, applications ensure a smooth transition to the Owner/Operators FM team.’ Post-handover, the Digital Project Manual is a critical resource for Operations and Maintenance throughout the building lifecycle. ‘Technologies enabling sharing and maintaining digital files in cloud have been around for a few years now, however the adoption by construction and FM professionals has been rather slow. ‘What we have seen is that there is still a huge amount of paper in the industry. We are all using our phones and technology but the uptake is sometimes slow,’ comments George Harold. Senior decision-makers can be unwilling to switch to new systems as every change brings in risks, especially when we talk about big projects with a high number of stakeholders involved.
‘We take responsibility for coordinating all the information from all the subcontractors and the construction and design team and getting the owner and operator involved, letting them gain familiarisation with building and systems ahead of handover,’ explains George Harold. Implementing the right software is only half of the work to ensure efficient construction and handover information management strategy; there needs to be a standard procedure to follow. IFS philosophy is to enable the Client, Design Team, Construction Company and the FM Team to take a strategic approach leading to a lean process. ‘We have seen that the productivity gains leading up to handover and during the first year of the buildings’ operations provide an early return on investment, clients see the value in the processes, software and operational efficiencies during the operational lifecycle,’ explains George Harold.
November/December 2017 | Construction Management | 61
Green Building
Irish Green Building T
here’s a lot going on at the Irish Green Building Council. Here we check in with CEO Pat Barry, who brings us up to speed on some recent activities. Tours, new national programmes and reports all feature!
The Irish Green Building Council organised tours of some of Ireland’s most sustainable buildings and launched new national programmes and reports in the week 25-29 September. The events were run as part of World Green Building Week 2017.
Tours of some of Ireland’s most sustainable commercial buildings Highlights of the week included tours of Twitter European headquarter, Cumberland House in Dublin 2 and of the Central Bank of Ireland. These buildings are among the few offices in Ireland which have achieved the highest possible level of environmental certification. In Twitter European headquarter, the focus was on sustainable building features, such as water and energy efficiency, indoor air quality, and eco-friendly building material selection. Tours were led by the buildings’ design teams. Speaking about the events, CEO of Irish Green Building Council (IGBC) Pat Barry says: ‘With the Nearly Zero Energy Building (NZEB) standard coming into force in 2019, it is now particularly important to raise awareness about highly energy efficient office buildings. ‘The tours showcased new and refurbished offices which are not only good for the planet, but also good for people living and working in them.’
ABOVE: Pat Barry
Embodied Carbon and Life Cycle Assessment Moving beyond operational energy use, the Irish Green Building Council launched two programmes to encourage Irish builders and public bodies to calculate the full carbon footprint of their new buildings. Currently, builders are only required to calculate the Building Energy Rating (BER). A BER gives the annual estimated energy use and carbon emissions from the operation of a building. However, the carbon emissions emitted during the manufacture of materials and in the construction of the new building (known as embodied carbon) are not measured. These impacts are substantial:
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with the transition to the Nearly Zero Energy Building standard after 2018, they may be equivalent to the entire regulated operational carbon emissions of the new building over its lifetime. ‘To date, building professionals have found measuring the embodied carbon in buildings too complicated and time consuming,’ says Pat Barry. ‘They cited a lack of data provided by manufacturers and a lack of benchmarks for the embodied carbon of buildings in Ireland as the main barriers.’ To tackle some of these barriers, the Irish Green Building Council launched a new platform, EPD Ireland, to allow construction manufacturers and suppliers to publish verified Environmental Product Declarations. Environmental Product Declarations (EPD) provide standardised, accurate and verifiable quantitative environmental information for products and their application. Ireland is one of the last countries in Europe to establish an EPD programme. Leading suppliers of products such as Saint-Gobain, Kingspan, Ecological Building Systems, Forbo, Smet and Ecocem have already uploaded declarations to the platform. Many more are expected to follow in the coming weeks at time of writing. This will allow specifiers to easily find EPD which are awarded points in environmental certification schemes such as LEED, BREEAM and IGBC’s own scheme for new residential developments – Home Performance Index. EPD Ireland will also allow the compilation of better data sets for use in the calculation of embedded impacts of buildings. The Irish Green Building Council is preparing to hold a special event for manufacturers interested in developing EPDs as we go to press. Speakers include Declan White of Enterprise Ireland on the support they provide to their clients to develop EPD. The EPD Ireland programme is supported by the EPA. The searchable database and more
Council update information on this programme can be found at www.epdireland.org
Life Cycle Assessment (LCA) The measurement of the full carbon footprint of a building is called a Life Cycle Assessment or LCA. To allow building professionals to quickly calculate the embedded carbon in a building, the Irish Green Building Council has teamed up with leading global LCA experts Bionova. Drawing on established European databases of construction products, Bionova developed the One Click LCA software. The software allows an LCA to be calculated very quickly taking the legwork out of compiling data which previously could have taken more than a week. It can be integrated with BIM models allowing users to instantly calculate the impact on the LCA of changes to the design. The IGBC is now working with Bionova to develop benchmarks for Irish buildings that allow builders to compare their buildings with best practice.
Residential sector: building better and faster The Irish Green Building Council continues to roll out the Home Performance Index (HPI) certification system for quality and sustainable new housing. HPI is a similar system to LEED or BREEAM but is designed to work seamlessly with the Irish BC(A)R and planning system. This ensures much less time is required to apply it. Recently, IGBC has been providing CPD in the system to the leading housing architects, local authorities and estate agents across the country. It has trained some of the leading environmental professionals in Ireland providing a pool of qualified Home Performance Index Assessors. The IGBC is now in the process of certifying social housing schemes for several local authorities. There is a clear interest in the system from public procurement as it allows a flexible but verified
ABOVE:Home Performance Index certified homes, Maxwell Crescent, for Dublin City Council. Right: Awarding of certificate: Home Performance Index certified homes, Maxwell Crescent, for Dublin City Council.
way for tenderers to demonstrate quality requirements for tenders. Leading developers also find that the Home Performance Index removes the uncertainty from demonstrating quality criteria. Further information on the HPI can be found at http:// homeperformanceindex.ie/
Energy efficiency upskilling for construction professionals During World Green Building Week, the IGBC released a short report on Irish construction professionals’ energy efficiency knowledge and upskilling requirements. The report was published as part of a project exploring the opportunity of introducing a customerfriendly accreditation system for construction professionals. In 2016, the IGBC in conjunction with the Department of Climate Action ran a comprehensive consultation process to co-design
a long-term national strategy to decarbonise Ireland’s building stock. The lack of investment in skills at all levels of the construction industry supply chain was identified as a major risk to large scale energy renovation at that time, notes Pat Barry. The IGBC is now working with the major construction institutes (e.g. RIAI, SCSI and Engineers Ireland) to support closer alignment between professionals and to allow end-users to clearly identify professionals who have upskilled in energy efficiency related skills. World Green Building Week is a global annual event aiming at fostering awareness about the role buildings play in creating a more sustainable future. Further information on these activities and upcoming training, including LEED, BREEAM, Building Life cycle assessment, and health and wellbeing in the office environment can be found at www.igbc.ie
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Company Profile
Onwards and upwards at Stewart! ABOVE: IDA Parkmore
S ABOVE: NISO Awards. L-R: Gary Long, Safety Representative; Dale Larkin, Safety Officer; Damien Kennedy, Safety Officer; Gillian Gonoud, Safety Officer; Kieran Doyle, EHS Manager; Micheál O'Regan, Safety Officer; Brian Gorman, Contracts Director. Stewart Construction have been awarded as Winners of Best New Entry, Large Sized Organisation 2017, by the National Irish Safety Organisation. The Annual NISO Health and Safety Conference and Trade Exhibition was hosted by the West Region in the Radisson Blu Hotel & Spa, Galway, on 13 October 2017. The theme of this year’s conference was: Health, Safety and Your Wellbeing. In comparison to an industry average of 4.6 accidents and incidents rates, Stewart Construction’s rate is 0.09. This is a prime example of how Stewart Construction is gaining and achieving when it comes to Safety
tewart Construction welcomes some exciting changes. Cementing its position as a leading main contractor with further team expansion in the Eastern Region has resulted in its relocation from its much loved Georgian space in Merrion Square to a more modern and agile office space in Churchtown, just off the M50. The new premises will provide a flagship office to house a growing team and welcome clients both new and old.
Foreign Direct Investment and as either an alternative location or a co-location option to Dublin. ‘We must seize this opportunity to put in place the housing and infrastructure that will ensure Galway stays firmly on the map. ‘The economy continues to grow strongly and increasing infrastructure investment was a central element of the Budget 2018. ‘An additional increase of 17% of €790m in capital spending is strongly welcomed for 2018.’
Chairman
Projects
In addition, Paul Stewart, Managing Director, was appointed Chairman of CIF Galway Branch (followed by Tara Flynn). Paul speaks encouragingly and positively about the future of Galway and its development opportunities. ‘Our industry is a solutions industry. Galway will be in the shop window when it becomes the European City of Culture in 2020,’ says Paul. ‘We have a once-in-acentury opportunity to showcase how attractive the city and region is for
Paul welcomes the continued addition of projects to the company’s growing portfolio of high calibre and larger scale projects across all sectors nationwide but with a higher concentration in the Eastern region, reflective of current market trends. The company is excited to be playing their part in the development
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Right: Paul Stewart
of Ireland’s next generation business hub at Dublin Airport Central. The design and build of Phase 1 of the Schiphollike ‘office city’ involves 20,000m2 of Grade A LEED Gold and Well standard office space, an elevated link bridge for ease of access from the offices to terminal 2 and a large urban realm which significantly enhances the DAC ‘green’ campus. The state-of-the-art and connected international business hub will promote growth and development of current and future business opportunities for Ireland. Stewart continues to deliver for the dynamic semi-state organisation that is IDA Ireland and are currently working on a number of high profile FDI projects across Ireland to include: Grifols International
telecommunications and the games industry.
Collaborative
ABOVE: Public Sector Awards. L-R: Rachael Stewart, Business Development Director, Roy Pickford, Regional Director. Stewart Construction were outright winners in the Conservation category for the Public Sector Awards 2017.
Logistics Centre extension to incorporate a Biopharmaceutical Process Facility and Block 5 of the IDA Business and Technology Campus at Parkmore in Galway, a well-established and successful campus for global brands in life sciences, software development,
The company is known for collaborative work and continues to deliver for longterm repeat business public and private clients like ALDI, Department of Education and Skills and SAP as well as newer clients like GREEN REIT, IPUT and Hines. Along with a collaborative work technique their expertise in BIM has played more than a minor role when it comes to clients choosing this long-established and innovative firm. Stewart Construction continues to develop and roll out a robust BIM strategy company-wide. In conjunction with adding additional specialised staff to their expanding BIM team, multiple project managers
ABOVE: DAC EXTERIOR
have achieved BRE training and certification in the UK by BRE, further facilitating a more innovative, leaner and safer environment. A pat on the back for the team was the Goethe Institute’s projects pole position on the BIM360 Leadership Board. The BIM360 Food Truck visited the site in September 2017 providing a hot breakfast to all employees on site – not a bad result!
Finally, Health and Safety remains firmly top of the agenda and therefore there is always some news to report or advances in this field by a well organised and proactive safety team who strive to support Wellness amongst employees by creating a positive culture. Watch out for more on this and other developments at Stewart in our forthcoming issues!
November/December 2017 | Construction Management | 65
RECRUITMENT
Irish Construction is booming but can it attract the best people? by Colin Madden
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ll companies, whether large blue chip organisations or small niche businesses (as a large number of building companies are), are competing vigorously to find the best talent. But is the dice always loaded in favour of the largest organisations when it comes to the ‘talent wars’? Personnel and HR specialist, Colin Madden, weighs up the tasks facing large and small companies in the battle for the best and even offers some solutions! In the past few years Irish construction has seen a resurgence in activity. We are now building at a faster rate than at anytime since the economic downturn.
Continue The built environment has witnessed greater investment at commercial, residential and infrastructural levels with growth further forecast to continue year-on-year. To sustain this the industry needs to attract the right skills and people. The Construction Industry in Ireland needs to commit to ensuring that employers of all
sizes across the sector can attract the talented people they need. This can only be achieved if companies offer the best competitive opportunities to the most experienced and skilled people and by inspiring the next generation of workers to join construction by giving them pertinent information and providing clear career paths.
Recruitment in construction Construction is an attractive option for many people seeking a rewarding career, with a wide range of roles and opportunities available at different entry points and attainable for those with different talents. Modern building methods like digital construction and offsite assembly have all widened the scope and appeal of the industry to skilled people previously difficult to attract. Although good news for the image of the built environment this can also present problems for employers by creating a demand for more skills, new skills and higher-level skills. Recruiting talent has never been more important.
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One of the biggest challenges for employers lies in the importance of developing new ways of working and embracing new technologies , e.g. environmentally friendly building methods and skills (Green Skills). These are all combining to increase demand for evermore niche specialists.
Needs To navigate these challenges employers should plan to meet their future workforce needs. A blanket approach to skills won’t work. It will require a more tailored solution. A plan based on evidence will show an understanding of how future conditions could impact on workforce requirements by identifying current and emerging skills needs and providing intelligence on capacity gaps in terms of skills and people. So how do employers recruit the best staff for their business? Employing someone can be steeped in red tape from the outset and for specialist skilled talent there are new advanced recruitment techniques such as psychometrics, algorithms, valuebased recruitment, situational judgment
tests, scenario-based assessment etc. Now these may not be applicable to the average or small company, but what it does show is how recruitment has changed dramatically in the past five years and how seriously large companies view it when it comes to attracting the best talent. Yes, recruitment these days can appear like a proverbial ‘minefield’ with its processes and legislation to navigate which, for small businesses, can be daunting. Many put their faith in recruitment agencies while others directly recruit via their own in-house Human Resource departments. Either way, the principles of getting it right remain the same.
Best Above all, it’s important to understand HR is not just about policies, processes, and legislation, it’s about people and getting the best from them. After all it’s your employees who will drive the success of your business. It’s critical that employees feel part of the business – they are its heart and soul. You can have the best product in the world, but if you haven’t got able people that are passionate about the business, enthusiasm will be missing – and the effort diminished. If managing HR and recruitment requirements yourself is proving a headache, or you simply don’t have the time, or even the inclination, you could consider outsourcing to a specialist recruitment company or employing the services of a HR Business Partner. Obviously this would have cost implications. However there are some really good ones out there who are experts at what they do, and don’t charge the earth for it.
Equal Attracting the most talented does not have to be the exclusive domain of large organisations and, if approached correctly, SMEs can equally expect to attract the best candidates. With the strong demand for skilled construction staff some larger employers are offering higher pay but many are still struggling to hire. This is because people are looking for more – like clear career paths, continuous professional development (CPD), flexible working etc. Construction SMEs (small and medium enterprises) can access free advice and support from many sources
such as local Chambers of Commerce, HR and employment networks, employer and industry representative bodies or from HR governing bodies such as the Irish Chartered Institute of Personnel and Development ICIPD. So, how to make recruitment as painless as possible? It is essential that the recruitment process becomes part of your overall workforce strategy by helping meet the aspirations of the company and its people and by becoming a rewarding exercise as a way of engaging positively with your people from the outset. The very process of recruitment has been rethought. The days when an employer called the ‘job centre’, recruitment agency or a newspaper to place an advert, sat back and did nothing more, seem as distant now as
‘Recruiting talent has never been more important.’ a quaint hand-written cover letter. Today, any employer of any size can let the whole world know they are hiring and invite direct applications without the middle-men.
SME challenges Being an SME presents its own set of challenges of course. The primary one is TIME. Recruiting can become a timeconsuming and arduous process. Unlike many larger organisations, SMEs probably don’t have an internal resource dedicated solely to managing people or running recruitment campaigns and dealing with advertising, agencies, screening applicants, using social media, filtering the very best candidates, arranging and conducting interviews. Add in the various challenges of coordinating the process, appointing, checking references, setting salaries, and drawing up contracts – the problems quickly become self-evident. Cost is also a consideration. Advertising for recruitment whether on line or in print is not cheap.
Large organisations enjoy economies of scale and can negotiate the best deals, whereas small businesses cannot and that can have a significant impact on hard-earned profits. Also, there are indirect costs to think about such as taking time away from the day job of running the business to source, review CVs and interview candidates. This can add real pressure to smaller companies in this sector, as most projects are time-sensitive and payment can be based on meeting deadlines. However, there are ways that SMEs can offset some of these problems. Very small builders can keep costs down by advertising their vacancies in public libraries, town councils, local chambers of commerce, public notice boards, free web-based job libraries, job centres and networking sites like LinkedIn.
Employment agency Another way forward is to outsource the whole process to a reputable employment agency and there are some excellent outsourced services available to constructors in Ireland that are very reasonably priced – not just covering recruitment but who can also deal with all your HR and workforce issues including drawing up employment contracts, preparing PAYE tax returns, pay roll etc. Also, if you are recruiting highly skilled staff or people to provide ‘new’ or specialist skills it may be prudent to consult the services of specialist agencies that are experienced in attracting and vetting such talent. If you do this yourself getting it wrong could prove very costly.
Go it alone If however, you feel confident enough to go it alone then put some time aside. Go back to your business plan and revisit your future workforce capacity and capability needs. Against this think about the new role(s) you are seeking to fill and the skills and competences required for it. Don’t just keep it in your head, put it down on paper and write up a comprehensive job description (you do this when taking on a new contract so why not when recruiting a new employee?) and compare it against the criteria set out in the plan. Ask yourself is the role spec fit for purpose and does it fill the skill gap going forward.
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Recruitment
This will help you to analyse and breakdown the specifics of the role and you’ll remember critical things that are inherent to it. To aid the process I have included a ‘short step-by-step recruitment guide for SMEs’.
Simple steps on recruitment for SMEs 1. Log, number and make summary notes of all applications received. 2. Review/grade in bulk against preset criteria (you don’t need to wait until closing date to start this process). 3. Immediately after closing date, review the final list and reject altogether any definite ‘no’s’ immediately - that way you won’t be tempted to revisit them. 4. Then, paper sift the remaining candidates against your pre-set criteria – selecting a ‘long list’ of no more than 5-7 per position – use a scoring matrix. 5. Review your ‘long list’ and invite those selected to a first stage interview – look at areas where the candidate could add value from the information available. 6. Reduce your ‘long list’ to a ‘shortlist’ of 2-3 appointable candidates (only include people here who you genuinely believe could do the job and who would suit your business). 7. One-to-one interview your shortlist. 8. If your shortlist leaves you with two excellent candidates, consider a work-based trial to help you decide. 9. Appoint, subject to references and probationary period.
Support Finally, recruiting new staff is not just about getting someone in the door; the process doesn’t end there. Now the hard work begins. It takes time to turn a raw recruit into a productive member of the business and this will only be achieved with the right support, training and mentoring which we will examine in future articles, exclusively in Construction Management Ireland.
me & my job
Name: Aidan Maher Company: Clancy Construction Current Role and Occupation at time of writing: Construction Project Manager for an Admin Fit Out for Facebook Overview of main duties and responsibilities: Overall responsibility for the successful planning, execution, monitoring, control and closure of a project. Being a Project Manager you must use a combination of skills including an ability to ask detailed questions, detect issues and resolve conflicts – as well as more general management skills. Education and Training – what was your route into the construction industry? After completing my Leaving Certificate I took a course in Construction Management with Engineering for four years at the University of Limerick. During the course we had to complete 9 months of work experience within a construction company. I managed to get experience with Clancy Construction. On completion of the course I managed to get a fulltime job with the company, and, after 2 years with them I decided to complete a 2-year part-time Masters course in Project Management at the Waterford Institute of Technology. What attracted you to this sector of the industry? I received a taste for the construction industry through summer jobs, working in a plumbing and heating hardware store – and, my father worked within the construction industry. What do you regard as the most rewarding aspects of your job? Being responsible for delivery of a project from start to finish and handing over the building to a happy client is the most rewarding aspect of the job. Problem-solving, forward planning and quality control are all very important tasks to complete for each project. And when systems are implemented and managed successfully on a project you also get great satisfaction. As the construction industry continues to expand what do you see as the biggest challenges? Currently the main challenge for sites and companies is the availability
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of skilled labour and experienced management. With the current expansion within the sector, there seems to be a huge shortage of trades and experienced managers which puts pressure on the industry. Is there anyone in the industry you have found to be a particular inspiration? Going from project to project you meet new individuals who have different management skills and practices. It’s from working with all of these people on different teams that you get new inspiration and experience and it’s important to take note so as to continually improve your management skills. I have taken guidance from senior management within Clancy’s since day one, and would always look for advice when needed from them. Aidan Maher was a Silver winner at this year’s Irish Construction Manager of the Year Awards which are run by the Chartered Institute of Building. Aidan took this prize in the €8m - €13m category for his work on Clancy’s project - the Reconfiguration and Extension of Paediatric Services at Cork University Hospital which was completed earlier this year. See our major report on this event in this issue.
Product News
What’s caught our eye!
Here we bring you a selection of products and services that has caught our eye this year in conjunction with our sister publication Hardware & Homestyle, an official gia publication, working in conjunction with the International Homewares Association in Chicago. Always contact the suppliers directly for the latest information, updates and offerings. Introducing AFS LOGICWALL® AFS LOGICWALL® is a permanent formwork system for the fast-track construction of load bearing internal and external concrete walls.
Ireland AFS LOGICWALL® is manufactured off-site in Ireland and consists of lightweight sandwich panels created by bonding hard-wearing fibre cement sheets to galvanised steel stud frames. The panels are quickly and simply hand-erected on site and then corefilled with self-compacting concrete to achieve load-bearing walls that provide excellent fire and sound ratings. The fibre cement sheeting remains in place and a tape & joint finish is applied internally prior to decoration. Externally, a range of finishes can be applied, including insulated render systems, rain screen systems and cavity brickwork. AFS LOGICWALL® is a fully shop-drawn, made-to-measure system eliminating all site waste.
Ideal The structural capability of the product when filled with concrete makes it an ideal solution for the construction of buildings such as: • Multi-level residential apartments • Student Accommodation • Hotels and Motels • Commercial Offices • Hospitals • Prisons
The Benefits of the AFS LOGICWALL® system are as follows: • Speed of Construction Up to 100m2 installed per day by a 3-man team • Lightweight Handling Cranage reduced by up to 80% compared to other systems of construction • Ease of Installation Beat the skills shortage – no specialist trade skills required to install AFS LOGICWALL® • Shorter Lead Time Flexible production process enables
shorter lead times than alternative system • Shop-drawn Made to Measure System Zero site waste • Reduction in Wet Trade Requirements Once AFS LOGICWALL®. panels are installed and the joints finished, the internal walls are ready for decoration • Structural & Load-bearing Capacity High structural capacity with reduction in wall footprint resulting in increased floor areas • Excellent Fire, Acoustic & Thermal Properties AFS LOGICWALL®. AFS162 wall has the following fire properties: 240 / 240 / 240 • Performance Compliant Full BBA accreditation and approved for use on NHBC projects • Logistics Up to 400m2 of AFS LOGICWALL®. delivered per load. Approximate 1 hour off-load time on site, results in considerable reduction in site logistics • Environmentally Preferred The AFS LOGICWALL® system can help you secure credits under various BREEAM categories • Manufactured in Ireland State-of-the-art production facility located in Ireland
Want to know more? Karl Fagan, Operations Manager, Logicwall Limited Second Floor, Behan House, 9-11 Lower Mount Street, Grand Canal Dock, Dublin 2. P +353 1 8849600, M +353 86 4644811, E: kfagan@ logicwall.eu W: www.logicwall.eu
Tucks Fasteners & Fixings Launches its new B2B Webshop Tucks Fasteners & Fixings introduces a new, quick and simple way to place orders online 24/7. Tucks Fasteners & Fixings B2B Webshop is designed to help its customers to place orders any time, at any place, using any device. All customers can sign up to the B2B Webshop to see real time pricing and stock availability, a rich array of product images – and place their order 24/7. Same day delivery is offered in
Dublin and next day in the 32 counties of Ireland and an extremely high and consistent availability rate over 97%. The product range has expanded significantly and the B2B Webshop users have the access to the amazing range of European Approved Fixings (ETA) and CE marked products as well as a wide range of high end quality German Spax and Reisser screws. The Webshop also offers an
extensive range of extremely high quality Wera and Knipex hand tools as well as a new range of Norbar Torque Tools and professional DeWalt power tools. All customers are only a couple of clicks away from placing their online orders quickly and simply any time, any place, using any device. For more information check out: www.tucksfasteners.ie
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Product News
McHale Plant Sales to represent Komatsu Forest equipment in Ireland, north and south McHale Plant Sales has further expanded its range of activities through its appointment to represent Komatsu Forest equipment in Ireland, north and south.
Responsibility Effective from mid-October, the appointment sees McHale assuming responsibility for all aspects of Komatsu Forest sales and after-sales. Owned by Komatsu of Japan and headquartered in Sweden, Komatsu Forest manufactures and markets a complete range of machines and attachments used in the timber harvesting industry, a field in which they pioneered the development of mechanised logging equipment. In their distinctive red
ABOVE: The Komatsu wheeled harvester – one of the high-profile models in the Komatsu Forest machinery range to be marketed in Ireland by McHale Plant Sales.
livery, the Komatsu Forest machinery range includes harvesters, used for the felling and preparation of timber for processing, and forwarders, used to transfer the cut timber within the forest for onwards
transportation to the sawmill.
Successful Serviced through its two centres in Birdhill – covering the south, mid-west and west, and Rathcoole – covering
the east, midlands and N. Ireland, the appointment is one that brings McHale into an expanding and successful industry that has enjoyed significant growth in Ireland over recent decades, whilst building also on the company’s long-standing relationship with the Japanese manufacturer. Commenting, McHale Plant Sales managing director, Michael McHale. tells Construction Management Ireland: ‘our appointment to represent Komatsu Forest in Ireland is one that presents a host of exciting challenges and opportunities, not least our shared determination to consolidate Komatsu Forest’s position as number one choice for forestry machines in Ireland.’
Alucraft - serving the construction industry for over 40 years Alucraft Ltd. is one of Ireland's leading designers, manufacturers and installers of architectural glazing systems. They have an excellent team of over 100 professionals who bring the most complex of architectural intents to life from their headquarters in Cloverhill Industrial Estate, Dublin. This dedicated, quality-focused and experienced team offers a full pretender service to clients, including concept design and best practice advice, budget costing, specification support and advice, post-tender. On receipt of a contract, they offer value engineering, design and build solutions, complete in-house design, manufacture and installation services. They constantly strive to improve, keeping up-to-date with the latest procedures and designs. In response to the continual growth of the company, they recognised the need to introduce CIP (Continuous Improvement Programme) into their business.
Reviewing Meeting deadlines is paramount, so,
as part of CIP, they are reviewing all the steps involved in projects, from tendering stage to installation on site. This is leading to more efficient, streamlined processes, utilizing the allocated time for each task. Imperative to CIP objectives is improving communication as teams continue to expand, ensuring everyone is informed and goal-focused. They are proud to be able to offer a full design, fabrication and installation service for large scale construction projects. Their systems include unitised and stick curtain walling, roof-glazing, point-fixed and structural glazing, windows, doors and cladding products. Jobs undertaken by Alucraft Ltd. range from St. Stephen’s Green, Liffey Valley, Dundrum and Blanchardstown shopping centres to large-scale office developments such as Kerry Group Global Technology and Innovation Centre, No 1. Ballsbridge, No. 1 Georges Quay, Burlington House, LinkedIn EMEA HQ, The Gaiety Centre,
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Trinity Bio-Science Institute and The National Convention Centre. Hospital projects include; The Mater Private, The Galway Clinic, The Hermitage Clinic and The National Rehabilitation Hospital in 2018. Current projects underway include Capital Dock where they are working on Block D, E and F. On completion, Block F will be Ireland’s tallest residential building comprising of 24 stories.
Systems This €11m contract will see Alucraft Ltd. use a variety of systems from curtain walling, unitized glazed frames to pre-cast off-site aluminium frames with completion date on track for 2018. Alucraft Ltd. has worked with many top construction companies across Ireland. Their clients, and the long-term relationships they nurture are testament to the type of people they are; open, honest, experienced and professional, with some client relationships in place for over 30 years.
Tried and trusted TEC 7 Tec7 has become the Number 1 choice for the trade person and DIY enthusiasts alike because they know ‘it gets the job done first time, every time’ – even under water. Because of its overall strength, flexibility, sealing and mounting quality, customers know that Tec7 sticks to almost all building materials, including most plastics and, with each cartridge containing 310ml of product, they are getting better value compared to most other MS Polymers on the market.
High quality With customers expecting high quality from the Tec7 range of products, the new Tec7 Plumb, introduced last year as part of the range, is no exception.
Left: The strength, flexibility, sealing and mounting quality of Tec 7 – and the new Tec7 Plumb – keep customers coming back
This relatively new product is a permanent fix to all heating system leaks. One can does 75 litres of water - enough to do a standard three-bedroom home or 10 to 12 single radiators. Simple to use, the can comes with an applicator, making it easy to pour into any radiator. If you have an open heating system, no problem. Plumb7 is ideal for use in both open and closed heating systems. Customers choose Tec7 because it is well-renowned for being: Better value Extra support Stronger Trusted To see just how good Tec7 Plumb and the full range of products are, contact Contech Buildings Products on 00353 (0)1 6292963, simply log on to the website at www.tec7.ie or join the company on Facebook.
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THE FINAL SAY...
Grafton looks to the future New branches, new jobs, underscore positive sentiment
T
he number of outlets at Grafton Merchanting ROI (GMROI) – owner of the Chadwicks and Heiton Buckley brands – is on the rise with the opening of three new stores and the recruitment of 170 new staff. Construction Management Ireland caught up recently with Chief Executive Officer, Eddie Kelly, before his retirement. This is what he had to say: With our extensive branch network, we are a great barometer of what’s happening around the country. If you track the decrease in unemployment between 2012 and 2016, it mirrors our increase in activity.
Noticeable recovery There is no doubt the recovery started in Dublin. We are now seeing the map spreading out and recovery in Cork is quite noticeable as well with other areas growing too. If we could choose the type of construction where growth takes place we would put housing right up there at the top. It consumes a lot of materials and there is a great relationship between the people living in a space and the need for our materials. With Reports indicating that 35,000 new homes will be required in Dublin alone by 2018 we anticipate a
more sustained new home building programme over the coming years. We also expect a continuing recovery in RMI activity following a prolonged period of under-investment. We never lost touch with the contractors during the recession. We very much see ourselves as part of the construction industry. Eighty per cent of our business is done on credit. It is a vital link in all that goes on. We shouldn’t be merchants if we don’t offer that credit. We are fortunate that being part of a PLC we have the financial clout to be able to do so.
Staff and new vacancies We were recently very pleased to announce 170 new jobs, bringing to almost 350 the total number of new roles being added since 2014 at GMROI. These roles represent a significant opportunity for young people to join a growth industry and avail of the significant training and development provided within the company. We see this as further evidence of a tangible and sustainable turning point for the construction sector in Ireland. The new roles reflect a strong recovery in the RMI market and a gradual but sustained increase in new-builds. At GMROI, our experienced and
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knowledgeable staff were a real differentiator during the downturn and that sectoral knowledge has also informed our decision to invest in new store formats in locations that meet the needs of builders in urban locations. Up to 100 of the 170 new roles will be created in 2017, with the balance in 2018. The roles include senior management, specialist sales, operatives and administrative support. They will be supported by extensive training and induction aimed at facilitating longer-term career development within GMROI. New jobs will be added in most regions with Dublin set to benefit immediately coinciding with the opening of three new branches.
Easier access The new stores are designed to accommodate easier access and delivery for builders operating in congested urban locations. The East Wall outlet is strategically located beside two of the largest commercial development zones in Europe, the Docklands Strategic Development Zone (SDZ) and the Poolbeg SDZ, which are cited as having scope for up to 8,000 new homes and 450,000sqm of commercial space.
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