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BUILDING DESIGN &

CONSTRUCTION THE MAGAZINE FOR THE CONSTRUCTION INDUSTRY

FACILITIES MANAGEMENT | HEALTH & SAFETY COMPLIANCE | CONSULTANCY | TRAINING

ISSUE 175

ISSUE 175

Why choose us?

procurement, provision and contract management of support

4 Facilities Management services aligned with your business objectives

services, enabling your business to function at its optimum efficiency, freeing you from the distraction of self-delivering these services.

4 We understand the importance of your brand and will project this through our quality service provision

Our services

4 Identification of efficiencies and cost reduction opportunities, delivering savings and putting cash back to your bottom line

4FACILITIES MANAGEMENT

4HEALTH & SAFETY COMPLIANCE

4CONSULTANCY

4TRAINING

4 We employ, empower and develop skilled people 4 A fully integrated property support service provision 4 We harness management information to inform operational decisions

w: www.concoursefm.com e: info@concoursefm.com t: 0844 474 1555

4 Effective H&S solutions ensuring a compliant workplace 4 Access to a network of property sector professionals 4 Flexible solutions tailored to support your business

IOR GROUP BUILDING DESIGN & CONSTRUCTION

Our Facilities Management ‘workplace solution’ ensures effective

IMAGINATION TO CREATION

ALSO INSIDE... POOLE HOUSING PARTNERSHIP |CONTRACT SERVICES | KINGSPAN POTTON| BAPTIST HOUSE ...PLUS MUCH MORE


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CONTENTS NEWS

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This month’s top stories

Switch on with Sahar Hashemi

8 10

MJ FERGUSON Total facilities management

14

Expert workplace solutions

HOUSING NFH The voice of housing associations

GRANT SHAPPS The next generation of green properties

14

NATIONAL FEDERATION OF ALMOS ALMOs: building for the future

BRE National standard for sustainability

POOLE HOUSING PARTNERSHIP Team work

A1 HOUSING Quality homes and neighbourhoods

HAB Building sustainable communities

NHBC FOUNDATION Delivering better information

WILDEN DEVELOPMENTS Building to the highest standards

BROADWAY HERITAGE Beautiful homes in stunning locations

BARDSLEY Better built by Bardsley IOR GROUP Imagination to creation

66

ARDMORE GROUP Quality workmanship

18 20

BLACKBOURNE INTEGRATED M&E

98

ROOFING ROOFING NFRC and SPRA

104

SD SAMUELS

106

The leading cladding contractor

GREEN APPLE AWARDS

22 24 28 34 38 42

For the built environment Building beyond expectations

HEALTH & SAFETY SAFECONTRACTOR Taking health and safety seriously

MODEBEST BUILDERS LTD Partner of choice

TRADA

48

KINGSPAN POTTON

50

ENFIELD SPECIALITY DOORS

Leading-edge knowledge from TRADA Quality timber construction Opening doors

A mark of quality

BSRIA The built environment experts

66

IOR GROUP Imagination to creation

70

INTEX PROJECTS Interior excellence

134

136 138 144 150 152

BUILT ENVIRONMENT SERVICES 64

AIS

AGNEW & CO. Timber in a pack

INTERIOR SPECIALISTS

122

TIMBER CONSTRUCTION

46

54

120

RENEWABLE ENERGY MITSUBISHI POWER SYSTEMS Powering you and the future

44

110

PARAGON CONSTRUCTION GROUP 112

Growing the use of wood

The regeneration of Peterborough

BAPTIST HOUSE

156 158

A 21st century makeover

CIVIL ENGINEERING MCARDLE GROUP

PLASTERING AND DRYWALL 74

FPDC Promoting excellence

Your first choice for civil engineering

162

TRANSPORT

HALCYON BUILDING SYSTEMS A reputation for high standards

76

NICEIC Home of electrical contracting excellence

BAA CAPITAL PROJECTS To fly for

BUILDING SERVICES

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Exciting times

TTF

PETERBOROUGH

138

90

G & H BUILDING SERVICES

THE GREEN ORGANISATION

PUBLIC SECTOR

KINGSPAN POTTON Quality timber construction

88

B&ES

Delivering excellence

CONCOURSE FM

CONCOURSE FM Expert workplace solutions

From humble beginnings Fresh approaches

FACILITIES MANAGEMENT BIFM

82

CONTRACT SERVICES

164

SPECIALIST SUPPLIERS 80

WOLSELEY The name the world builds on

174

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

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forward 171:feature 2 23/05/2012 16:45 Page 3

EDITOR’S COMMENT

MAKING A POSITIVE IMPACT n this month’s Building Design and Construction magazine

I

despite the recession. More recently diversifying its service to

I spoke to fast-growing Belfast-based Contract Services. The

include a dedicated sustainability division, the company run by

company, established in 2005, has seen unprecedented

Graham Kelly, has seen impressive growth over the last ten years.

growth during a time of real economic doom and gloom.

It is now enjoying long-term contracts with major clients like

Yet, despite the naysayers, driven founder and managing

supermarket retailer Asda and casino developer Rank Group

director Rory McNaughton has overseen the specialist building

where it has provided comprehensive services from initial project

fabric, mechanical and electrical engineer enjoy year-on-year

conception, design and development, all build phases and fully-

growth. Indeed, having boasted £10 million in turnover last year,

fitted and maintained mechanical and electrical installation.

a record for the company, it is on course to achieve much more

However, most significant are the numbers, with G & H almost

in 2012.

quadrupling turnover in the last two years.

I asked commercial director Paul Kane how the company had

You can find out more about both Contract Services and G &

succeeded where others had fallen by the wayside. He said, “We

H in our feature articles in this month’s BDC. Elsewhere, you’ll

are fairly aggressive in the marketplace; very dynamic and proac-

find us delve into the world of timber construction as wood-based

tive in what we do. We saw a niche in the market and there was-

buildings become more popular in Britain. We speak to the

n’t anybody who was performing a quality one-stop shop service.

Timber Trade Federation to find out about the work it is doing

We saw an opportunity where we could offer a volume of service

within the sector and take an intimate look at timber-structure

right across the board offering everything from mechanical, elec-

specialist Kingspan Potton.

trical and general building fabric, repairs, ongoing installation, maintenance, and design. Then we would grow the business from there.” DANIEL STEPHENS EDITOR

Another hardworking managing director has also emerged in Leeds where G & H Building Services has seen similar success

MAGAZINE MANAGER: KEN BOOTH FEATURE MANAGERS: JON SEALE VAUGHAN WILKS LUKE ROBINSON ADAM PATCHELL ALEX MITCHELL GEORGE GREATBATCH CAMERON SHIELDS KIERAN FEENIX RICHARD BOLTWOOD EDITOR: DANIEL STEPHENS ART EDITOR: STEVE WILLIAMS

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PRODUCTION: VICKI LINDSAY LISA POLLINGER ACCOUNTS: NICK CHARALAMBOUS ADMINISTRATION: CHARLOTTE LEWIS

BUILDING DESIGN & CONSTRUCTION IS PUBLISHED BY: CPL (HUDDERSFIELD) LTD 3 Brook Street Huddersfield HD1 1EB TEL: +44 (0)1484 411 400 E-MAIL: info@bdcmagazine.co.uk

Building Design and Construction magazine is published by CPL (Huddersfied) Ltd. Company registered in England & Wales. All material is the copyright of CPL (Huddersfied) Ltd. All rights reserved. Building Design and Construction magazine is the property of CPL (Huddersfied) Ltd. This publication may not be reproduced or transmitted in any form whole or part without the written permission of a director of CPL (Huddersfied) Ltd. Liability: while every care is taken in the preparation of this magazine, the publishers cannot be held responsible for the accuracy of information herein, or any consequence arising from it. In the case of company or product reviews or comments, these have been based upon the true and honest opinion of the Editor at the time of going to press.

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news 162:feature 2 24/05/2012 09:08 Page 4

NEWS

CONSTRUCTION... IN BRIEF ■ International design and project management giant the Dar Group has acquired consultant Currie & Brown. Dar will retain the famous Currie & Brown brand and the senior management team. ■ Wates has won the contract to build a new £8.5m college in Sheffield. The University Technical College will be developed on the Porter Brook site, Shoreham Street, in the Cultural Industries Quarter. Wates won the job for its innovative approach to the project – which included installing a five-a-side size football pitch on the roof of the building to save vital space. ■ Leeds-based contractor Airedale Electrical has been placed into administration. The specialist electrical contracting business is a limited company owned by parent Airedale Mechanical and Electrical, which continues to trade unaffected by the administration. ■ Contractor Brookfield Multiplex’s two big tower construction jobs in central London have stalled while developers seek tenants. Great Portland Estates said it would not start main construction until a tenant had been secured for the 37-storey, 100 Bishopsgate tower.

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FUEL COSTS THREATEN CIVILS RECOVERY RISING fuel costs are putting a fledgling recovery in the infrastructure sector at risk, according to the UK’s civil engineering contractors. Today sees the publication of the 12th annual Civil Engineering Contractors Association (CECA) costs trend survey. The survey shows that the cost of fuels continues to race well ahead of general inflation in the economy, putting companies delivering improvements to the UK’s transport and utility networks at risk. In April, civil engineering contractors from across the country provided detailed information about how costs for 20 key inputs have changed over the course of the last year. The survey revealed that, while employment cost inflation is well below the historic average, prices for the diesel and gas oil that power the industry have continued to escalate, up an average of 8.5 and 8.4% respectively. While this represents a

slight reduction on last year’s 10.4% increase, the rises still far exceed general inflation in the economy. With tender prices only just starting to rise again after three years of steep falls, the impact of these fuel price rises continues to squeeze struggling contractors’ margins. CECA director of external affairs Alasdair Reisner said: “The government has correctly recognised that the infrastructure sector will play a central role in rebuilding the economy, reducing congestion and improving the delivery of services to businesses around the UK. “However, while much is being asked of the industry in terms of delivery

of these essential infrastructure improvements, the companies involved are seeing sharp cost increases at a time when their tender prices remain depressed. “Over the coming months CECA will be seeking to work with government and others, to consider potential innovative approaches to tackle fuel cost escalation for the sector.”

FRESH UNION THREAT TO M&E CONTRACTORS UNION leaders at Unite are having another go at stamping out agency labour in the M&E sector. They have launched the ‘Play by the rules’ campaign in a bid to police industrial relations agreements on site. Contractors are being accused of “cherry picking” the parts of the JIB agreement which suit them and paying the wrong rates while encouraging the widespread use of agency labour.

Bernard McAulay, Unite national officer said: “Unite will no longer stand by and accept some employers ignoring the rules that protect our members. “In particular, we will challenge employers who are not complying with the rules around agency labour. “The agreements state quite clearly that employers should make every effort to offer jobs on a directly employed basis and it is unaccept-

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

able that employers are flouting this and bringing insecurity and casualisation to the industry.” The launch of the campaign follows a disagreement during pay talks with the ECA and SELECT who are stalling on entering into negotiations on the JIB/SJIB. Both the ECA and SELECT are refusing to meet with the Unite negotiating team.


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CONSTRUCTION... CROSSRAIL SURFACE WORKS PRICE AGREED AT £2.3BN

NETWORK Rail and Crossrail have struck a £2.3bn deal for the overall target price for delivering Crossrail surface works. Under the deal Network Rail will upgrade 70km of track and carry out improvements to 27 stations from Maidenhead in the west to Abbey Wood and Shenfield in the east. It will also renewing 15 bridges,

as well as removing around one million cubic metres of spoil from the tunnel excavation by rail, reducing the need for construction traffic on the roads under the deal. Network Rail’s work for Crossrail represents one of the largest commercial contracts in the company’s ten-year history, and marks a further significant milestone in the

delivery of the project. Unlike the central tunnel, Network Rail will do all of this on an active operational railway, delivering vital upgrade works whilst minimising disruption to train services. The biggest single job will be a new Stockley Flyover in west London, which is being designed by Jacobs Engineering.

GCF DEFENDS PVC-U WINDOWS THE GGF recently responded to a damning article about PVC-U windows. The article by Dr Simon Thurley, Chief Executive of English Heritage was published in the Financial Times and highlighted Dr Thurley’s perceived dangers of adapting and upgrading older buildings, especially when replacing windows. The article ‘Properly maintained traditional windows can be efficient for hundreds of years’ focused on windows in listed buildings and conservation areas. In his editorial Dr Thurley referred to an outdated requirement for the insulating

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value of replacement windows however since October 2010, the requirement in England and Wales has been a U Value of 1.6 or less. In the article, Dr Thurley also alleged that most PVC-U windows have a life of less than 20 years. Giles Willson, GGF Deputy CEO and Director of Technical Affairs responded to the allegation, “Research has indicated that PVC-U windows have an expected life of well over 40 years, and if properly maintained we would expect them to last the lifetime of the building.” Dr Thurley further alleged that

PVC-U windows are ‘instantly recognisable because they cannot imitate historic mouldings, glazing bars and proportions’. Nigel Rees, GGF Chief Executive responded. “Nowadays, this is generally not the case. Many PVC-U window manufacturers (particularly those that manufacture vertical sliding sash windows) have made great strides in recent years to incorporate enhanced features to their products. As a result, several local authorities now accept such PVC-U windows in listed buildings and conservation areas as an alternative to timber frame windows.”

IN BRIEF ■ A roofing subsidiary of collapsed Scottish construction firm UBC has been sold to its former managers. The move by the management team has saved 30 jobs at Inverness-based Wyvis Roofing. ■ Owners of the Southbank Centre are planning a £43m revamp of the famous arts complex by the River Thames in London. Southbank Centre bosses are now looking for a structural engineer to work with the design team on the next stage of the site’s transformation. ■ United Utilities has started the pre-tendering process for a £35m project at its largest waste water treatment plant in Davyhulme, Manchester. The plant is undergoing an upgrade programme to improve wastewater treatment from a population equivalent of about 1.1 million from the Greater Manchester conurbation. ■ Engineering and project management specialist AMEC is in take talk with Serco Group to buy its nuclear Technical Consulting Services business. Amec aims to raise its skill base in civil nuclear, where it has won several major contracts, for decommissioning and power station building work.

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NEWS

CONSTRUCTION... IN BRIEF ■ William Hare has installed one floor of steel a week during its first month on site at the Walkie Talkie at 20 Fenchurch Street in the City of London. The first of 4,500 steel sections was installed by the firm late last month and the building’s envelope is already up to the fourth floor. ■ Kent contractor Denne Construction is believed to be in pole position to take the first phase of a major housing regeneration scheme in Chelmsford, Essex. Plans by Genesis Housing Association to build 500 homes in a multiapartment scheme attracted bids from national builders. ■ BAM Construction has got the planning green light to build Network Rail’s new flagship operating centre and training facility in York. The rail operating centre will be built on the Engineers Triangle in the city and is the largest of 14 proposed centres in the country to deliver training for frontline maintenance and engineering staff. ■ ISG has scrapped a £300 registration fee it was charging subcontractors looking to prequalify for its national supply chain. The fee was first introduced in 2008 but has now been withdrawn in line with most major contractors who offer a free online prequalification process.

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NEW ROTHERHAM STADIUM NEARING COMPLETION

ROTHERHAM United’s future home, the £17m New York Stadium, is nearing completion. Steelwork for the 12,000-seater venue has been erected, the roof is almost on and the pitch is being drained in preparation for new turf being laid. It occupies a central position in Rotherham town centre, on the site of the former Guest and Chrimes foundry. Rotherham chairman Tony Stewart said the central location

made it ideal for access. “It will help the town tremendously regarding visitors,” he said. “Everything’s coming together for Rotherham as a town and as a football club.” The formal opening of the New York Stadium is planned for 11 July. The name came about because the stadium is said to be placed in an area of Rotherham which manufactured fire hydrants for New York City. Mr Stewart said the Rotherham

United board wanted the venue to be more than a football stadium. “Most football clubs struggle to afford their own existence so we thought we would put effort into a seven day a week functionality,” he said. “We’re planning banqueting, weddings, conferences, a gym, hotel and pub.” Rotherham United FC is due to leave its temporary home at Don Valley Stadium in Sheffield at the end of the season.

APPEARANCES MATTER IN BUSINESS WHATEVER business you’re in, appearances really matter these days, especially when your organisation’s logo is the focal point. As suppliers of staff wear to Temco Services and many other UK organisations large and small, TM Clothing & Gifts’ aim is to always ensure that your image is reflected in the best possible way. At their headquarters in Petersfield, Hampshire they have the facilities and resources to provide everything from the most basic logo’d t-shirt or ballpoint pen, to a complete selection of

co-ordinated team wear or range of branded retail merchandise. In-house facilities include a graphics studio, embroidery and print departments and large showrooms displaying all the logo’d clothing and gift items any business could wish to see. The experienced sales team at TM can arrange for your ideas to be visualised and then transformed into comfortable and durable clothing, eye-catching business gifts or desirable branded goods. As a family business, TM Clothing

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

& Gifts pride themselves on giving a truly personal service to their many and varied customers and are a genuine ‘one-stop-shop’ for most businesses. Whilst much of the design, embroidery and printing is done inhouse on stock garments, they also have manufacturing facilities in Europe and the Far East for producing more complex bespoke orders, or to facilitate cost-effective volume solutions for large scale contracts. Call 01730 711140 for further information

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NEWS

CONSTRUCTION... BEST OF BRITISH BUSINESS RECEIVE QUEEN’S AWARDS FOR ENTERPRISE SMALL and large companies from across the UK celebrated being named as winners of The Queen’s Awards for Enterprise – the UK’s highest accolade for business success. A total of 209 Queen’s Awards have been announced this year for business achievement. Overall, 151 companies have won Awards for International Trade, 50 for Innovation and eight for Sustainable Development. The standard of entries in this, the Queen’s Jubilee year, has been the highest ever, with nearly 25 per cent of entrants gaining an Award.

In addition, 11 individuals have received The Queen’s Award for Enterprise Promotion (QAEP) for their inspiring efforts to encourage UK entrepreneurship. Business and Enterprise Minister, Mark Prisk said: “The Queen’s Awards for Enterprise are the highest accolade a business can receive. The standard of this year’s winners highlights the great work taking place by businesses of all sizes to help boost the growth of the UK economy. I hope that it will inspire more entrepreneurs to start or grow their business

as we look to make 2012 the year of enterprise. “It is a fantastic achievement for all of the businesses that have received an award and I would like to congratulate them on making such a valuable contribution across all business sectors.” Winning firms cover a vast range of business sectors. These include architecture and design, building and construction, motoring and transport, electronics and technology, manufacturing and engineering, law and finance, tourism and leisure, medical and pharmaceuticals, food and drink,

oil and gas, media and marketing, metals, plastics and packaging, safety and surveillance, printing, recycling, logistics, utilities and more. Winners of The Queen’s Awards can expect a company visit by a Royal representative during the year to present a crystal bowl and an invitation to attend a special reception at Buckingham Palace. They can also use The Queen’s Award Emblem in advertising, marketing and on packaging for a period of five years as a symbol of their quality and success. www.businesslink.gov.uk/queensawards

SAFETY. SECURITY. WARMTH.

IT STARTS WITH A SOLID ROOF OVER YOUR HEAD John Flowers Ltd is a leading roofing contractor based in the North East of England which provides a wide range of roofing services specialising in roof tiling, slating, leadwork, built up felt roofing, single ply membranes and liquid roofs. More recently we have extended our services to include environmentally friendly ʻgreen roofsʼ and the installation of solar panels. All of our workmanship and the materials used are guaranteed. 4Tiling 4Slating 4Leadwork 4Built Up Felt Roofing 4Single Ply Membranes

4Liquid Coating Roofs 4Green Roofs 4Solar Collectors 4Trade Counter

2 Monument Park, Pattinson Industrial Estate Washington, Tyne and Wear NE38 8QU Tel: 0191 418 6888 Fax: 0191 418 6890 Email: info@johnflowers.co.uk Web: www.johnflowers.co.uk

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BIFM:feature 2 21/05/2012 15:58 Page 8

FACILITIES MANAGEMENT: BRITISH INSTITUTE OF FACILITIES MANAGEMENT

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FACILITIES MANAGEMENT: BRITISH INSTITUTE OF FACILITIES MANAGEMENT

SWITCH ON WITH SAHAR HASHEMI

Inspirational entrepreneur, Sahar Hashemi, will be opening the ThinkFM conference on 18 June 2012

S

ahar Hashemi, one of UK’s most inspirational entrepreneurs and visionaries, will open the ThinkFM conference on 18 June 2012. At ThinkFM, Sahar will be covering a ‘Switched On’ theme, based on her recent book ‘Switched On: 10 Habits to Being Highly Effective in Your Job, and Loving It’. Sahar will use her experience to bring to life the tools and techniques that ThinkFM delegates can use to spot opportunities, have inspired ideas, make them happen and ultimately become indispensable. Being ‘switched on’ is about developing the entrepreneurial mindset and its resonance for employees. The premise of the book and

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the session is that tools and behaviours, which were traditionally the preserve of entrepreneurs, are now much needed in the corporate world. Entrepreneurial behaviour, which does not come naturally in a corporate environment, should be learned and actively encouraged. Sahar built Coffee Republic, the UK’s first coffee bar chain, which she and her brother grew to 110 stores and £30m turnover and exited in 2001, and Skinny Candy, the guilt-free confectionery brand which she sold to Glisten Plc in 2007. Sahar is a bestselling author – her book Anyone Can Do It – Building Coffee Republic From Our Kitchen Table has been translated into six languages, and she was named in the list of ten “original thinkers whose ideas will help shape Britain’s recovery” in the February 2011 issue of Director magazine. The ThinkFM conference includes sessions from industry leaders and thinkers, providing practical ideas to implement and new ideas to help drive organisations forward. There are 30 sessions running concurrently throughout the conference, delegates pick and choose which sessions they wish to attend from

the hubs: Workplace, making spaces work; People, inspiring the team; Competitive advantage, driving performance and value; and the ThinkFM lab. ThinkFM 2012 is brought to you by BIFM in association with Workplace Law. Offering the popular hub format allowing delegates to build their conference agenda based on their professional development needs or interests. With the theme Ideas for Change: How great facilities management makes the difference, ThinkFM will take place on 18 June 2012 at The Royal College of Physicians in London. The College is an elegant, award-winning, modern building, situated in a stunning setting overlooking Regent’s Park in the heart of London – so well suited to host this key FM event. ThinkFM will include a day of learning, debate, interaction and of course networking. Delegates will take away new ideas to implement in their organisations to make a difference.

For more information visit www.thinkfm.com, email conference@thinkfm.com or call the conference enquiry line on 08701 632 804.

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MJ Ferguson :feature 2 23/05/2012 16:22 Page 10

FACILITIES MANAGEMENT: MJ FERGUSON

TOTAL

FACILITIES MANAGEMENT

MJ Ferguson is an innovative facilities management provider, working with prestigious clients nationwide. We guarantee excellence, inspiration, originality and a uniquely personal approach

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M

J Ferguson is one of the UK’s fastest growing facilities management providers. Following the merger of MJ Ferguson with Associated Services (Essex) in 2011, a singular global brand was established with the aim of further enhancing the industry-leading services of both businesses under one banner. MJ Ferguson can trace its history over twenty-five years. Originally established by Malcolm Ferguson primarily as a refurbishment and small works company, the business progressed its service by firstly specialising in mechanical and electrical capabilities before incorporating facilities management. Joining forces with Associated Services furthered the capabilities of both businesses, and, as a natural progression, encouraged the formation of a singular entity. Today, the rapidly growing MJ Ferguson provides a comprehensive, integrated range of services tailored directly to the needs of each individual

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

client. The company’s cross-section of expertise in property strategy, space management, communications infrastructure, building maintenance and compliance, administration and contract management, has endeared it to a number of major clients in both the public and private sectors, where long-term relationships have developed. Testament to the on going high standards, these relationships have prospered over a number of years. Principally, MJ Ferguson strives to “take care of your facilities and buildings maintenance, so you can take care of your business.” It is a distinctive approach because it is uniquely personal, working collaboratively to develop intelligent, cost-effective solutions that ensure high levels of sustainable service delivery and compliance using its ISO 14001 certified environmental system and its approach to safety which is in line with the OHSAS 18001 standard. Through its extensive experience the company understands that different types of business have dif-

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FACILITIES MANAGEMENT: MJ FERGUSON

competitors. Wayne highlights key elements such as compliance management with current legislation, critical engineering management, and sustainable energy solutions as being popular amongst clients. As well as these, post room logistics, facilities coordination, refurbishment, technical engineering and lifecycle management, quantity surveying, asset management and bespoke joinery, add to the range of services. However, the company’s success is not simply a product of its service capability or even the standards of delivery. Wayne explains, “It is also about getting to know the clients and understanding individual needs and preferences. Long-running relationships with our clients are a by-product of the successful work we have carried out and testimony to the standards we aspire to. Now, as a bigger company than

before, we pride ourselves on our ability to listen to our clients so that we can tailor a service that directly addresses individual requirements.” Essentially, it is an ethos based on building partnerships. “We see our clients as partners in many ways. We aren’t just providing them with a service; we are actually working with them to help their business achieve better things as well.” This extends to the company’s adaptability. “It is all about listening to your clients and finding out what they want rather than impressing upon them a service we happen to provide,” adds Wayne. The stringent quality standards within MJ Ferguson are maintained to the ISO 9001 quality standard thanks to a mixture of training new staff and utilising the experience of long-established members of the team. However, in addition, the

ferent needs, so it strives to gain a thorough knowledge of individual requirements in order to deliver a customised solution for optimum efficiency. Commercial Director Wayne Maunders believes the company’s success is down to its ability to adapt to the range of needs evident within each client’s contract. Working closely with the customer and utilising MJ Ferguson’s flexible approach and integrated service model, the company is committed to delivering the right solutions on a contract-bycontract basis. “It is really down to our focus on the client’s needs and our working relationship with them,” he says. “We pride ourselves on the quality of service we can provide and fostering long-term relationships with clients who can put their trust in us. Ultimately, it is about ensuring we deliver what the client wants.” Indeed, MJ Ferguson’s capabilities are a significant reason the company stands out over its

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MJ Ferguson :feature 2 23/05/2012 16:22 Page 12

FACILITIES MANAGEMENT: MJ FERGUSON company’s approach envisages staff ownership to drive motivation, self-improvement and ultimately quality. Wayne explains, “Our managers on site have that ownership and responsibility to deliver the standards we set ourselves. That sense of responsibility makes them want to drive their local team to excel, and helps to generate pride in the work, which drives our commitment to offer only the best possible service.” And, despite the uncertain economic climate, MJ Ferguson has managed to continue its growth. It has also invested in new and developing skills to further enhance its service and, in particular, support the capabilities of its specialist bespoke joinery division. “We’ve been fortunate that we’ve maintained a steady flow of work that has been aided by our long-term contracts,” admits Wayne. Membership to ELBA (East London Business Alliance) has helped MJ Ferguson promote its social and economic responsibility in the local area especially in recruiting new staff and providing work experience. In fact, MJ Ferguson supports four apprentices each year. As an example of its commitment to skills development and its partnership approach, MJ Ferguson, along with one of its key clients, has invested in an additional trainee on one of its contracts. “We always have four apprentices so when one finishes we have another coming in,” says Wayne. “That helps maintain the standards of our in-house service now and for the future. It is particularly cru-

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cial within our bespoke joinery division, which we pride ourselves on. It adds flexibility to our refurbishment side, so if there’s a sudden change in what the client wants it allows us to react without delay because we do produce all our own joinery.” BIFM As a member of BIFM MJ Ferguson has access to a range of support services. “I tend to use BIFM more for the technical support,” admits Wayne. “They have a great technical library and access to people you wouldn’t otherwise get to talk to. Also, being a commercial director I utilise it for networking as well, certainly using the list of partners that they’ve got. You know if they are a member of BIFM they have

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met their stringent criteria and that you’re hiring the right sort of supplier for your needs and in the best interests of the client.” As the company looks ahead, its impressive pedigree, centred on technical excellence, will undoubtedly see its rapid growth continue to develop. The organisation brings together the combined force of professional project delivery and facilities management expertise, and its success in managing assets for high profile public and private sector clients underlines its capability in all aspects of facilities management, both strategic and operational. www.mjferguson.co.uk Tel: 01277 633400

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MJ Ferguson :feature 2 23/05/2012 16:22 Page 13

FACILITIES MANAGEMENT: MJ FERGUSON

By Appointment to Her Majesty The Queen Manufacturers and Suppliers of Passenger Lifts Apex Lift and Escalator Engineers Limited

‘Our Commitment to Excellence will always be demonstrated in the Service we Provide’. 4 Established Since 1970 4 London’s Largest Independent Manufacturing Lift Company 4 Lift Maintenance Resources to Plan and Service Contracts to the Highest Level 4 Lift Repairs, Modernisation & Installation 4 24/7 In-House Lift Manufacturing and Repair Facilities 4 In-House Distribution Stores Centre – Supplier of New & Obsolete Lift Components 4 Apex Training Academy – EAL Approved – Lift Industry Training for Engineers and Clients 4 Three Major Quality Management System Awards – UKAS Accredited – ISO 9001, ISO 14001, OHSAS 18000 4 ROSPA Gold Awards – 2010, 2011 and 2012

Apex Lifts, Apex House, LEFA Business Park, Edgington Way, Sidcup, Kent DA14 5BH Tel: 020 8300 2929 Fax: 020 8300 6868 www.apexlifts.com

Air conditioning \\ Refrigeration \\ Heating \\ Electrical and controls

DBS Ltd based in Watford and operating in Slough, Enfield and the surrounding areas. We are specialists in Air Conditioning, refrigeration and commercial heating systems. 4MAINTENANCE

4AIR CONDITIONING

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DBS Ltd, 8 Colne Court, Colne Way, Watford WD24 7NE

Tel 01923 246381 www.dbsservices.co.uk www.bdcmagazine.co.uk

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Concourse FM:feature 2 25/05/2012 08:42 Page 14

FACILITIES MANAGEMENT: CONCOURSE FM

EXPERT

WORKPLACE

SOLUTIONS Concourse FM is an independent, privately owned company specialising in facilities management, health & safety and property support services

“E

xpert workplace solutions,” says Alex Riche of Concourse FM on his company’s approach to facilities management. The independent, privately owned company is overseen by managing director Alex alongside chairman and head of business development Graham Riche. Concourse provides facilities management and health and safety services through a fully managed service delivery model that incorporates flexible delivery, audits, consultancy and training. The company was developed from Concourse Network Limited which was established in 2005. At the time specialising in consultancy, the company took the opportunity in 2009 to apply its expertise in facilities management and health and safety to day-to-day delivery of those services to clients. It rebranded itself as Concourse FM to reflect this change. Most pleasing, for the team of Riche and

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Riche, was the chance for them to take their consultancy and management expertise and apply it to the front line. For one client in the West Midlands, a car retailer, Concourse was previously providing health and safety consultancy services across its sixteen sites. Recruited initially to carry out a health and safety audit, the client, based on Concourse’s findings, decided to employ the company to help it develop its internal health and safety structure. Concourse formulated a development plan that could reduce the amount of risk the business was exposed to across all its sites, including body shops, maintenance and repair facilities and forecourts. Part of this process was to utilise online software to monitor performance remotely which significantly reduced costs in addition to the crucial objective of reducing accidents. For the car dealer it demonstrated the company could save a significant amount of money whilst

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Concourse FM:feature 2 21/05/2012 17:42 Page 15

FACILITIES MANAGEMENT: CONCOURSE FM ities services knowledge in terms of selection of contractors, contract management, and monitoring of services,” explains Graham. This highlights the relevance of the company’s key strapline – “expert workplace solutions” – because Concourse distinguishes itself through fully aligning its service delivery model to the strategic objectives of its clients. “We strive to develop an ‘alliance’ with our customers and identify where we can bring about service efficiencies and cost reductions through outsourcing by carefully managing and monitoring their property services,” says Alex. “Where we talk about “expert workplace solutions” it is really the difference between what is a good service and what is an excellent service. We find that our customers in the banking sector, for example, have particularly high standards. And sometimes you’ve got to think outside the box and even deliver things that aren’t part of your contract. So having an assured understanding and appreciation of support services we work with our customers to develop a solution which we call the “Integrated Services Concept”. This brings services together in a way that not only brings cost and efficiency benefits but also harnesses data to inform decisions and give greater management control. Ultimately, the customer is

‘released’ to focus on their core business assured that the support services are being delivered efficiently and that they are fully compliant.” FORESIGHT Graham believes a major factor is foresight. “We look ahead to anticipate what our customers might need. We constantly strive to identify cost savings and in leased buildings we ensure that our clients get real value from the Service Charge. Standards should always be improving, what we do is constantly reappraise processes and methods of working and challenge our service contractors to do likewise.” This often means Concourse goes above and beyond the contract requirement. “We are constantly trying to add value to our service. We are not only trying to deliver what is in our contract, but from our unique position we are looking at all processes of a business. We are therefore seeking to identify opportunities where we can improve processes and reduce costs and help businesses be more efficient,” adds Alex. He explains, “For one of our contracts we looked at utilities procurement and mobile phone procurement for the company. The provision of these had nothing to do with our contract but through working with the company we learned what they were

“WE WANT TO RETAIN OUR CURRENT CLIENTS AND DEVELOP OUR SERVICES WITH THEM YEAR ON YEAR” GRAHAM RICHE HEAD OF BUSINESS DEVELOPMENT

ensuring compliance. They had a number of experiences where mechanics had been injured through work activities, and Concourse was able to show that since it had been involved with them it had reduced the cost of accidents thus reducing HR resource costs and insurance premiums. Certainly, facilities management goes hand-inhand with health and safety, something Concourse has recognised since its inception. However, Graham Riche stresses that the company does not look upon these two elements in isolation and is therefore constantly trying to add value to its service through an all-encompassing understanding of its clients’ business operations. “If you consider the example of the car retailer. When they were having works carried out on a roof or on electrics, we were able to add value to our health and safety service and oversee and manage the works taking place because of our broader facil-

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Concourse FM:feature 2 21/05/2012 17:43 Page 16

FACILITIES MANAGEMENT: CONCOURSE FM doing, how they were doing it, and we were able to identify ways it could be improved. So we brought our ideas to their attention and then together we procured better service packages and achieved very significant savings as well. And, in this uncertain economic climate cost-saving takes on even greater focus. Concourse is well placed to help companies reduce the cost of services having established a track record in the field. In quite a short space of time it has saved hundreds of thousands for clients. Under normal circumstances from a clean start Concourse can take out up to twenty percent of total facilities costs, increasing this over time once sufficient data has been gathered through monitoring of service delivery and ancillary back office services. FULLY FOCUSSED Graham and Alex are fully focussed on developments in the facilities marketplace. In particular, they are aware of the pressures on companies as they grow and the need to ensure that support services are delivered efficiently and that the company remains compliant with workplace legislation. With this in mind they have introduced FMflex and Safetyflex two packages which provide SMEs with

“AS COMPANIES GROW THEY NEED TO ADDRESS MORE PROFESSIONALLY THESE SERVICES AND ENSURE THAT THESE OVERHEADS ARE CONTROLLED, AS FAILURE TO DO SO DIRECTLY IMPACTS THE BOTTOM LINE! ALEX RICHE MANAGING DIRECTOR expertise in facilities and health and safety as and when they need it. Alex explained, “As companies grow they need to address more professionally these services and ensure that these overheads are controlled, as failure to do so directly impacts the bottom line! We have developed a solution which ensures expert support as needed coupled with a facilities strategy going forward. A key benefit is that customers having jointly developed the support package best suited to meet their needs, can have peace of mind and focus on growth in the knowledge that this important aspect of any business is in safe hands – and that it can be readily adapted to meet future business developments”. Concourse FM also offers a

Facilities Healthcheck which is a simple ‘point in time’ review of all facilities and health and safety procedures and systems. The straightforward tabular report clearly sets out for customers the current situation with recommendations as to improvements and/or cost savings. Graham explained that their work with a major retailer had started with just such a survey and that this had led to their involvement in the relocation to a new headquarters building. He highlighted how being involved in design aspects for the new building had realised operational savings post occupation. Likewise, development of the facilities strategy and involvement in the procurement and subsequent management of services has enabled them to bring significant cost reductions to the customer year on year. “Eight years and still counting”, he said, “that takes some considerable effort and ingenuity but that is what makes what we do so exciting!” PRACTICES WHAT IT PREACHES Clearly, Concourse practices what it preaches. “The obvious example of this,” says Graham, “is moving from being a consultant to actually delivering those services for the client.” He adds, “Everyone in facili-

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Concourse FM:feature 2 21/05/2012 17:43 Page 17

FACILITIES MANAGEMENT: CONCOURSE FM ties management says they are proactive but it is easier said than done. It has to be a part of the culture within an organisation. What we do is ensure that all our staff are appropriately empowered and understand our values and are very well trained. We invest heavily in our people not only to give them the direct training ourselves but also expose them to commercial courses where they can meet other people. And it isn’t just in FM but in any area where the staff member or the client will benefit.” Training is a big part of the process and a major focus for Concourse. “We offer training through external organisations, and it is freely available to our clients as well. We can develop training solutions with our clients around FM where we can mentor that team and move it forward,” says Graham. FLEXIBLE APPROACH Concourse FM’s rapid success is down to a multitude of factors not least its flexible approach to the management of specialist FM and health and safety services through a proactive, forward-thinking and collaborative working ethos. Looking forward, Graham adds, “We want to retain our current clients and develop our services with them year on year. We are also focussed on growth and developing new clients who, like us, seek to project excellence, who care passionately about service quality and understand the commercial advantage of strong budget management. In today’s marketplace, where people are moving around more often, in terms of continuity working in an alliance with a company such as ourselves is going to give organisations greater stability and flexibility to adapt to changing circumstances. And, perhaps above all, we also strive to make any relationship mutually beneficial.”

THE SKILLS YOU NEED THE PEOPLE YOU WANT

PART TIME | TEMP | FULL TIME | PERMANENT PLACEMENT MHR London is a dynamic recruitment consultancy based in London’s Holborn. This independently owned consultancy specialises in placing top facility proffessional candidates in the best temporary and permanent job vacancies throughout the capital.

MHRLONDON.CO.UK 0203 008 7969

concoursefm.com Tel: 0844 474 1555

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NFH:feature 2 21/05/2012 16:57 Page 18


NFH:feature 2 21/05/2012 16:57 Page 19

HOUSING: NATIONAL HOUSING FEDERATION

T

he National Housing Federation (NHF) is the voice of affordable housing in England. The organisation believes that everyone should have the home they need at a price they can afford. That’s why it represents the work of housing associations and campaigns for better housing. Its members provide two and a half million homes for more than five million people. And each year they invest in a diverse range of neighbourhood projects that help create strong, vibrant communities. Recently, NHF chief executive David Orr was voted as the second most influential person in housing. 24housing magazine asked 200 of the country’s most senior housing chief executives, politicians, commentators, academics, lawyers and frontline managers who they thought was social housing’s biggest mover and shaker. Led by Housing Minister Grant Shapps, the Top 10 included Iain Duncan Smith, Affinity Sutton chief executive Keith Exford and crossbench peer Lord Richard Best. Orr responded to 2012’s Budget and its impact on the housing sector by saying, “We welcome the Chancellor’s move to close the loophole that allowed wealthy individuals to buy properties through companies and avoid stamp duty. It meant people on high incomes could avoid paying tax on the purchase of expensive homes. However it is disappointing that the Chancellor has failed to put investment in housing at the forefront of driving forward economic growth in the UK. “Supporting housing associations to maximise the investment they make in building and maintaining homes creates new jobs, saves the Government benefit payments, invests in local communities and boosts general economic activity. “Every new home built creates 1.5 new jobs directly and up to four times as many in the wider economy. It also improves access to housing overall particularly for those on lower and middle incomes. Few other sectors can offer this potential with such short lead-in times and the prospect of so much growth directly benefiting local communities. “Boosting the housing sector would be an easy win for the economy, for taxpayers and for families. And with 4.5 million people on waiting lists and one million children in overcrowded accommodation a big boost for fairness too.”

THE VOICE OF HOUSING ASSOCIATIONS The National Housing Federation represent the work of housing associations and campaigns for better and more affordable housing in England

www.housing.org.uk Tel: 020 7067 1010

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Grantshapps:feature 2 17/05/2012 08:18 Page 20

HOUSING: GRANT SHAPPS

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Grantshapps:feature 2 17/05/2012 08:18 Page 21

HOUSING: GRANT SHAPPS

THE NEXT GENERATION OF GREEN PROPERTIES H

ousing Minister Grant Shapps has published an improved green rating for new homes that will help deliver the next generation of green properties, which are built to the highest standards of sustainable design, and could reduce future utility bills by up to £2,250 a year in the most energy efficient homes. The Code for Sustainable Homes was introduced in April 2007 as a standard to improve the overall sustainability of new homes. The Code scores against a star rating system, using one to six stars depending on how the property performs against categories such as energy use, waste, materials and water. Mr Shapps said the Code has been updated to take into account the tougher new rules for energy efficiency in buildings, and help developers make new homes greener without getting bogged down in unnecessary 'gold plated' design features. EXTENSIVE CONSULTATION The Code, which has been updated after an extensive consultation with house builders and industry experts, will also make it easier for consumers and homeowners who want to grade the standard of their properties. Grant Shapps said, “Over a quarter of the country's carbon emissions come from our homes, and if we're serious about tackling climate change we need to reduce this. So I welcome these changes to the Code that bring it in line with the tough new rules for energy efficiency in the Building Regulations. “We need greener homes, but I also want to make it easier to build the homes this country needs. Good building standards can only be effective if they are easy to understand, and only applied where they are appropriate. That's why the Code has been updated to iron out problems that have arisen over time, and streamlined so building standards can be used in a sensible way that suits the local situation. “It's important house builders meet the standards local communities demand, but I'm determined to simplify the complicated processes they have to go through to achieve this. That's why I've pledged to tackle the 'alphabet soup'

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of standards and red tape that blight efforts to start new developments, and I will be working with industry to get this done.” In the first three years, nearly 8,000 homes have been completed to Code level standards. Ministers believe this figure is too low, partly because the current Code is too complicated and bureaucratic. The updated version will be a first step towards making it easier for developers to deliver more green homes. The new Code's green rating system has been through a number of changes. These include aligning the Code with the latest developments in building regulations. It will now take into account, and in some cases go beyond, the tougher new Building Regulations to reduce carbon emissions from buildings. For example, a Code level 4 home will now be twenty-five percent above this minimum standard. The new Code will also strongly incentivise the introduction of 'fabric energy efficiency standards', so developers can use building materials and techniques that improve the energy efficiency of new homes. The Code has also been streamlined to ensure that it is focused on the issues of greatest significance, instead of including unnecessary standards that duplicate existing regulations or create difficulties for developers. For example, there is now an exemption from the 'lifetime homes' standards for sites where it is too steep to apply, and the mandatory requirement for site waste management plans has been removed since it is required by other regulations. MORE SUSTAINABLE LIFESTYLES The new Code will have key role in helping people cut their carbon emissions and lead more sustainable lifestyles. The standards reflect the future goals for zero carbon homes and include measures for reducing energy consumption, minimising and recycling waste, reducing the risk and impact of flooding, reducing carbon intensive travel by providing cycle storage as well as promoting facilities for working at home. It encourages a reduction in energy through the choice of building materials as well as the energy used during the construction. www.shapps.com Tel: 020 7219 8497

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NFA:feature 2 17/05/2012 08:25 Page 22

HOUSING: NATIONAL FEDERATION OF ALMOS

T

he government recently unveiled its new housing strategy which included measures to ‘get Britain building again’ to create 150,000 new affordable homes over the next four years. Unfortunately, even if this target can be reached, these homes will be let at ‘affordable’ rent levels (up to 80% of market rent) which won’t fully address the need for more social rented housing. Although the government’s focus on housing is welcome, there is still a great deal of work to be done to improve conditions for tenants.

ALMOS

KEY AREAS House building has fallen to the lowest levels since the 1920s and building new properties is one of the key areas ALMOs will need to focus on in the next 10 years, if council waiting lists are to be cut to give people a realistic chance of receiving a council home. Although the national picture is mixed, many ALMOs are building new homes for their tenants through a range of flexible new initiatives. In several cases this has involved developing partnerships with neighbouring housing associations to help meet housing need. In Southend, South Essex Homes is working with the local council and Hastoe Housing Association to build 39 new properties on the sites of formerly derelict garages, with the first properties scheduled to be completed in the New Year.

BUILDING FOR THE FUTURE BY SUE ROBERTS CHAIR OF THE NATIONAL FEDERATION OF ALMOS AND CHAIR OF WOLVERHAMPTON HOMES

The National Federation of ALMOs Ltd is the trade body representing 57 arms length management organisations (ALMOs). The NFA represents the interests of ALMOs at national level. 22

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NFA:feature 2 17/05/2012 08:25 Page 23

HOUSING: NATIONAL FEDERATION OF ALMOS Berneslai Homes, the Barnsley ALMO has recently completed 76 new homes in five schemes across the borough in partnership with the council. These are the first new council homes built in the area for 30 years and include a mix of houses, bungalows and apartments matched to local needs. The schemes also make a major contribution to wider regeneration projects. In a slightly different approach, Rochdale Boroughwide Housing has created Brighter Horizons, a charitable subsidiary company to develop new homes in the area. The company was able to secure a grant of ÂŁ2.32m from the Homes and Communities Agency and with prudential borrowing from Rochdale council; the company was able to begin building new homes. The first six bungalows in Kirkholt have recently been completed and residents have started moving in. In Blackpool, tenants managed by Blackpool Coastal Housing have been making themselves at home in 31 new three, four and five bedroom properties that have been completed to replace older maisonettes. GOOD PROGRESS These examples from across England demonstrate that ALMOs are making good progress through flexible, partnership working resulting in new warm and energy efficient homes for their tenants. But this is only the start and ALMOs will need to increase the scale of these building projects if waiting lists are to come down in the next ten years. Many are looking at new management models that could enable them to access additional private finance which could pave the way for more new build in the future. NEXT CHALLENGE ALMOs have demonstrated that they can successfully manage large-scale housing maintenance through the successful Decent Homes programme which saw over ÂŁ6.1bn spent refurbishing council properties. Delivering large scale new build, will be the next challenge for ALMOs. However the projects that have taken place so far are excellent examples of partnership working between local authorities and individual ALMOs and the private sector; something that will need to continue as budgets tighten further. www.almos.org.uk

TOP LEFT: The second photo shows the Draycot Avenue/Forshaw Avenue development in Blackpool LEFT: The third photo is of new bungalows on the Kirkholt estate in Rochdale TOP: Shows tenant Stacey Townsend with her new home in Bellbrooke Avenue (From Berneslai Homes)

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bre:feature 2 17/05/2012 08:30 Page 24

HOUSING: BRE

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bre:feature 2 17/05/2012 08:30 Page 25

HOUSING: BRE

NATIONAL STANDARD FOR SUSTAINABILITY CHRISTOPHER GAZE, Associate Director BRE, looks at the CLG’s Code for Sustainable Homes which is the national standard for the sustainable design and construction of new homes

C

LG’s Code for Sustainable Homes is the national standard for the sustainable design and construction of new homes in England (although it has also been adopted in Wales andNorthern Ireland. The Code aims to reduce carbon emissions and environmental impacts and create homes and communities that are more sustainable. Mandatory since May 2008 (although homes can be given a “nil” rating), the Code is intended as a single national standard to guide industry in the design and construction of sustainable homes. With over a quarter of all carbon dioxide emissions produced by dwellings they decided in 2007 to introduce the Code for Sustainable Homes into England to replace EcoHomes. The Code for Sustainable Homes (CSH) has 6 rating levels. • From April 2008, Code Level 3 became mandatory for HCA funded new social-housing developments • 2010 all new private homes must comply with the energy requirements for Code Level 3 • By 2016, the Government has stated that all new build homes must be zero carbon (and the Code will be adjusted to suit this new definition.

The Code is similar in many ways to Ecohomes , but is more stringent with a greater emphasis on reducing energy use and the encouragement of renewable generation. For each category credits can be won and these are weighted to convert them into a percentage points score. The most important difference from EcoHomes is that an individual dwelling will be assessed before and after they have been built, so making conformance to design specification vital. This could be problematic for conventional construction and is one of the pointers towards how using MMC could be a practical way forward. (See Fig 1) The rest of the perecentage points are obtained through: • Use of low energy light fittings (which will need to be specified in pod and volumetric units) • good architectural design – mainly through layout, • minimsiation of water use in the dwelling (which is effected by the specification of white goods, sanitary ware etc within volumetric units or pods), • low or zero carbon technologies (which could be fitted to MMC systems) • surface water run off

FIG 1: THE USE OF MMC MAINLY EFFECTS THE FOLLOWING SECTIONS OF THE CODE ID

Issue

Contributory Factors

Ene 1

Dwelling Emmision Rate

15

18.83

Ene 2

Building Fabric

2

2.51

Mat 1

Environmental of Materials Responsible Sourcing of Materials – Bassic Building Elements Respsonsible Sourcing of Materials – Finishing Elements Global Warming Potential of Insualtants Sound Insulation

U values of building elements Air tightness U values of building elements Airtightness Embdodied impacts (from the Impact Green Guide / Book) Environmental Management Systems

15

4.50

6

1.80

Environmental Management Systems

3

0.90

Green House gasses used as blowing agents Party wall and floor performance

1

0.70

4

4.67

Mat 2

Mat 3

Pol 1 Hea 2

Total Percentage Points

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No. of Credits

Percentage Points

Volumetric/Pod only

33.90

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bre:feature 2 17/05/2012 08:30 Page 26

HOUSING: BRE FIG 2: MANDATORY ENERGY EFFICIENCY IMPROVEMENTS % Improvement of DER over TER ≥10% ≥14% ≥18% ≥22% ≥25% ≥31% ≥37% ≥44% ≥52% ≥60% ≥69% ≥79% ≥89% ≥100% True Zero Carbon

Credits

% points

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1.26 2.51 3.77 5.02 6.28 7.53 8.79 10.04 11.30 12.55 13.81 15.06 16.32 17.57 18.83

Mandatory Improvement Levels Level 1 Level 2 Level 3

Level 4

Level 5 Level 6

FIG 3: MANDATORY HLP LEVELS HLP (W/m2K)

Credits

% points

≤1.3 ≤1.1 ≤0.8

1 2 2

1.26 2.51 2.51

• household waste storage and management • site waste management plan (mimising waste is made easier through MMC, but this catsgory of the Code is mainly to do with managing waste) • NOx emmisions from heating systems (which might be specified within volumetric units or pods), • Lifetime Homes compliance that allows the dwelling to be modified and could effect the MMC system by amongst many other things requiring walls and floors to take adaptions such as grab handles or wheelchair lifts • Considerate Constructors Scheme and mimimising the energy and water impact of the site by setting and measuring targets (both of which might be made easier through using MMC). • the incorpoartion of police recommendations on security, which will normally be external lights and window and door specifications (some of which might be fitted into the MMC system). • ecological protection and enehancement • building density ENERGY The really big impacts are to be found in the area of energy and CO2 emissions. The two parts of interest to are the Dwelling Emission Rate and the Building Fabric. The

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Mandatory Improvement Levels

Level 6

Dwelling Emission Rate (DER) comes out of the SAP calculation and credits are awarded for percentage improvement over the building regulations’ Target Emission Rate (TER). Not only do dwellings need to score well to contribute towards the overall score, but there are also mandatory improvements that must be obtained for each code level. Achieving Level 3 is obtainable without too much effort. However beyond that requires a lot more work. The fabric and ventilation plays a vital part in achieving good results and as a reflection of its importance and permanence a further 2 credits (2.52% points) are available for the Building Fabric. The effectiveness of the fabric is measured using the Heat Loss Parameter (HLP) – the total fabric and ventilation heat losses over the floor area of the dwelling. The HLP is taken from the SAP calculation sheet. A maximum of 0.8 W/m2/K is required to be awarded code level 6. To get a good HLP there are four requirements: • Good insulation • Good detailing to avoid thermal bridging • Excellent air tightness detailing • A good ventilation and heat recovery system. One route forward in this area is to adopt the lessons learnt from the hundreds of homes built to Passivhaus design criteria across Europe. Passivhaus is a eco-friendly philosophy of building from Germany. To be a Passivhaus building you need U values of 0.15 accompanied with air tightness of 1m3/h.m2.

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bre:feature 2 17/05/2012 08:31 Page 27

HOUSING: BRE THE BRE INNOVATION PARK The BRE Innovation Park in Watford has six demonstration homes that have been built to various Levels of the Code (Levels 4 – 6), including the UKs first Level 6 houses, the Kingspan Lighthouse and the Barratt Green House. A four part information paper entitled based on the lessons learned by each of these developers on the Park (entitled Applying the Code for Sustainable Homes on the BRE Innovation Park IP 9/08) is available via www.brebookshop.com.

The U values are obtainable, but the airtightness levels are frighteningly tough. Using SAP calculations it appears that an HLP of 0.8 W/m2/K can be achieved with less airtightness, perhaps up to of 5m3/h.m2 as long as the windows and doors have excellent U values. Most closed panel, SIPs and volumetric systems should achieve less than 4m3/h.m2. MATERIALS AND THEIR SOURCING These areas are not highly weighted in the code. The environmantal impacts of materials that make up the main building elements (roof, external walls, interanl walls, floors and windows) are assessed within the code. These elements obtain grading A+, A, B, C, D or E. At least three out of five building elements must achieve an A+ to D rating. The minimum A+ to D requirment may mean that some concrete systems can not obtain any Code rating at all. With regard to sourcing it is relativly easy to source timber products that comply with code through the use of Chain of Custody management using FSC and PEFC timber. To obtain any code level all timber must come from legal sources. For non-timber products in order to obtain credits evidence must be shown that suppliers have either an ISO 14001 and an Eco-Managemnt and Audit Scheme (EMAS) certificate. EMAS certificates indicate that the supplier has an environmental management system and statement that complies with EU regualtion 761/2001. GLOBAL WARMING POTENTIAL OF INSULANTS A credit is awarded in effect by either avoiding foamed insulants or using only those blown using agents with a low enough Global Warming Potential (GWP) score (which are now very common). This applies to roofs (including loft hatch), all floors, walls (including lintels and all acoustic insulation, hot water cylinders, cold water storage tanks and external doors. SOUND INSULATION Up to 4 credits (4.68% points) can be obtained for dwellings where the airborne sound insulation values up to 8dB higher than building regulations and the impact sound insulation values are up to 8dB lower than building regulations. Relatively light weight building systems have to work harder to achieve good sound insulation performance, but with good detailing the maximum credits are achievable.

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 28

HOUSING: POOLE HOUSING PARTNERSHIP

TEAM WORK

Poole Housing Partnership (PHP) claim their success is due to its collaborative, team-effort approach where every person is important 28

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R

ecently celebrating its eighth year anniversary, Poole Housing Partnership (PHP) acknowledged the hard work and determination of its staff in making the housing provider not only one of the best but an organisation others look to for inspiration and guidance. Indeed, when it received the highest accolade of its kind from the Audit Commission in 2008, earning threestar excellent, the lead auditor proclaimed PHP had established itself as one of the top two housing providers in the whole of the UK. Head of technical services Mike Harrison says that much of the organisation’s success is due to its collaborative, team-effort approach. He says, “no one is an individual,” adding, “it is simply a part of our culture.” “Our chief executive has said every person here can make a decision,” explains Mike. “They are empowered. If you see something wrong staff are

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 29

HOUSING: POOLE HOUSING PARTNERSHIP Residents, Staff & Contractors Meeting

vide each other with contractor cover and join together on procurement tenders. This collective approach helps to sustain and support the organisations during a time when finances are strained. Mike believes this close-knit support is quite rare in the business. “It is all about sharing. To be honest we don’t have a lot of money these days, we have to make the most of what we’ve got. And you can’t be proud, you’ve got to go out and ask the advice of people or organisations who have gone through the process. If something went wrong, what was it, how could it be fixed, what is the best course of action to get started. You’ll save a fortune in the long run.” This approach can be seen throughout all that PHP does. From its close working relationship with the residents, gaining their insight into housing upgrades and renovation, the creation of jobs and support of local economy through Decent Homes work, and emphasis on reducing fuel poverty, to

increasing the environmental credentials of the housing stock, it is all part of the PHP culture. PHOTOVOLTAICS One of PHP’s most significant achievements has been its provision of photovoltaics, where Poole Housing Partnership has become the biggest provider on the south coast. To date it has fitted photovoltaic systems to around a quarter of its total housing stock which equates to around 1300 homes. But the housing provider hasn’t stopped there, installing air source heat pumps and even a rainwater harvesting system on a fourteen-bed hostel. And, it currently enjoys a very high SAP rating in the mid-70s across the stock. Key initiatives have included the upgrade of front doors, lofts and wall cavities, with the latest project focused on improving the efficiency of windows. “We’ve also used air to water heat pumps. We are looking at the feasibility of using the system in

happy to walk into the chief executive’s office and say how they feel things can be improved. We’ve also listened to the residents so we haven’t poured money into something to find out that wasn’t actually what they wanted. It is really about empowerment and the ability to listen with an open mind. Likewise, our contractors have a say too, so it is all about working collectively as a team.” Indeed, part of the Audit Commission’s findings noted how PHP was using its expertise to advise, develop and encourage other local authorities and housing providers to follow its lead. One example was a local social landlord which was struggling with processes and contracts for the maintenance of its housing stock. PHP mentored them through the process, offering a guiding hand based on its own experience. There is also an emphasis on partnering between local housing providers and PHP enjoys close relationships with Bournemouth Borough Council and East Dorset County Council who pro-

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 30

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the renovation scheme of two tower blocks which will enjoy a major external overhaul to increase the insulation. As well as that we will be looking at a renewable technology and if that brings in Renewable Heat Incentives (RHI) then wonderful but at the end of the day what we are looking for is something that will reduce the running cost of the property and therefore the fuel poverty within the stock,” says Mike. However, with the feed-in tariff for photovoltaics now reduced, does this mean the end for this type of technology? Mike believes not. “A lot of people stopped last year when the government said they were going to cut the feed-in tariff in December. But we were never doing it for the surplus cash. We

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were doing it initially for the residents, then for employment within the area and carbon reduction, and if there was some surplus we agreed with the board and council that any monies would be ringfenced purely to go towards energy reduction and renewable technology as and when it becomes available.” But being the best can sometimes mean a long and painful journey. Mike admits the organisation faced a tough task when it was first established. Becoming an ALMO in 2004 meant it secured around £35 million worth of additional funding and Mike acknowledges PHP had “a lot of work on its hands”. But it set to the task with a mindset of bringing the best possible living standards into people’s homes.

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To date Poole Housing partnershiphas fitted photovoltaic systems to around a quarter of its total housing stock which equates to around 1300 homes

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 31

HOUSING: POOLE HOUSING PARTNERSHIP

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www.thewarmergroup.co.uk

The Warmer Group are delighted to have just completed a major project with the Poole Housing Partnership. This project, which was won by tender has seen us having installed over 400 solar panels across the Poole area on various PHP properties. This important work, completed by our teams, means that Poole residents in these homes are significantly reducing their carbon emissions, resulting in considerable local environmental improvement, and are proud and delighted to have been chosen as the preferred supplier on this huge project.

The Warmer Group Ltd Unit A3 25 Haviland Road Ferndown Industrial Estate, Wimborne, Dorset BH21 7SA Tel: 01202 897273 www.thewarmergroup.co.uk

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 32

HOUSING: POOLE HOUSING PARTNERSHIP

OFFICES LOCATIONS HARLOW (HQ) – LEEDS – POOLE – MILTON KEYNES – PONTYCLUN – RHYL

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Poole Housing Partnership :feature 2 25/05/2012 09:50 Page 33

HOUSING: POOLE HOUSING PARTNERSHIP The residents were part of the process from the beginning and quickly realised that PHP wanted to not only upgrade the housing stock to Decent Homes standard but go way beyond those specifications. Sensing that quality didn’t mean a higher cost overall, PHP decided that better standards of material in refurbishments would mean increased lifespan, effectively reducing costs over the long term. It also addressed higher prices through modern methods of procurement to save on labour costs, balancing total outlay. “We are going to get twenty-five years out of something that would normally last half that time,” believes Mike. “We are replacing kitchens now that were put in fifteen years ago because they are falling to bits; you can see why they are falling apart and why it has gone wrong. It isn’t leakages or mould, it is purely because they were cheap and cheerful installations, and potentially all the borough could afford at the time. “We understood that the majority of the cost is in the installation, not in the materials, so why not spend that little bit extra on the materials, and reduce your cost on labour. That said the proof will be in the pudding. We have some bathrooms and kitchens that are six or seven years old and you’d think by looking at them they weren’t more than a year old. So we are starting to get confidence that what we did was right.”

Opening of Hamworthy Lodge hostel

www.yourphp.org.uk Tel: 01202 264444

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A1 Housing Basset law :feature 2 22/05/2012 10:41 Page 34

HOUSING: A1 HOUSING

QUALITY HOMES AND NEIGHBOURHOODS A1 Housing is an Arms Length Management Organisation (ALMO) providing the day-to-day management of Bassetlaw District Council’s housing stock

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ike many ALMOs working through the Decent Homes programme, A1 Housing’s budget for the work has been affected by the economic situation. Nevertheless, it has managed to deliver more than originally planned and is on target to complete ahead of schedule. A1 Housing was set up in 2004 to manage the housing stock of Bassetlaw District Council, which covers a third of the county of Nottinghamshire but with only one tenth of the population. It took over around 8,000 properties and a 10% condition survey showed that 4,700 of these failed the decent standard. “That formed the basis of the Decent Homes bid at £62 million,” recalls Director of Technical and Housing Services Don Spittlehouse. The condition survey showed that around 800 properties were non-traditional houses and flats that presented particular challenges. Over eighty of these still have work to be done but are the subject

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of a second bid to the Homes and Communities Agency that awaits a decision. At the start of the programme, Connaught and Bullock Construction were appointed to undertake the work and conducted full surveys on all the properties. Connaught unfortunately went into administration in 2010. The programme was well underway by this time, however, Bullock now remains as the sole provider. The programme of works that was originally devised was intended to improve SAP energy rating and to increase the weather tightness and structural integrity of the properties. The programme involved re-roofing where necessary, replacement of windows and doors, increased insulation and heating upgrades as the first priority. The full Decent Homes programme has also then incorporated the installation of new kitchens and bathrooms. Part of A1 Housing’s mission statement says that it works in partnership with local people and, in

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A1 Housing Basset law :feature 2 22/05/2012 10:41 Page 36

HOUSING: A1 HOUSING keeping with that, it consulted with tenants on the way the programme would be delivered. This resulted in a modified plan to deliver the programme more efficiently. The programme was also driven by three core strands of fuel poverty, crime and community safety, and disability. As a result, areas of high crime were targeted and new doors and windows were fitted as a starting point. SEPARATE PROGRAMMES An additional request from tenants was that the internal and external work was carried out separately rather than trying to do everything in one visit. Don says: “This method of programming the work has enabled us to run window projects separately, and by co-ordinating large scale installation of windows, we have managed to drive efficiency and keep costs down and make the money go further.” Making the money go further has been a theme of the exercise because the original £62 million allocation was fixed with no allowance for inflation, and with the change in government in 2010 that original allocation was reduced further by £11 million. The situation was helped by a stock reduction of around 1,000 due to Right to Buy and other reasons. Against that, A1 Housing is currently hitting 5,700 properties through the programme and has a completion target of 6,600 as opposed to the original 4,700 by the end date of 2014. “We’re above target even with reduced funding,” remarks Don. “We’ve actually generated that through inward investment, efficiency savings, work-

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ing with partners through Lean Sigma and business re-engineering, etc., and getting them working smarter and more efficiently. On average, we probably made about £1 million a year through efficiency savings and inward investment, and that spend has been re-invested into our Decent Homes programme and has also gone into renewable energy.” RENEWABLE ENERGY TARGET The organisation has targeted renewable energy so effectively, that it is on schedule to hit the government’s 20% target by 2020, meaning it needs to have around 1,400 homes using renewable energy. It has achieved a 12.5% CO2 reduction, partly through improved insulation and new boilers but also by installing ground source heating in 147 properties, air source heating in a further 190 properties and 133 PV panels. The plan is to install an additional 225 air source heat pumps between 2012 and 2014. As part of the programme, operatives have received training through an installer’s course and the organisation is now MCS accredited. As regards its own property, A1 Housing has a wind turbine operating in its head office grounds and has PV panels installed on an office roof. It was runner up in the CIOB Committed to Construction in the East Midlands Awards 2012 for Renewable Technologies and Sustainability. Don says: “We’ve targeted renewable energy across the district, predominantly single occupancy, people on benefits and single parents; mainly those

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people in fuel poverty. We’ve actually fitted them with more efficient heating systems, either ground source or air source, combined where possible with photovoltaics.“ Renewable energy is particularly relevant to Bassetlaw because it’s a predominantly rural area with many outlying villages that have no mains gas supply. So it helps to get people off oil and solid fuel systems while at the same time providing them with more efficient and cost-effective systems. BEYOND DECENT HOMES Although the Decent Homes programme has around two years to run, the finishing line is in sight and A1 Housing is already looking beyond that. All the existing stock data has been transferred to the Keystone asset management system, which records stock condition data and calculates the decency of individual properties. Planned and responsive repair data is collected automatically and used to update the database. This enables the production of an asset management plan that not only is used to schedule the work required to ensure the stock meets the decency standards by 2013-14 but also produces a thirty-year rolling programme to ensure the required level is maintained. The next step now is from Decent Homes to Sustainable Communities and that’s the challenge once 2014 is reached. www.a1housing.co.uk Tel: 01909 534484

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A1 Housing Basset law :feature 2 25/05/2012 08:34 Page 37

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mcloud:feature 2 17/05/2012 08:43 Page 38

HOUSING: HAB

BUILDING SUSTAINABLE COMMUNITIES

With sustainability, community and design high on its agenda, Hab, the residential development company started by TV presenter Kevin McCloud, has just won planning permission for its first project

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est known as the presenter of Channel 4’s Grand Designs, the broadcaster, columnist and designer Kevin McCloud has also invested a considerable amount of his time over the last few years into establishing a residential development company, Hab. The recent news, then, that the company, operating as Hab Oakus in partnership with housing group GreenSquare and Glenn Howells Architects, has won planning permission for its first project is clearly a vindication of “three years of hard work, blood, sweat and tears, and a great deal of money”.

The Triangle, a 42 home sustainable development to be built just off Northern Road in Swindon, fulfils Hab’s aim to build affordable housing in provincial and suburban locations. Furthermore the design of the development is very much informed by the company’s guiding principles of promoting strong communities, belief in the importance of public space and respect for cyclists and pedestrians, as well as displaying a commitment to sustainable lifestyles and outstanding contextual design. “We have been bowled over by the level of support from local people,” said Kevin. “It’s clear there’s a real hunger for a fresh approach to

housing, and a very real interest in living more sustainable lives. The decision to grant the Triangle planning permission demonstrates Swindon’s very real commitment to becoming known for beautifully designed housing, thriving communities and a forward-looking approach to the environment.” In addition to the Triangle development the Hab team is working on a portfolio of projects which include further housing developments through to master planning projects that all seek to promote principles of community, sustainability and exceptional design. A key element of this is in partnerships with a number of world renowned

“IT’S CLEAR THERE’S A REAL HUNGER FOR A FRESH APPROACH TO HOUSING, AND A VERY REAL INTEREST IN LIVING MORE SUSTAINABLE LIVES” KEVIN MCCLOUD www.bdcmagazine.co.uk

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architects that have been enabled by the high profile of the company. ORIGINS The origins of Hab were in part informed by a particular type of development witnessed in the recent boom years of British house building as Design Director, Isabel Allen, explains: “Hab came into being during a very different economic climate. We were conscious that there were a few volume house builders churning out a very generic product; a lot of money was around and bottomless demand so there was little incentive for developers to improve or offer choice.” With the slowdown in demand for homes as a result of the recession, many of Hab’s principles, previously rather marginalised, gained in popularity as the big developers increasingly needed to consider new approaches to house building. “In the last couple of years all house builders have tried to do what we’re doing – have a social

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mcloud:feature 2 17/05/2012 08:43 Page 41

HOUSING: HAB

conscience, an environmental agenda and a USP – because they’re all on the back foot now and, crucially, chasing public sector funding, so we’ve become more mainstream as a result.” PARTNERS Central to the Hab approach is in forming close working relationships with housing associations whose consultative methods are very much in line with their own as Isabel confirms: “We’ve put a massive amount of energy into engaging people and asking them how they might want to live.” Furthermore, by their nature housing associations have a culture of long term investment in communities where commercial developers are often all too quick to move on after completion of a scheme. “All our projects are joint ventures with housing associations because they have a culture of staying put rather than the hit and run mentality,” says Isabel. “And consultation is fundamental to how they work, providing good links to the local com-

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munity and working in a certain geographical area.” This lends itself to a joined up approach to home building that emphasises the importance of transport links, access to local schools and community facilities all working in conjunction with the housing development itself, in what Hab refers to as ‘the social and physical relationships between our projects and the wider community to bring tangible improvements to both.’ HOLISTIC APPROACH In the case of the Triangle a number of design innovations are planned as part of the development including three kitchen gardens for growing vegetables, as well as particular attention given to the landscaping of the grounds in order to encourage residents to spend time there and so minimise car use. Further initiatives aimed at reducing dependency on cars include plans for a car sharing scheme, discounted bicycle purchasing and home information portals relaying live bus information.

With the scheme to be built to code level 4 of the Code for Sustainable Homes, it’s in this holistic, community oriented approach to house building that Isabel believes Hab’s real strength lies, rather than in zero carbon development. “The leap to code 5 takes you beyond the bounds of what you could justify spending public sector money on,” she says. “We take the view that the holistic approach is more important: that if it’s code 4 but people are enjoying their spaces, spending time there, not using cars and the community is functioning then the impact on the environment will be much improved than if people have zero carbon homes. “Fundamental to our ethos is that we build within standard house building budgets which are low, so these are houses without fancy additions because we want them to be affordable.” Tel: 01243 816611 Web: www.haboakus.co.uk

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NHBC:feature 2 22/05/2012 11:23 Page 42

HOUSING: NHBC FOUNDATION

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NHBC:feature 2 22/05/2012 11:23 Page 43

HOUSING: NHBC FOUNDATION

DELIVERING BETTER INFORMATION The NHBC Foundation has welcomed moves to make the EPC more consumer friendly

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he NHBC Foundation has welcomed moves to make the EPC more consumer friendly. The recent policy update from the Department for Communities and Local Government (CLG), announcing the revised domestic energy performance certificate (EPC) has been warmly greeted by the NHBC Foundation. The policy update reveals that the new-look EPC will be shorter, use plain English throughout and has a revised design and layout – focusing on potential costs and savings of different energy efficiency measures, rather than CO2 emissions. These changes are as a result of research conducted on behalf of CLG by Consumer Focus, which found that many consumers did not understand the information presented in the previous EPC. NHBC Foundation’s recent research – “Today’s attitudes to low and zero carbon homes – views of occupiers, house builders and housing associations” - was launched in February and confirms the findings from Consumer Focus, as it comprehensively explores the views of house builders and housing associations, as well as occupiers actually living in highly energy efficient new homes. Today’s attitudes… recommends a number of specific measures to simplify the topic of zero carbon across the whole housing supply chain, from construction to marketing and occupation. The first of these recommendations was to link efficiency of

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new homes to cost benefits, something which EPC with cost information based on accurate, actual energy has the potential to improve. Ted Chandler, NHBC Foundation, said: “We are delighted that the findings of CLG’s research have resulted in positive action for consumers. As the EPC is mandatory during the purchase of a new home, it has the potential to deliver important information to prospective homeowners, helping enable them to make informed decisions about how best to reduce a home’s energy usage. “The NHBC Foundation research showed positive attitudes towards low and zero carbon homes and new technologies, but also highlighted some confusion around actual energy savings, which we hope revisions to the EPC will address. “There are a total of eleven recommendations within NHBC Foundation’s report, and we would hope that Government and industry alike will now seek to deliver on the other ten, helping consumers to understand and engage with low and zero carbon homes.” The NHBC Foundation was established by NHBC in partnership with the BRE Trust to facilitate research and development, technology and knowledge sharing, and the capture of industry best practice in the pursuit of improved building standards for the new-build housing sector. www.nhbcfoundation.org Tel: 01908 746 739

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Wilden Homes :feature 2 19/05/2012 10:44 Page 44

HOUSING: WILDEN DEVELOPMENTS

BUILDING TO THE HIGHEST STANDARDS Wilden Developments build, renovate and develop private, commercial and industrial properties to the highest standards

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aving a back-up plan is always a good idea and so, when Wilden Developments moved into small residential development in 2007, it had its main contracting work to fall back on. It did build two four-bedroomed detached houses in Kidderminster but, by the time they went on the market, the crash had come. “We’ve stopped doing that since the recession and have gone back into main contracting,” comments Managing Director Mark Hingley. “We now do a broad spectrum of work, from listed buildings to barn conversions, doctor surgeries, some industrial work, major house alterations and refurbishment.” VARIED WORK The work splits into residential, industrial and commercial development, with the former being largescale extensions, generally around the £500,000 mark, and coming through homeowner and architects. The commercial work also mainly comes through architects with a lot of work in the last few years on new and refurbished doctors’ surgeries. A sizeable proportion of the industrial development recently has come from the Legal and General Property Fund, with a fair bit of new build and refurbished factory space.

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Wilden Homes :feature 2 19/05/2012 10:45 Page 45

HOUSING: WILDEN DEVELOPMENTS Much of the work is in the Midlands although there have been contracts as far north as Peterhead and down into Aylesbury. And because much of it comes through architects, it’s generally pre-designed. Mark says: “We make recommendations and offer advice but the basic design is already done. On smaller jobs we can do the design as part of a package but generally we work from architects’ designs.” An interesting recent project was an alteration to a farm cottage. “It was in a pretty bad way but the planners wouldn’t let the client demolish or extend it too much,” recounts Mark. “So we’ve formed new basements, rebuilt the whole thing and put a new roof on. That’s been quite a challenge because it was in terrible order so it’s either had to be underpinned or knocked down and rebuilt. We’ve had specialist damp-proofing people in and the property had bats. We had to provide another area for the bats and then we had to wait for the season to finish before we could replace the roof.” INNOVATIVE HOUSING When the housing market picks up, the intention is to go back into residential developments. Wilden has retained its NHBC membership and, as Mark explains, was on the verge of an innovative housing development before it pulled out of the market: “They’re sprayed concrete, everything is circular and they’re built half in the ground, so they’re very sustainable and heat efficient with polyurethane insulation. We got planning permission for a site here in Worcestershire and the planners thought it was wonderful and passed it within six weeks.” With the housing market heading down, NHBC approval unlikely due to the novel design and finance in short supply, the project was too risky to carry forward. However, the design received favourable comments and so may be resurrected when residential development restarts, although with the contracting side providing the core of the business. www.wildendevelopments.com Tel: 01562 777173

Specialists in electrical design, installation right through to maintenance B W Electrical Contracts Ltd 10 Church Street, Kidderminster DY10 2AD T: 01562 752509 F: 01562 829311 W: www.bwelectrical.co.uk E: sales@bwelectrical.co.uk

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Broadway Heritage:feature 2 23/05/2012 08:08 Page 46

HOUSING: BROADWAY HERITAGE

BEAUTIFUL G HOMES IN STUNNING LOCATIONS

ood to their word, Broadway Heritage Plc have developed in some breathtaking locations. Views from Moravian Place, their latest development of 11 luxury apartments in Bath extend across the city of Bath to the Royal Crescent, Lansdowne Crescent, Beckford’s Tower and beyond. The project was completed in May 2012 and 3 apartments were sold prior to completion. Jamie Dellow, MD of Bath based contractors CTS is delighted with the outcome. “The site was not without its challenges being steeply sloping. The upside is that the architecture has made the most of the site’s natural feature – its views!” CTS have also been involved in Broadway Heritage’s largest development thus far in Weston super Mare. This project comprises 28 new homes in 5 Grade 2 Villas overlooking the Bristol Channel and enjoying far

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Broadway Heritage:feature 2 23/05/2012 08:08 Page 47

HOUSING: BROADWAY HERITAGE reaching views southwards across the sea to the North Devon Coast and westwards towards the Welsh Coast. The views are particularly striking on a cold clear day when snow on the Welsh Mountains and Exmoor can be seen 30 miles distant. The restoration of these villas started in 2009 and will be completed later this year – the project timing having been carefully judged to ensure that demand is met by supply. “These apartments are a third of the price of sea facing apartments in Poole Harbour” says Nick Webb of agents Hobbs and Webb. “The quality is contemporary but the site, which sits 300 feet above sea level, is extraordinary and has been restored beautifully by Broadway Heritage” TESTIMONY Previous Broadway developments in Cheltenham overlooking the Grade 1 listed Pittville Pump Rooms and Ascot overlooking the renowned racecourse are testimony to Broadway Heritage’s ability to carefully develop in places where people wish to live. Ascot Place is a scheme of 14 apartments and PittvillePlace comprises 16 apartments. Both schemes are aimed at downsizers – couples wishing to move out of larger homes to give themselves the freedom to “lock up and leave” and live in a managed environment. Mature singles seeking quality and tranquillity also find the formula attractive. “Our design and systems are tailored to the demanding buyer who knows what they want” says Michael Hodges, MD of Broadway Heritage. “Generously proportioned rooms with high quality kitchens and sanitary ware, high performance windows and doors and efficient, flexible heating systems are all part of the Broadway Heritage package” he continues. “In 2002, when we first opened our doors for business, we sequentially bought a number of hotels in Bath and restored them as beautiful residences. The proportions of the rooms in Grade 1 and 2 listed Georgian buildings lend themselves to gracious living. Customer feedback was that there was not enough high quality development in “to die for” locations and we therefore resolved to buy and convert where possible and build where necessary to fulfil this seam of demand.” “On balance” says Michael, “ the combination of location and quality is a winning formula and one which we hope to pursue with vigour for many years to come”

Riverstone Projects Limited is a property and construction company that provides a range of property development management services that cover all aspects of the process from site identification to the ultimate marketing and onward sale of the finished product. Services include planning advice, financial appraisals, project management and quantity surveying Strong development management is essential for success in any property development and Riverstone can offer either a “one stop shop” providing a single point of contact or a bespoke service dependant on the particular requirements of the project.

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The only construction partner you’ll ever need

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CTS is a team of seasoned professionals, all with many years of both specialist and broad based construction experience that enables us to enhance the potential within a development and create a more profitable and ultimately better environment for everyone.

Unit 12, Brassmill Enterprise Centre, Brassmill Lane, Bath BA1 3JN Tel: 01225 334 474 E-mail: admin@c-t-s-ltd.com Web: www.c-t-s-ltd.com

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Bardsley Glass :feature 2 22/05/2012 12:19 Page 48

HOUSING: BARDSLEY

BETTER BUILT BY

BARDSLEY

With in excess of 45 years heritage, Bardsley has a solid foundation upon which a dynamic, innovative and creative multi disciplinary business has been built

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ardsley has forty-years of experience and expertise behind it, offering customers a dynamic, innovative and creative multi-disciplinary business. Now enjoying turnover in excess of £70 million, success has been secured through the company’s commitment to partnership and collaborative working with public and private sector client groups including local authorities, education bodies, housing associations, NHS Trusts and health authorities. For these organisations Bardsley undertakes design and build and traditional contracts with considerable partnering arrangements totalling over £120 million of contract value to date. Seventy-eight percent of its contract workload is secured from repeat clients and the company has gained appointments to a number of partnering

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framework agreements with housing association consortia and education providers across the North West of England. Bardsley’s diverse workload includes the construction of education facilities, medical centres, leisure facilities, sporting facilities, offices, industrial and retail premises not to mention over 1,500 homes built for its wider client base over the last six years. It has a wealth of experience in refurbishment and conversion projects including work on behalf of local authorities to housing stock, schools and other civic and municipal buildings. The company employs a team of directly employed committed and talented people, while its apprentice programme ensures that it guarantees its future assets. Bardsley’s ambition is to constantly refine and improve working practices, adopting a non-adversarial approach to project management

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Bardsley Glass :feature 2 25/05/2012 08:40 Page 49

HOUSING: BARDSLEY and it always aims to deliver an excellent product to specification, within budget and on time. Currently, Bardsley has delivered its last 149 projects within programme; an achievement which it believes is quite unique in the construction arena. The company is committed to environmental protection and sustainability and has applied rigorous policies and procedures to ensure it minimises its impact on the globe. It promotes recycling of materials and seeks to minimise both material and energy waste. In addition, it operates the most demanding health and safety procedures and expects the same of those working with it resulting in accident and incident rates significantly lower than national trends. The company is also fully committed to quality management and has achieved ISO 9001 accreditation. In addition it is one of only very few constructors with both ISO 14001 environmental accreditation and OHSAS 18001 for its health and safety procedure. Not surprisingly, it has received a string of awards and accolades in recognition of its efforts. The company strives to become the best building company in the North West through the relentless implementation of new techniques, strategies and procedures, and alliances with high quality supply chain partners with equally high aspirations.

“The quality of our products, reliability of our service, competitive pricing and our undoubted professionalism are why we are chosen as a preferred supplier for so many distinguished builders, contractors and developers” Kevin Thackeray – Commercial Manager.

4PVCu 4Aluminium 4Windows 4Doors 4Curtain Walling 4Conservatories

www.bardsley.co.uk Tel: 0161 330 4444

Droylsden Glass Limited Freephone 0800-074-0897 email: kevin@droylsdenglass.co.uk web: www.droylsdenglass.co.uk/commercial

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ardmore:feature 2 22/05/2012 12:28 Page 50

HOUSING: ARDMORE GROUP

QUALITY WORKMANSHIP Ardmore is a large privately owned design and build contractor that provides a unique range of in-house services to guarantee the delivery of cost efficient, timely and high quality products and services.

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rdmore has always had a reputation for attention to detail and quality workmanship. However, over the last ten years, this family business from Enfield, Middlesex, has grown to become one of the largest privately owned design and build main contractors in the UK. Working on major projects across the country including the Athletes Village for the Olympics, the award-winning Granary Wharf scheme in Leeds, and the luxurious five-star Corinthia Hotel near Trafalgar Square in London, Ardmore has proven its ability to make the vision a reality across a variety of building types. Founded in 1974 by Patrick and Cormac Byrne, Ardmore offers a unique, full capability service supporting all aspects of the construction and development process enabling it to offer clients fixed price certainty on projects up to a value of £150 million. With key trades throughout the design and build process remaining in-house, Ardmore can provide flexibility and efficiency in delivering a high quality product suited to the client’s needs. Although known for its work within major high density residential schemes, the company has now established itself in a variety of areas including mixed-use developments, office and industrial buildings, retail and leisure schemes as well as high profile hotel and education projects. BECOMING RECOGNISED Increasingly, Ardmore is now also becoming recognised for its successful delivery of high rise and luxury residential projects. Currently, it is working on one of the tallest schemes currently taking place in London. 150 High Street Stratford is part of a landmark regeneration project in London, comprising of five new residential blocks providing 704 new homes. One of the blocks is measured at over 132 metres high, meaning it will be a notable addition to London’s skyline as one of the tallest residential structures in the city. Significantly, 150 High Street is being constructed under a lump-sum fixed-price

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design and build contract, one of only a few schemes of its size in the UK to be procured this way. “CERTAINTY OF COST” Chris Langdon, Development Director, feels this control of price enables the company to stand out. Having the capability to design, manufacture and build with all associated trades provides a “certainty of cost” that distinguishes Ardmore over others. “It is about control, quality and cost, and that applies to all our projects from public sector and affordable housing right through to luxury developments – the same principles apply,” he says. “We have our own scaffolding, major plant, resources such as our own fleet and logistics and distribution centre. These elements allow us to build flexibly which is crucial when dealing with large-scale building projects.” Chris highlights the diversity of projects undertaken by Ardmore as well as its ability to work across the country from Glasgow and Edinburgh down to Portsmouth. One of its most successful projects recently was in the North, where Ardmore was the main contractor on the Candle House and Waterman’s Place buildings as part of the Granary Wharf development in Leeds. These two impressive buildings provide affordable and private apartments on the upper levels and leisure, retail and commercial space on the ground floor. The development has been lavished with praise and has been awarded ten major industry awards. Its most recent came in November 2011 when the National RICS Awards gave it the top prize for Regeneration. “To be involved with a scheme that has been recognised for its outstanding design and regeneration impact shows the level of quality that we can achieve. It highlights our ability to work with the design team to find the right solutions and produce buildings that meets the original vision and expectations of a project,” says Chris. He adds, “Granary Wharf is an example of how successful a project can be when everyone is work-

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ardmore:feature 2 22/05/2012 12:28 Page 51

HOUSING: ARDMORE GROUP ing to the same objective. We feel very privileged to have been involved with it.” However, recent highly successful projects such as Corinthia Hotel in London and The Jewish Community School have proven Ardmore’s expertise to complete all kinds of projects to the highest standard. Chris feels these sorts of buildings are important to show the company is more than just a residential builder. “We’re primarily seen as a high density, residential contractor. Delivering Corinthia in the way that we did has put our name into a new arena. It is something we have always been confident about but being recognised for the achievement is great for people to see what we can do away from what has been perceived traditionally as our core areas,” explains Chris. Ardmore also commissioned a booklet detailing the construction of Corinthia Hotel, which shows the story of the project from conception to completion. Richard Parry of the Ministry of Defence had nothing but praise for the finished building. He said, “I was amazed with the scale and complexity of the renovation. Some of the work has been ingenious and I could hardly believe that the entire internal structure of the building could be removed and rebuilt without removing the façade. Ardmore’s management and organisation of such was most impressive even by military standard.” THIRTY NEW APPRENTICES But Ardmore’s impressive growth over the last ten years is not about to see them rest on their laurels. In 2012, it expects to hire thirty new apprentices to join its already large group of trainees as it looks to build experience and expertise in-house to maintain and prolong the quality the company is known for. Apprentices will take up roles in a number of disciplines including carpenters, electricians, painters, decorators and plumbers. All trainees are overseen by Ardmore’s full time employment and skills co-ordinator. Ardmore develops employment and skills programmes for each of its projects, to include initiatives with local schools and colleges as well as work placements and apprenticeship schemes. For example, onsite at 150 High Street Stratford, the apprenticeship programme includes design and construction workshops for primary school pupils as well as work placements for under graduates, site visits and educational workshops for local colleges. Six students from Newham New Directions designed and built an on-site classroom during a two-week placement under the supervision of Ardmore’s skilled tradesmen. Two of the students have since been offered full apprenticeships at Stratford, working with twenty-three apprentices who were recruited through the Construction Skills Certification Scheme. IMPORTANT Chris acknowledges how important apprentices are to the company. “We have been running apprenticeship schemes for many years. With the in-house resources and the variety of skills we have, apprentices have a great grounding through excellent mentoring paths that provide key skills and knowledge in vital areas of various trades.

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ardmore:feature 2 22/05/2012 12:28 Page 52

HOUSING: ARDMORE GROUP “People have come in, they’ve learned and they’ve stayed with the company. What we’ve done in the last three years is formalise those programmes so the apprenticeship schemes we’ve always run informally are now on a much more structured framework. We see these people as potential directors and project managers of the future, and we try to give them that opportunity across the company. “One of the major issues the construction industry will face is having the right skills available. The more we can develop in-house, the better we will be. It is something we take very seriously and we understand that it brings value back into the business.” EMPLOYER EXCELLENCE AWARD Ardmore’s industry-leading approach has been widely recognised. This year the company was presented with the Employer Excellence Award by the College of Haringey, Enfield and North East London for its work with seven apprentices. And last year it won two awards and special recognition for its contribution to employment, training and skills during the Olympics construction project from the National Skills Academy. One of these awards – Women Into Construction Award – celebrated the provision of employment opportunities for women in the industry. Ardmore continues to set the benchmark for main contractors in the construction industry. By employing and training a large workforce of highly qualified and skilled people complemented by its offsite manufacturing centres, trade workshops, centralised logistics facilities and specialist plant, the company can ensure quality, consistency and reliability that is as comprehensive as it is unique. www.ardmoregroup.co.uk Tel: 020 8344 0300

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ardmore:feature 2 25/05/2012 09:26 Page 53

HOUSING: ARDMORE GROUP

Expect the Professionals The Company specialises in external envelope – panels, trespa, terracotta and wood cladding; lightweight steel frame fixing (banro/metsec/flatpack), external insulation fixing, render applicators, and internal work – drylining, plastering, painting and tape& jointing. EXTERIOR WORK > Rainscreen > Trespa > Terracotta > Metsec > Render

INTERIOR WORK > Residential > Office

43 Elmdale Road, London, N13 4UN Tel: 02074768651 Mob: 07810623731 Web: www.monument-contractors.co.uk E-mail: info@monumental-contractors.co.uk

www.newhomescarpeting.co.uk

We specialise in all types of flooring for the New Build and Commercial sectors including Carpets, Amtico, Wooden Floors, Karndean, Vinyl, Carpet Tiles, Designer flooring, Sound Proofing, Safety Flooring and Bespoke Stair Nosingʼs. Whether you are choosing flooring for your Offices, Communal Rooms, Concierge areas and even Cycle Stores, we can supply and fit the best flooring solution from all major manufacturers. Our dedicated team will provide an excellent service from commencement through to completion of the project, ensuring work of the highest standard.

Unit 14 Marshgate Business Centre, Parkway, Harlow, Essex CM19 5QF Tel: 01279 630190 Fax: 01279 630191 Email: russell@newhomescarpeting.co.uk Web: www.newhomescarpeting.co.uk

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peterborough:feature 2 23/05/2012 16:35 Page 54

PUBLIC SECTOR: PETERBOROUGH REGENERATION

THE REGENERATION OF

PETERBOROUGH Growth is seen to be the way forward for Peterborough and its drive to regenerate the city.

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PUBLIC SECTOR: PETERBOROUGH REGENERATION

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rowth is seen to be the way forward for Peterborough and its drive to regenerate the city. However, Head of Growth and Regeneration for Peterborough City Council, Andrew Edwards admits it’s a particular challenge in the current economic climate: “We are fully aware that government money is something that we may get but it will never be in the quantity that it was in the past. So we have to look at innovative approaches.” One approach is to create demand for what Peterborough is able to provide and an advantage it can put forward is its close proximity to the capital. It is only 45 minutes away from central London and many people commute to work there. So the challenge is to get a lot of those businesses that may feel that London is the place to be to consider having a base in Peterborough instead. There is high quality office space available at considerably cheaper prices than in the centre of London, which is something that can be promoted to companies looking to relocate. The council does not see itself as a developer but will instead seek to create the right environment and work with a developer on projects. In fact the projects it deals with, as Andrew points out, fall into three categories: “The first category is where we are the principal land owner and we can use our interest in the land to engineer and encourage development. Then there’s a second area where we are a peripheral land owner and we will work with other land owners to bring something forward for growth and development.

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“The third category relates to those areas where we have no land interest but we can talk to people and get them to speak together and realise that the growth of an area in addition to benefiting the council will also benefit them. Of course, any development these days has to be both economically and environmentally sustainable, so it’s about engineering those types of projects to ensure that they can give the necessary returns to the investors in a somewhat challenging market.” ENHANCED PUBLIC REALM Across all the categories is the council’s role in enhancing the public realm to create a better environment for people shopping or working in the city. A particular area where this has occurred is Cathedral Square and St John’s Square, which have undergone a major redevelopment. “It is a big public space that has encouraged additional investment into the city,” recounts Andrew. “Whilst this area is completed we are now moving to other areas of the city centre. Further work is scheduled to start in the summer on Bridge Street and Cowgate – key areas within the city centre. “Like most city centres, we have an ongoing challenge about the demands for retail units and other properties in the city centre. We’ve seen that by installing fountains, seating areas and doing other work here, we’ve been able to encourage various businesses into the city centre. So we’ve seen the benefits of that and, of course, if we generate more businesses, we generate more footfall and we are able to retain people in the city centre. That

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Building for a sustainable future...


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PUBLIC SECTOR: PETERBOROUGH REGENERATION

means they spend more of their time and their disposable income in the area.” Cathedral Square has seen a £12 million investment programme that has created an energetic piazza surrounded by stylish restaurants, bars and cafes. The centrepiece of the scheme is a grid of fountains and some green space that is set against the backdrop of the city’s Norman Cathedral, the Guildhall and St John’s Church. The area has already attracted some top name retailers and restaurants. The scheme included the removal of the old Norwich Union Building to create the new St. John’s Square as well as the restoration of Cathedral Square itself. It included a lighting

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scheme that has won an award for its design while the overall scheme won a regeneration award in the regional heat of the annual RICS awards and is now through to the national finals. PRIORITY AREAS One of the priority development areas is the South Bank, where the council is in the process of doing the final due diligence and a costing exercise prior to awarding a contract for the development of one of the stands at the Community Stadium. As well as providing spectator accommodation for football, it’s also going to have an educational facility beneath

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the stand. The intention is to give youngsters and others in the local community the opportunity of going to an educational facility, but a non-traditional one that’s also linked very closely to the green aspirations of the city. Also within the South Bank is Peterborough’s major contribution to the sustainable housing agenda. The challenge to the public sector here is to work with developers to demonstrate how the government’s new zero carbon standard, which will apply to all new homes from 2016, can be delivered in practice. Morris Homes has planning permission to build 295 homes to that level on a 17 acre former factory site. These include a mixture of two, three and four-bedroom houses plus 74 two-bedroom apartments in a seven-storey block that has a grass roof and green walls. Andrew says: “It is challenging but we worked with our partners, the Homes and Communities Agency, to put together a package to move it forward. Work has actually started and the contractor, Morris Homes, is moving forward with the development of that site, which again supports the green credentials of the city.

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PUBLIC SECTOR: PETERBOROUGH REGENERATION

Tel: 01733 347210

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“It’s a very challenging project because, although people talk about the environment and whole life costing on projects, we have to recognise that the house buyer is initially concerned about the cost of acquiring their home. So it’s challenging to make sure the units there are affordable whilst hitting the necessary sustainability criteria. We are in an environment where there is pressure on finances and no readily available cash, so from our point of view it has been a very successful project in proving the concept.”

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Peterborough no longer has its own housing stock so any affordable homes on the site will be managed by Cross Keys Homes, which is the biggest registered provider in the area. The council works very closely with Cross Keys Homes and shares information for mutual benefit. This is necessary and advisable because there are adjoining land issues and the city has responsibilities for getting people housed and hitting affordable housing targets. It’s a similar situation with a development of 7,000 houses at Hampton, which is a private development.

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PUBLIC SECTOR: PETERBOROUGH REGENERATION However, it is effectively creating a new township with a need for adequate infrastructure. The council has the challenge of ensuring the linkages between Hampton and the rest of the city are there in order to avoid the creation of a separate, standalone community. The aim is to get all the people living there integrated fully with the rest of the city. Proposals are being worked on for an area north of the railway line, which is land that is principally under council ownership. “We then have other areas where we are keen to see growth and development starting,” adds Andrew. “One is the Station Quarter although that actually falls into the category of where we have little or no land interest; if anything, it’s very minor. We are working with the developers and the land owners to see how we can bring that forward and how we can work and engineer it in such a way that the demand is created. “There’s also the hospital site, which is yet again another big site that isn’t in our control. That is on the market at the present moment because the hospital has relocated to a new site and the hospital’s trust is very keen to use its land assets in a particular way to generate revenue and capital for the provision of the services. Overall, there are a number of what I would describe as major sites across the city that we’re looking to enable development on.” The council has plans to generate £36 million in cash over the next ten years by disposing of surplus land, which may then become part of the overall regeneration and development programme. It’s also

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in the process of reprofiling its property ownership, although doing so in such a way that it is able to ensure that any moves it makes don’t leave a void unit for a lengthy period. Consequently, the aim is to make sure that any moves are undertaken in a planned and co-ordinated way so that everything works in the way it should do. This process may result in some buildings becoming surplus to requirements and available for disposal although Andrew insists this must be done carefully: “If you look at the sites, the question is what they will be used for in five or ten year’s time. A site may be an office block at the present moment but we have to look at what land ownership is around there and the way in which we can take that forward and provide something either for the people of Peterborough or a new employer.” LONG TERM PLAN There is an overall long term plan for the regeneration. This is mainly for internal use because, particularly at the present moment, plans tend to be quite fluid. Around ten years ago, there would have been reasonable confidence in being able to access the money from various sources to do what was required. Currently, however, the funding situation makes that an impossibility and so plans have to be changed accordingly. This might mean that Peterborough’s planning has to be necessarily adaptable and it has to react to meet the changing situation. “The key thing is that

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we have to be quick and we have to be agile,” remarks Andrew. “If there’s an opportunity out there, we need to take it. It’s never ending and we just keep moving on. If you look across the city, there are sites where there are new properties on them but in other areas there’s an ageing property stock. Once we’ve got something moving, we move on to the next and then can keep rolling right through the city. “There is a danger that, in terms of a long term objective, a significant development may bring benefits but those benefits could only start to materialise in a five to ten year timescale. We have to look at what we can do to get those benefits through quickly.” TO MAKE A DIFFERENCE Leader of Peterborough City Council, Councillor Marco Cereste, says that the key thing is to make a difference to the average man and woman in the street. “We want to ensure that our city is a place of choice for people to live, work and visit with a vibrant city centre, university courses training our workforce of the future, with leisure and cultural facilities for us all to enjoy," says Marco. “In this difficult economic climate, many cities have put their growth plans on hold. In Peterborough, we are ahead of the game and are working hard to ensure the city continues to improve and grow.” www.peterborough.gov.uk Tel: 01733 747474

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peterborough:feature 2 01/06/2012 07:44 Page 63

Enterprise is working in partnership with Peterborough City Council AT ENTERPRISE PETERBOROUGH our in house Property Design and Project Management team have over 20 years of experience in delivering a range of front-line services which have supported Peterborough Regeneration. We have supported the councilʼs role in enhancing the public realm, including the full refurbishment of St. Peterʼs Arcade. EXAMPLE PROJECT: DESTINATION CENTRE, ST. PETERʼS ARCADE Peterborough Tourist Information Centre required a partner to convert an existing mobile shop into a Destination Centre for Peterborough. The client required a modern minimalistic scheme meeting the aspirations of city residents and to act as a catalyst for attracting tourism to the city. A number of architectural design features were included in the delivery of the Peterborough Destination Centre: • Concealed lighting • Tensile fabric ceiling features • Tensile fabric partition features as a backdrop to shop displays

• Corian counter with concealed till • Wall cladding with integral concealed storage • Continuous leaflet display with LED lighting • Open and exposed ceiling • Original 1930s slim-line copper shop front frames refurbished • Multi-colour changing LED lighting effects Each of these features supported the achievement of a minimalistic scheme as specified in the project brief. Through the implementation of a number of sustainable design solutions including LED lighting, energy efficiencies and savings have been achieved for the Centre. The utilisation of latest LED technology for lighting has achieved average savings of £1,387 per annum on electricity bills, excluding maintenance. In addition to the financial savings achieved, total hourly energy consumption is reduced compared to the use of normal lighting options.

Enterprise Peterborough provides Project Management, Building Design, Cost Management, Environmental, Design Services to buildings in Peterborough and the surrounding areas. We have a strong track record of delivering high quality, value for money services. Enterprise Peterborough also deliver a range of front line services including: 4Property Design and Project Management 4Property Management 4Building Maintenance 4Waste and Recycling 4Street Care 4Hospitality and Catering 4Cleaning 4School, SEN and Community Passenger Transport

ENTERPRISE PETERBOROUGH PROPERTY DESIGN AND PROJECT MANAGEMENT SERVICES Design • Architectural Design • Services Design • Structural Design • Landscape Design • Feasibilities Environmental • Carbon Reduction • Low Energy Solutions • Asbestos Management • Condition Surveys • Options Appraisal Cost Control • Quantity Surveying • Value Engineering • Whole Life Costing • Energy Modelling Project Management • Programme Management • Project Management • Risk Management • Stakeholder Management Facilities Management

Clare Lodge Secure Unit, New Build Extension, £6m project value

John Clare Children’s Centre, £280k project value

Discovery Primary School, £1.18m project value

Peterborough Destination Centre, £150k project value

Tel: 01733 425 425 Email: communications@enterprisepeterborough.co.uk Web: www.enterprisepeterborough.com


AIS:feature 2 17/05/2012 08:47 Page 64

INTERIOR SPECIALISTS: ASSOCIATION OF INTERIOR SPECIALISTS

A MARK OF

QUALITY Robert Barker, membership manager of the Association of Interior Specialists, talks about the AIS and why specifiers should look for the AIS logo when sourcing interior fit-out contractors and suppliers

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INTERIOR SPECIALISTS: ASSOCIATION OF INTERIOR SPECIALISTS

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pecifiers need interior specialists to help them turn interior designs into reality. Success can only be achieved though a reliable source of quality manufacturers, distributors and, in particular, interior contractors to bring all the elements together and provide a well-installed functional and imaginative solution. Representing companies involved in the manufacture, supply and installation of all aspects of interior fit-outs and refurbishment the Association of Interior Specialists provides specifiers with a quality source of specialists for their projects, companies who understand good spatial design and can work with them to achieve the best interior solutions. AIS members operate in retail and commercial offices, the public sector, banks and buildings societies, hotel and leisure facilities, airports, hospitals, educational facilities and beyond. QUALITY MEMBERSHIP Part of the AIS mission is to raise, maintain and ensure continuity of standards and to be a source of quality membership, giving specifiers peace of mind that the AIS member they engage will provide excellent service and results. Membership of AIS is not automatic and applicants are subject to strict vetting procedures. In the case of contactors, this includes inspection of recent contracts to assess workmanship standards. On being accepted into membership, members agree to abide by the AIS code of conduct and conditions of membership. AIS members are not only vetted on application but on an ongoing basis to ensure standards are maintained. PROMOTING BEST PRACTICE AIS actively promotes good practice in the interiors sector to enable designers and clients to achieve the high quality projects to which they aspire, and

requires that the quality of materials, service and workmanship provided by members is of a high standard. The AIS Contractors Awards, presented at the Dorchester in London in June, are held annually to highlight the standard of interior solutions which AIS members provide. There are seven categories – Interior Fit-Outs, Ceilings, Partitioning, Drywall Construction, Specialist Joinery, Operable Walls and the Judges’ Award. The architect or interior designer of the Gold award-winning project also receives an award. Roger Adams, practice principal at architects Bisset Adams, who judged the 2010 Interior Fit-Out finalists commented that the range and complexity of the installations visited was phenomenal and whilst as different as chalk and cheese all were delivered with exceptional results. To view full details of Gold and Silver winners visit the AIS website at www.ais-interiors.org.uk AIS has also developed a Private Standard (PS) in conjunction with the British Standards Institution (BSI), to help its members implement tried and proven methods of streamlining their company for the benefit of their business and stakeholders. Called AIMS (Association of Interior Specialists Integrated Management Standard), the document sets a benchmark for supplier and contractor members to review their internal processes, help address risk exposure responsibilities and to enable them to deliver quality solutions to their clients’. PROVIDING INSPIRATION The Association’s website www.ais-interiors.org.uk features an interactive categorised interiors directory to help specifiers source quality interior contractors and products. A photo gallery adds design inspiration, showing interior projects entered in to the AIS Contractors Awards. Specifiers can click on a specific photograph to establish the AIS member

who carried out the contract, client, award year and category and whether the project won an award. SOURCE OF NEW PRODUCTS Specifiers need good reference sources and to know about new and established products. The Association’s magazine Interiors Focus, which is free to specifiers, is packed with inspirational information. GOOD PRACTICE GUIDES The practical and generic AIS site guides for relocatable partitioning, glazed partitioning, suspended ceilings, drylining, raised access flooring and wallcoverings are also free to specifiers and, along with the online AIS Factfile information sheets, are approved material under the RIBA CPD Providers Network. As guides to best practice, these help specifiers to understand the different types of drylining, partitioning, raised access flooring, suspended ceiling and wallcoverings and the construction requirements of a chosen system, and aid their understanding of the requirements of the interior contractor as a member of the construction team; helping them to optimise their performance in the role of specifier. In addition, AIS provides technical and product help to professional specifiers and its members and operates an independent specialist advisory service for problem installations. HIGH QUALITY INTERIOR SOLUTIONS So, to achieve the best interior solution, with that added peace of mind of knowing the company you select has been vetted and has the support of a recognised trade association, look for the AIS logo – a mark of quality. Tel: 0121 707 0077 Email: info@ais-interiors.org.uk Web: www.ais-interiors.org.uk

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INTERIOR SPECIALISTS: IOR GROUP

IMAGINATION TO CREATION

Where most office design specialists will outsource office fit out to a variety of third party suppliers, IOR complete the job from start to finish

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he development of many companies is largely client driven, which is why IOR went from a furniture supply business when it started in 1989 to undertaking full office fit-out around six years later. Now, most of its £20 million turnover comes through design and build. “Our focus is on quality clever design and we deliver it with flexibility and speed,” comments Managing Director Mark Randall. “Those are the keys for us. We try to avoid being contractual, we’re as flexible as we can be and we deliver with speed.” IOR’s target market is any commercial office with an area of 5,000 to 100,000 square feet, either new builds or refurbishments and generally for corporate clients that include some of the biggest companies in the world. It works nationwide, although 60% of the business occurs within the M25, and

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another of its big drivers, Mark confirms, is client retention: “We look to work with clients project after project and we’ve got some, such as Logica, who we’ve dealt with for over twenty years. We provide fit-out and furniture for them on a rolling programme and we’ve worked at probably twenty different sites throughout the UK.” The company continues to supply furniture but the big emphasis is on design and build; it is the only design and build Herman Miller dealer partner in London. The furniture knowledge gives it a holistic approach to a project because it understands every element of it and, since it controls the whole process, can ensure programme continuity. There’s a big emphasis on creating an asset for each client as part of building long-term relationships. The whole process generally starts with a site visit and is design driven, with design and build teams enabling everything to be put together in one

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INTERIOR SPECIALISTS: IOR GROUP

work stations. We help with the relocation. We cover every element and we’ll work with them through the design, build up the specification, right the way through to doing the furniture install. We handle every element along the way.” One of IOR’s largest and most high profile projects has been for Gazprom M & T, with the gas company consolidating from four or five smaller offices into one head office building. Around 75% of the existing furniture was used in the new building, which imposed a number of demands. “There were different shapes from the various buildings,” recounts Mark. “So from a space planning point of view, we had to get it to work for the client. It was quite challenging from that point of view but it has worked really well. It had to be phased as well so we moved most of the offices over weekends. We

took their furniture out on the Friday and they moved in on the Monday.” Over 80% of the project’s materials and products were either recycled, A/A+ rated or reused. All elements had to be rated and particular features included a backup data centre, water chilled dealing desks on the trading floor, a bespoke boardroom and a flexible floor space that uses a sliding and folding system to create individual meeting rooms or a large open space suitable for client entertaining and corporate events. PROJECT AWARDS The whole project was completed in seven months and resulted in the company being short-listed for an AIS Contractor Award 2012 in the Interior Fit-out category and winning a Ska Gold award. Ska pro-

offer. Installation is handled by an approved list of sub-contractors who are involved early, helping to put the bid together once the overall design is complete and the project scope has been drawn up. The company’s assisted by suppliers such as Impact Europe, which provides audiovisual, videoconferencing and collaborative technologies. Smooth installation is helped by IOR’s One2Six project management methodology, which divides each project into phases. This is part of the company’s ISO 9001 quality management system and enables better control of projects, with performance audits through Achilles accreditation. In the current economic climate, many projects are about downsizing, with some clients reducing the number of buildings they occupy. In these cases, says Mark, IOR’s holistic approach comes to the fore: “That can often become a part furniture solution where we take people from bigger to smaller

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IOR Group :feature 2 22/05/2012 13:58 Page 68

INTERIOR SPECIALISTS: IOR GROUP

vides environmental audits for fit-outs and Mark believes the award is recognition of IOR’s approach to sustainability. He says: “It’s part of our DNA and you’ve got to live and breathe it to get it right. But I feel the real big challenge is getting sustainable accreditations on refurbishments. It’s easier to take a nice shiny new building, do a fit out and get a really good environmental accreditation. A refurbishment is so much harder and I don’t think it gets the focus it should do.” IOR’s emphasis on sustainability extends to its own operations, where it is progressively reducing its carbon footprint. It has internal targets it drives towards constantly and initiatives that include a stairway to health programme that encourages people to use stairs rather than lifts, a cycle to work scheme with shower facilities provided and the reuse of paper. “We have our internal green team, who come up with a series of initiatives,” comments Mark. “These are put to the board, we make commercial decisions on issues and we use them where we can. We’re about to undertake our own internal refurbishment and we’re looking at products we can use to improve our performance.” IMPROVED DIALOGUE One of Mark’s concerns currently is a lack of dialogue from developers. This can often result in main contactors putting in something that IOR immediately replaces, causing unnecessary waste and not helping sustainability. It’s part of the company’s drive for environmental betterment. Mark says: “We’re on a journey of continuing improvement and we’re looking to get better at what we do. Sustainability is absolutely key for us and our clients have a genuine desire to improve their performance. It will be a key focus for us moving forward.” www.iorgroup.co.uk Tel: 020 86149500

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IOR Group :feature 2 01/06/2012 08:19 Page 69

INTERIOR SPECIALISTS: IOR GROUP

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intex:feature 2 23/05/2012 10:29 Page 70

INTERIOR SPECIALISTS: INTEX PROJECTS

INTERIOR

EXCELLENCE Intex Projects is an office fit out and refurbishment specialist, carrying out projects throughout the UK. Regardless of how small or large your project is, they always provide the same level of service, delivery and quality

Q

uality is the overriding theme running through all Intex Projects’s work. They offer a totally flexible approach to handing a project, be it a Design and Build or traditional scheme. The office fit outs for two blue chip companies White Stuff and 3i Infotech in London bear testament to the skill and diversity of Intex Projects. Charles Wolverson, Director of Intex Projects says: “The White Stuff head office project was a very unusual and innovative fit out to reflect the high street fashion house’s contemporary corporate image. The design involved the creation of dummy shop fronts to meeting rooms, a break out area more akin to a high spec restaurant, and themed ‘dog kennel’ and ‘throne room’ meeting rooms.” Charles continues “The fit out for global IT company 3i Infotech was located on the 35th floor of a 42 storey office building located in Canada Square, part of the Citigroup Tower in the London Dockland development in Canary Wharf.” David Troop, Relocation Programme Manager at 3i Infotech says: “I have worked with Intex now

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on four separate design and build projects. The care and attention to the clients’ needs given by each member of their team consistently met and exceeded expectations and lead to projects being delivered on time and within budget. They have worked in some challenging and demanding locations and have done so in an efficient, unobtrusive and safe manner.” Intex Projects, which was established by Charles and fellow director Steve Swinson in 2002, prides itself on the individualism it brings to each fit-out and refurbishment it works on. Intex are not tied to an in-house design team, instead drawing from a network of specialist designers to select those who most fit the requirements of the client. “There is no such thing as an ‘Intex look’ says Charles. “Every project is individual in its concept and design.” Next month Intex will start work on several projects including a refurbishment project in Birmingham for the Duchy of Lancaster, a fit out project for a housing association in Leicester and a project for a large aviation company in Farnborough. “2011 finished on a busy note for us

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INTERIOR SPECIALISTS: INTEX PROJECTS and second quarter of 2012 has got off to a busy start with current projects totalling over £2.5m. Already this year we have completed projects in Oldbury, Chester, Coleshill, Solihull and Milton Keynes” says Charles. Their client base covers a wide variety of industry sectors. These include legal, pharmaceutical, manufacturing, energy, telecommunications, professional, leisure, financial, IT, health and education (public and private sector) and industrial. Intex have recently completed a project for Coca-Cola Enterprises and are currently on site carrying out a refurbishment at the Bullring in Birmingham City centre, one of the largest city centre shopping malls in the UK. Work started on the 9 week project last month and is on track to be completed in June. Charles says: “Fitting out offices is a niche market. It can be very competitive but there are lots of opportunities out there.” Charles and Steve already had more than 20 years of experience in this specialist sector before deciding to set up Intex Projects. “We had both worked for big companies in the Midlands before, but were frustrated with the level of hands-on involvement we could have,” said Charles. “There were so many people involved in a project often they wouldn’t know what each other were doing. This often led to confusion and delays to the client. At Intex, we adopt a hands-on approach, giving our clients the simplicity and reassurance of a single point of contact, and keeping their time free to focus on their business.”

The Intex team has collectively dealt with over two million square feet in fit-out/refurbishment projects on behalf of both private, blue-chip companies and public sector clients. “Our clients tell us that we are easier to work with due to our like-minded and professional approach that stems from a background as a chartered surveyor and, prior to fit-out, working as a commercial agent” Charles said. “The combined expertise of our team gives us an excellent all-round understanding of the complete process involved, enabling us to provide competitive and effective solutions.” MIXTURE OF CLIENTS Intex works with a mixture of clients including project managers, architects, designers, developers and end users to produce their ideal working environment. This can involve refurbishment, where tired space is improved to allow it to be let, and fitting out of office space to a client’s specification. “We manage all elements of the project so that all the client has to do is move in. We are also very flexible about what stage we get involved; we can cost up a move for a client, and use space planning to calculate exactly how they can use a certain space. At the other end of the scale, if the building has already been acquired we can advise them on how they can improve it and how much it will cost.” Intex can offer a traditional fit-out/refurbishment, where the client has already appointed a professional team. Here they tender against other contractors or work with the team to achieve a specific

budget. As part of this process, Intex Projects manage all works including mechanical, electrical, partitioning, flooring and bespoke joinery. Alternatively, Intex also offers a fast-track design and build service, providing full service from concept to completion, working alongside an Intex appointed design team and acting as main contractor. This involves a client consultation process, where Intex assesses exactly how much space the client requires and works with them to create their ideal environment. Charles said: “We would, if required, carry out building appraisals to select property that best suits their spatial requirements and budgets. Once a property has been selected, budgets are agreed and the design frozen before we tender the major packages such as mechanical, electrical, data cabling, partitions etc. Then, once the project has completed we remain on hand to offer support and react to any changes that the client may wish to implement.” MAJOR PROJECTS Intex Projects has worked with clients right across the country, including numerous major projects in London and across the UK. Charles said: “We’re delighted with the growth and expansion of the company in the last few years despite the challenges of the current economic climate, and we’re pleased with the impact we’ve made on this specialist market.” Tel: 01926 424656 www.intexprojects.com

Goldhill Contracting Ltd has over 100 years combined management experience within the Strip Out, Office Demolition and Site Service Industry. Client satisfaction is fundamental to our success and our wealth of experience and long term working relationships with our clients has earned us a respectable name in the industry. We pride ourselves on the quality of our service, providing a professional, skilled and experienced project team, from general operatives to site managers, support and office staff, who all contribute to ensure a contract runs smoothly and effectively from start to finish. Strip Out Services:

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⌃ New Build Cleans ⌃ External Cleaning ⌃ Industrial Cleaning ⌃ Contract Cleaning

First Floor, 5 Chapel Street, Stratford-upon-Avon, Warwickshire CV37 6EP Tel: 01789 295283 Fax: 01789 293110 E: info@goldhillcontracting.co.uk W: www.goldhillcontracting.co.uk

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INTERIOR SPECIALISTS: INTEX PROJECTS

A one stop solution for aspects of electrical installations Midland House, 170 Jockey Road, Boldmere, Sutton Coldfield B73 5PN

www.interlinkelectrical.co.uk

Atlas Electrical pride themselves in being able to undertake all aspects of Electrical Installations. These include Commercial, Industrial & Domestic offering a very high standard of workman ship. Testing and Inspection is also a very big part of our business which we get involved in via Commercial Management Companies. We have worked closely with Intex Projects Ltd over the last three years which has resulted in some fantastic projects being turned around. The Intex jobs demand a very high quality of workmanship and technical know how, which Intex Projects know they can rely on when Atlas Electrical are on site. Intex Projects have involved Atlas in some very exciting projects for very exclusive clients such as Paragon Finance, Balfour Beatty and Coca Cola to name but a few. We look forward to the next three years! Unit 39 The Rubicon Centre, Broad Ground Road, Lakeside, Redditch, Worcs B98 8YP Tel: 01527 521116 Fax: 01527 522494 Email: enquires@atlas-electrical.com Web: www.atlaselec.co.uk

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FPDC:feature 2 22/05/2012 14:20 Page 74

PLASTERING AND DRYWALL: THE FEDERATION OF PLASTERING & DRYWALL CONTRACTORS

PROMOTING EXCELLENCE FPDC represents specialist contractors, promoting best practice, excellence and professionalism in plastering and drylining 74

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he Federation of Plastering & Drywall Contractors (FPDC) is a national trade association encompassing England, Scotland and Wales, whose contractor members represent seventy percent of the largest commercial plastering, drylining and screeding companies in the UK. It promotes best practice, excellence and professionalism in the sector with both specialist contractor and associate members that are involved in designing and installing internal and external build solutions. Members and customers can use its website to search the database of approved specialist contractor members; get full information about joining; read up to the minute news and download Specialist Building Finishes (the bi monthly magazine for the sector).

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FPDC:feature 2 22/05/2012 14:20 Page 75

PLASTERING AND DRYWALL: THE FEDERATION OF PLASTERING & DRYWALL CONTRACTORS

It also runs regional seminars. Topical and informative, these seminars are an opportunity to hear from pertinent speakers on relevant issues, meet FPDC staff and network with fellow contractors. And, FPDC awards excellence within the industry through its Plasterers’ Awards. The Plasterers' Awards encompassing the Plasterers’ Trophy, is one of the oldest industry awards, rewards the highest standards of skill and achievement in plastering and associated trades. FPDC’s health and safety advice and information regarding environmental initiatives has become a vital part of its service to members. It provides members with updated advice on a range of health and safety issues including risk assessments, legal requirements, manual handling, accidents and reporting, and contractor management, as well as a range of other sector specific issues. FPDC also offers members a free health and safety check up to ensure procedures are current. Environmental management and sustainability have become increasing concerns for the construction industry with many main contractors requiring appropriate documentation to be submitted at ten-

der stage. FPDC has a wealth of expertise gained in the plastering and drywall sector to assist members in this area. In addition to telephone advice, FPDC also offers its members a free dispute resolution service. If workmanship advice or site inspections are required, the FPDC technical support service will inspect the work and provide members with an impartial written report. These free site visits are an invaluable service provided to members. As well as advice and guidance FPDC has representation on British and European Standards committees so its members are assured of the most up to date and relevant technical support. A key benefit of membership to FPDC is the discounted training seminars and courses that are available. FPDC offers members one to one advice at no cost on all training related matters, including producing a training plan, understanding the CITB-ConstructionSkills Grant Scheme, apprenticeship routes and funding, and qualifying and carding the workforce. www.fpdc.org Tel: 020 7634 9480

FPDC is a contractor led organisation with stringent membership criteria, requiring its members to meet the highest standards. It provides specialist business support designed for companies of all sizes, and represents its specialist contractor members’ interests collectively in ways which help them to achieve a competitive advantage. FPDC provides members with a range of valuable services including technical support, advice concerning contracts, cash flow, personnel, tax and payroll information, health and safety, environmental matters, training, insurance, communications and marketing. In addition, it hosts several events. The FPDC 20th Anniversary Ball in 2008 was a great success, bringing together contractors, distributors, manufacturers and other key players in the sector. Due to requests from members, FPDC now has an annual ball.

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Halcyon Building Systems:feature 2 19/05/2012 15:08 Page 76

PLASTERING AND DRYWALL: HALCYON BUILDING SYSTEMS

A REPUTATION FOR HIGH STANDARDS

Halcyon Building Systems can deal with all your Joinery, Drylining, Cladding & Roofing (inc Steel Framing Systems) and Rendering requirements under one roof

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alcyon Building Systems can deal with all joinery, drylining, cladding and roofing and rendering requirements under one roof. The company enjoys a reputation for reliability and high standards and is always willing to go the extra mile for the client. Established in 2002 Halcyon began by providing joinery and drylining. The company’s directors developed a reputation for reliability, delivering high standards of production, innovative design ideas and cost effectiveness from tender stage to project completion. The success and investment of the original core service led to a very successful expansion enabling the incorporation of cladding and roofing, including steel frame systems and render (Rend-Tech). The result of having highly trained professionals in-house has ensured the company can provide cost effectiveness, high quality, and perfect project deliv-

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

ery. This successful approach has seen the company develop an ever-increasing portfolio of major projects and blue chip clients. Originally based in Trimdon, County Durham, the ever-escalating success of the company has led to a more permanent office in Trimdon being developed to contain all Halcyon’s divisions. An additional office has also been opened in Hull, thus giving the perfect opportunity to develop good communication and engaging various contracts further afield. This year, Halcyon was celebrating after collecting a top honour for its part in the construction of a £53 million Hartlepool college. Halcyon was the largest of the sub-contractors to work on the new Hartlepool College of Further Education. After the project was completed, the firm submitted its work for the revered Federation of Plastering and Drywall Contractors Awards.

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PLASTERING AND DRYWALL: HALCYON BUILDING SYSTEMS

dents moved into the impressive new building in August last year after six years of planning. The Duke of York officially opened the building last month and praised the college for its commitment to giving young people the confidence to go on into the workplace. As well as working on the college contract, Halcyon also took on four local apprentices as a result of the scheme. Alan said: “Due to their overwhelming commitment, punctuality and willingness to learn, they were taken on as full time apprentices in November. Halcyon is proud and honoured to provide the necessary knowledge and experience and a pathway to further their career opportunities.” He said their appointments were “a long term investment” and the apprentices were “a key to developing the business for the future and moving

them to more responsible roles as their careers develop.” Halcyon is proud of its specialist skills throughout its divisions. Halcyon Joinery caters for all aspects of joinery from traditional methods such as trussed roofing and door sets to modern design and installation of bespoke furniture. The experienced joinery team can provide in-house design, manufacture and fully co-ordinated installations of any project. The experienced Halcyon Joinery team, working alongside sister company Halcyon Cladding and Roofing, can provide and install external insulated timber cladding such as cedar and larch. Halcyon Joinery is also a Komfort-approved installer. Halcyon Drylining service has developed the use of innovative methods and materials which has given Halcyon a well known name. This drives very

Halcyon won the competition, which is widely recognised for rewarding the highest standards of skill and excellence in plastering, drylining and associated trades. Managing director Alan Richardson said, “Winning an award establishes your company as a major player in the sector. But even making the shortlist provides your company with a competitive edge.” Halcyon won the honour for the Steel Framed Systems section of the competition and representatives from the firm, as well as from Miller Construction which was the main contractor on the college project, collected the honour at a ceremony in London. Alan added: “Halcyon is very proud to have accepted this award and is proud to be a local business thriving in this current recession.” Hartlepool College of Further Education’s new building first opened its doors when staff and stu-

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Halcyon Building Systems:feature 2 19/05/2012 15:08 Page 78

PLASTERING AND DRYWALL: HALCYON BUILDING SYSTEMS

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Halcyon Building Systems:feature 2 19/05/2012 15:09 Page 79

PLASTERING AND DRYWALL: HALCYON BUILDING SYSTEMS good communication and friendship with a number of highly known UK developers. Halcyon Drylining is a very high quality specialist company which has been running for over twentyfive years. The quality of work produced by its fully trained professional team delivers services at a level that is very competitive with the current market rates. Halcyon has become proud of its quality and has resulted in achieving many awards for innovation and high quality for Halcyon’s workmanship. The company takes into consideration the environmental impact of its operation and aims to reduce and recycle as much waste as possible on all contracts. Halcyon Cladding and Roofing undertakes projects covering all of the UK. With the dedicated team it provides clients with a seamless cladding and roofing service from design through to completion. To compliment cladding and roofing, steel framing systems has been integrated into the service. Halcyon has been a long established approved installer of steel framing systems such as Metsec, Kingframe and Ayrshire. The team has worked alongside the manufacturers of lightweight SFS for over twentyfive years helping to develop and improve the installation methods of various systems, including in-house design and has carried out some of the most difficult and prestigious projects throughout the UK, thus gaining an unblemished record of installation second to none. Being a relatively new part of the expanding Halcyon company it has thrived through its vastly experienced industry professionals. Predominately based in the North East its close work with premier system designers and manufacturers has seen it grow into a render specialist who can assist in all aspects of the trade. Its professional output can flow through the process from in-house design to completion with ease. halcyonbuildingsystems.co.uk Tel: 01429 882555

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NICEIC:feature 2 17/05/2012 08:49 Page 80

BUILDING SERVICES: NATIONAL INSPECTION COUNCIL FOR ELECTRICAL INSTALLATION CONTRACTING

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NICEIC:feature 2 17/05/2012 08:49 Page 81

BUILDING SERVICES: NATIONAL INSPECTION COUNCIL FOR ELECTRICAL INSTALLATION CONTRACTING

HOME OF ELECTRICAL CONTRACTING EXCELLENCE

NICEIC is the UK electrical contracting industry’s independent voluntary body offering leading certification services, building regulations schemes, products and support to electrical contractors and many other trades within the construction industry

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he National Inspection Council for Electrical Installation Contracting or NICEIC is one (of a number of organisations) which regulates the training and work of electrical enterprises in the UK. The NICEIC is one of only a few providers given Government approval to offer Competent Person Schemes to oversee electrical work within the electrical industry. It is worth noting that the NICEIC are a privately-owned body (the owner being the Electrical Safety Council, a Registered Charity) and not a Government organisation, as often incorrectly assumed. NICEIC is the UK electrical contracting industry’s independent voluntary body. It offers leading certification services, Building Regulations Schemes, products and support to electrical contractors and many other trades within the construction industry. Over 25,000 contractors are registered with us and take advantage of our products and services. Registration not only demonstrates to customers and specifiers your skills and professionalism, it also gives you peace of mind that our products and services are the best in the industry. Employing an NICEIC registered electrician is a householder's best way to ensure a safe job. NICE-

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IC helps to protect householders from the dangers of unsafe electrical installations. It provides advice on the dangers of electricity and building regulations. GREEN INVESTMENT NICEIC has welcomed the recent announcement by the Department of Energy and Climate Change (DECC) on the Renewable Heat Incentive (RHI). The announcement promises the £860m to increase green capital investment by £4.5 billion up to 2020, stimulating a new market in renewable heat. DECC claims the RHI will provide an incentive to increase number of industrial, commercial and public sector installations by seven times to 2020. A full system of RHI payments will be available to households from October 2012 and before that more than a quarter of the first year’s budget is to be guaranteed for up to 25,000 household installations through a “RHI Premium Payment” to encourage take-up. “We are delighted that the government has announced this major incentive for renewable heat,” states Emma McCarthy, chief executive officer for NICEIC. “DECC believes 150,000 existing manufacturing, supply chain and installer jobs will be supported by the incentives and NICEIC believes any boost to the trade through promis-

es such as this are vital in the current economic climate.” “Renewable heat is a largely untapped resource and an important new green industry of the future,” says Secretary of State Chris Huhne. “This incentive is the first of its kind in the world. It’ll help the UK shift away from fossil fuel, reducing carbon emissions and encouraging innovation, jobs and growth in new advanced technologies.” The Department of Energy and Climate Change (DECC) has a huge task ahead of it; meeting the UK carbon reduction targets of 2020. The Climate Change Act 2008 set legally binding emission reduction targets for 2020 (reduction of 34 percent in greenhouse gas emissions) and for 2050 (reduction of at least 80 percent in greenhouse gas emissions), and introduced five-yearly carbon budgets to help ensure those targets are met. Renewable energy is part of the government’s solution in meeting these targets. “With householders now given the incentives to install renewable technologies, the opportunities for the electrical, heating and plumbing trades are significant and NICEIC will be at the forefront of this industry, providing certification, training and advice,” adds Emma Web: niceic.com

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Contract Services :feature 2 23/05/2012 14:57 Page 82

BUILDING SERVICES: CONTRACT SERVICES

FROM HUMBLE BEGINNINGS Established by Rory McNaughton in the later part of 2005, Contract Services has a clear vision to deliver a quality service at a competitive price

D

espite the uncertainty of the economic climate, Belfast-based Contract Services has enjoyed yearon-year growth since it was established in 2005. Managing director Rory McNaughton had a clear vision of providing quality service at a competitive rate, recognising a niche in the market for the provision of comprehensive building fabric, mechanical, electrical and associated trades. Leading from the front, the inspirational managing director quickly developed a team to bring his vision into reality. Consequently, from humble beginnings, Contract Services has grown every year of its existence, now employing over 150 people. In 2011 it turned over in excess of £10 million, its best twelve months yet. As commercial director Paul Kane tells Building Design and Construction magazine, this forward-thinking business, which has now worked all over the UK, is set to increase turnover once again in 2012.

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Paul acknowledges the determination of Rory McNaughton to see his company lead the field as a principle reason behind its success. This enthusiasm rapidly filtered throughout Contract Services so that each employee was striving for the same goal. “We are fairly aggressive in the marketplace; very dynamic and proactive in what we do,” says Paul. “We saw a niche in the market and there wasn’t anybody who was performing a quality one-stop shop service. We saw an opportunity where we could offer a volume of service right across the board offering everything from mechanical, electrical and general building fabric, repairs, ongoing installation, maintenance, and design. Then we would grow the business from there.” Principally, Contract Services set out to offer customers the opportunity to make one phone call where all their building needs were taken care of. This would be underpinned by the highest standards of delivery, and value for money in a challenging financial period, where repeat business was encouraged. In addition, by forming partnering

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Contract Services :feature 2 23/05/2012 14:57 Page 83

BUILDING SERVICES: CONTRACT SERVICES

arrangements, ongoing commitments with customers could potentially develop long-term business rather than short-term gains. “Year-on-year we have seen successive growth,” says Paul encouragingly. “We now have an enviable list of blue chip clients right across the UK and we continue to do as we said at the start. We deliver uncompromisingly an excellent service with value for money, and, thanks to our ability to maintain that level of service, we win repeat business from the clients we have. “Crucially, we are constantly moving forward, where we want to gain market share in what we have, increase the diversity and range of services that we provide, while giving the customer value.” SHREWD INTELLIGENCE From beginning with a single engineer on the road, Contract Services developed with shrewd intelligence. Using approved subcontractors allowed the company to provide all required services during a project but as individual trades became more

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prominent, they were periodically brought in-house. Today, the company boasts internal capabilities throughout the whole spectrum of services including full mechanical, electrical and building fabric, as well as cleaning, air-conditioning, ground works, roofing, flooring and ceilings, maintenance, fit out programmes and through Contract Services Design Studio, interior design, complete fit-out and furniture supply. Recently, the full range of capability was implemented on a project for software engineers Consilium Technologies. Appointed by Ballyrogan Group, Contract Services provided a turnkey design and build of two office floors at the company’s new head office to a very tight program. “That fit-out included two brand new workspaces which were previously just empty shells. We had to design the internals of which included mechanical, electrical and general building fabric and complete the fit-out. It also included the interior design and furniture supply,” explains Paul. “That project was done via a very fast turnkey operation

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Contract Services :feature 2 23/05/2012 14:57 Page 84

BUILDING SERVICES: CONTRACT SERVICES

Building Energy Management Systems Proud to support Contract Services DUBLIN Tel: 00 353 1 4291800

LONDON Tel: 0044 20 8547 4014

BELFAST Tel: 0044 28 90 436951

w w w. s t a n d a r d c o n t r o l . c o . u k

F B Smyth & Co. Ltd are authorised Northern Ireland Agents for AAF International (Filtration & Clean Room Equipment), McQuay International (Air Handling Units & Chillers) and Dwyer Instruments (Instrumentation). Tel: 02890842229 Fax: 02890841119 Mob: 07803186478 Email: fbsmyth@aol.com

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Contract Services :feature 2 23/05/2012 14:57 Page 85

BUILDING SERVICES: CONTRACT SERVICES where by we took possession of the building, did the design, got all the building and planning applications sorted out, completed the fit out including the furniture, and installed the lighting, heating, and IT equipment. Everything associated with that building was set up before the people moved in.” Contract Services produced such high standards of work that the customer has now employed them to provide the comprehensive maintenance contract for the building. “That is a good example where one client has taken advantage of the full range of services that we provide,” adds Paul. Another key project, appointed by Carillion, included the complete refurbishment of office space at Virgin Media’s new Belfast offices where work included demolition, partitioning, painting and decorating, and mechanical and electrical works. The outcome was a modern space for staff to work and relax during breaks. Working in partnership with Compass Group Ltd, Contract Services designed and fitted out new restaurant facilities at Methodist College Belfast. Contract Services Design Studio carried out the interior design and build of the cafe bar and the complete refurbishment of the restaurant. The works were inclusive of the interior design, painting and decoration, flooring and ceiling works, digital and graphic design and installation, mechanical, electrical and lighting design and installation, furniture supply and installation and complete project management. In addition, Contract Services designed and refurbished facilities for the staff at RIAS Call Centre in Belfast. The company was appointed to carry out the interior design of their new break-out area and complete refurbishment of the existing call floors, training academy and offices. These works were inclusive of interior design, painting and decoration, glass partitioning flooring

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and ceiling works, mechanical and electrical installations, furniture supply and complete project management from start to finish. Contract Services were subsequently awarded the full facilities management and maintenance contract for building. “We do work very hard at what we do and ensure that we deliver and continue to deliver the services that we promise because, no matter what industry you are in, particularly in the services industry, you are only as good as your last mistake. So if you do a bad job it sticks unfortunately; you can do 100 great jobs but it is the bad one that is remembered. We work very hard at ensuring the service we deliver is as we always promised it would be.” Again, that dedication to quality is inherent within the business, with Rory McNaughton leading by

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example. “It does come from the managing director right the way down throughout the business,” admits Paul. “Rory is very hands-on, he’s in everyday and that dedication to the work filters down. We are a very hands-on business and we pride ourselves on being at the coal face and knowing and understanding every aspect of the service.” It has been an exciting time for Contract Services. With the dedication and skill of its inhouse tradesmen, and the comprehensive range of services available, the company has developed into something its founder Rory McNaughton can be very proud of. www.contractservicesni.com Tel: 028 90619858

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BUILDING SERVICES: CONTRACT SERVICES

THE ELECTRICAL WHOLESALER FOR SERVICE

UNITS 11 & 12 DUNCRUE INDUSTRIAL ESTATE DUNCRUE ROAD, BELFAST BT3 9BW TEL: 028 9037 1888 FAX: 028 9037 1471 EMAIL: BELFAST.386@EEL.CO.UK

Unit 5 M2 Trade Centre, 38-40 Duncrue Crescent Belfast BT3 9BW Tel: 028 90 371007 Fax: 028 90 371008 Email: sales.belfastnorth@cef.co.uk

WILSON ELECTRICAL WHOLESALE LTD Proud to be the electrical suppliers to Contract Services

Unit 14A Linfield Ind Est Linfield Rd Belfast BT12 5LA Tel: 028 9024 6666 Fax: 028 9024 6677

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BSES:feature 2 22/05/2012 15:16 Page 88

BUILDING SERVICES: B&ES

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FRESH APPROACHES:

HVCA BECOMES B&ES The B&ES is the premier professional body for building engineering services contractors

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he Heating and Ventilating Contractors’ Association (HVCA) has rebranded and is now known as the Building & Engineering Services Association (B&ES). The HVCA, established in 1904 as the National Association of Master Heating and Domestic Engineers, adopted the HVCA name in 1963. Bob Shelley, President of the HVCA comments, “Back then, of course, that’s exactly how the majority of the members would have described themselves – as h&v contractors – with the result that the name of their representative body accurately reflected the services they provided to the marketplace. “These days, however, things are very different. The term ‘h&v’ barely scratches the surface of the diverse, sophisticated and highly complex nature of the work our members now undertake. “Nor does it even hint at the increasingly central role they play in the integration of engineering services in buildings – and especially in the incorporation of the renewable technologies that are clearly here to stay in our increasingly environmentally-conscious age.

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“It is also the case that, today, our membership embraces many other specialisms – ventilation hygiene, heat pumps and facilities management, to name but a few – all of which sit comfortably under the ‘building and engineering services’ identity”. Looking to the future, Mr Shelley said, “Rebranding is just one element in a re-positioning exercise that will enable this Association to provide its members with a wider range of services, enhance its influence with Government, and provide a natural home for all building engineering services specialists. I am convinced that, as B&ES, we shall be ideally placed to become just such an organisation”. The B&ES identity was formally adopted in March. The organisation’s membership comprises over 1,500 companies with 2,000 offices throughout the UK, a combined turnover of in excess of £4 billion and a workforce of 55,000. Association members are subject to regular, third-party inspection and assessment of their technical competence and commercial capability. www.b-es.org Tel: 020 7313 4900

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EXCITING I

TIMES Despite the uncertainty of the economic climate, Leeds-based mechanical and electrical specialist G & H Building Services has witnessed significant growth to its mechanical and electrical divisions 90

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t is an exciting time for Leeds-based mechanical and electrical specialist G & H Building Services. Within the last couple of years, despite the uncertainty of the economic climate, this proud Yorkshire outfit has witnessed significant growth to its Mechanical and Electrical divisions, as well as the establishment and continued success of its Sustainability and Maintenance divisions. From humble beginnings as, primarily, a mechanical engineering firm working on a subcontract basis to larger mechanical and electrical contracting firms, the company is now a leading nationwide provider of turnkey services. G & H provide a full range of services from feasibility and concept design through to installation and maintenance, and with its dedicated sustainability division, G & H has singled itself out as one of the fastest growing businesses of its kind in the UK.

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ment that has seen it establish successful partnering agreements, which enable it to provide working practices and customer service that go above and beyond anticipated levels. It is a philosophy that is constantly looking forward yet solidly built on the expertise and reliability of a team striving for the same goal. Recognised as a purveyor of quality, reliability, expertise and professionalism, the company is dedicated to exceeding client expectation and completing a job to specification first time, every time. Certainly, clients have come to expect only the best from a company providing the full range of servic-

es from initial project conception, design and development, all build phases and fully-fitted and maintained mechanical and electrical installation. From managing director Graham Kelly down throughout the company, the dedication to excellence is evident for all to see. This has enabled it to not only deliver projects on time and on budget, but is a key factor in the company’s unprecedented growth in today’s challenging financial climate. Throughout the G & H group, it has a qualified, capable and pro-active team of professionals who share the emphasis on delivering quality and value. Through recent investment in staff training and

COMPANY GROWTH On a recent visit to G & H’s head office in Mill Lane, Leeds, I witnessed first-hand just how much the company has grown over the past few years. Showing clear expansion since its inception ten years ago, G & H now occupies every single room in its two-storey main base, the workforce has more than doubled, while turnover, despite the recession, has jumped from £3.5 million in 2010 to an estimated £12 million. Developing lasting client relationships is one of G & H’s main drives. Over the last year, G & H has completed many projects with key clients, including leading casino developer the Rank Group, GMI Construction Group and supermarket retailer Asda, with large profile projects such as Rotherham United’s new stadium and the extended home of ASDA in Leeds, the MINT. Significantly, it is G & H’s commitment to on-going growth and develop-

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BUILDING SERVICES: G & H BUILDING SERVICES

Union Mills, Dawson Hill, Morley, Leeds , LS27 9JS Tel: 0113 238 1661 Fax: 0113 238 1640 e-mail: bicknellcontrols@btconnect.com

TOTAL AIR CONDITIONING SOLUTIONS www.skylineac.com

✔ Heat Pump Systems ✔ Heat Recovery Systems ✔ Close Control Systems ✔ Refrigeration Systems ✔ Service & Maintenance ✔ F-Gas Compliance ✔ TM44 Efficiency Inspection Reports Skyline Air Conditioning is a specialist provider offering best practice options available in todayʼs highly competitive market. As an ISO 9001 and ISO 14001 operation we can satisfy the quality and environmental management aspects of projects however diverse. Skylineʼs commitment to Health & Safety is demonstrated by our membership of CHAS, SAFEcontractor, Constructionline and REFCOM ELITE status. Skyline is committed to providing a first class service whilst maintaining a commercially sound solution throughout. Our strengths combine to demonstrate the backbone of our philosophy, which is customer service.

Skyline Air Conditioning Ltd, National Sales & Service 0844 893 2144 Northern Office 0161 484 2400, Midlands & Southern Office 01543 376670 Email: enquiries@skylineac.com

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recruitment, G & H has expanded its in-house design and CAD capabilities. Operations Manager, Stephen Fletcher, highlights the in-house skills that are now enabling the company to seek a broader range of work. “One thing we have over our competitors is the ability to provide a range of services, delivered from our own engineers. We have made significant investment to facilitate the in-house provision of a range of complimentary services to the core business” he says. “This enables us to work with a broader range of clients to provide a comprehensive range of services. For example, we can provide clients with a single point of contact for feasibility reporting, thermal modelling, design, building regulation compliance, installation and term maintenance of the client’s new assets.” SUSTAINABLE BUSINESS To complement the building services division, G & H Sustainability provides specialist services in energy efficiency, low carbon and sustainable technologies. It provides advice, feasibility, cost analysis, and design and installation of low carbon and technologies to a broad range of clients. The division has recently undertaken training to enable it to offer BREEAM Accredited Professional services, Energy Performance Certificates (EPC’s) and Accredited Low Carbon Consultancy. Its aim is to provide innovative solutions to clients’ needs, through a variety of methods such as ground and air source heat pumps, photovoltaic systems, solar thermal, wind turbines, CHP, biomass, rainwater

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BUILDING SERVICES: G & H BUILDING SERVICES

G B ARMITAGE VENTILATION LIMITED Sheet Metal & Ductwork Fabrication Proud to work with G&H Building Services 10 Brown Avenue Leeds LS11 0DX Tel:  0113 272 3330 Fax: 0113 272 3330

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BUILDING SERVICES: G & H BUILDING SERVICES and grey water recycling systems, and energy management. Headed by Andrew Hudson, who has vast experience of sustainability, this new arm of the company has been particularly busy over the last couple of years. Stephen acknowledges that clients want to be more environmentally efficient but G & H has found that the driving force behind sustainability is ultimately its promise of reducing costs. This has become increasingly prominent in a time of economic uncertainty. In a sector that is populated by many small and often unproven companies, G & H bring the name for quality, reliability and value to the forefront, and it is committed to finding and providing the best solutions on a client-by-client basis. In order to ensure it is providing the best advice and the most

suitable service, all operatives have undertaken industry-recognised specialist training. In addition, the company has undertaken internationally recognised scheme affiliation and developed processes in line with ISO 9001 and ISO 14001, demonstrating its commitment to quality and competence. MAINTENANCE OPERATIONS To complete the turnkey approach, G & H Maintenance provides planned and preventative maintenance within all aspects of the industry. Through recent expansion the maintenance division is now able to offer a twenty-four hour response facility to its clients and is delivered by its team of specialist engineers. The maintenance division has also been focusing on the sustainable market and has been awarded the planned maintenance of the prestigious Greenhouse in Leeds, one of the UK’s pioneering low carbon developments. In conjunction with the sustainability department, it currently provides energy monitoring and plant efficiency reviews in addition to the maintenance of the equipment. COMMITMENT TO QUALITY As the company’s B&ES representative Stephen is particularly attune with the industry’s quality standards. It is something that has stood out as a defining factor for G & H gaining and maintaining longrunning relationships with its key clients. The company’s stringent approach to quality can be seen in its ethos surrounding health and safety. Clearly a vital part of work in this industry, safety is viewed as a top priority. “We are very committed to it, we have to be,” admits Stephen. “We have regular health and safety meetings to monitor performance, provide feedback to operatives on any questions they might have, address any issues, and raise further awareness through new initiatives and ways to improve standards. We have a specialist consultant now to

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run our health and safety and that has proven beneficial in improving our processes. “The biggest improvement over the last couple of years has been in the training. Now there is a real focus on our processes and ensuring engineers are fully versed in health and safety standards. All our operatives have CSCS cards while the senior foremen have taken the SSSTS management training course. They’ve all got asbestos awareness, PASMA & IPAF accreditations and we have some guys who are Gas Safe qualified. So we have addressed health and safety needs head on and ensured the relevant training has been completed.” In the fast moving world of construction, G & H Building Services is obviously keeping pace. Driven by managing director Graham Kelly’s determination to excel, the company has established itself as one of the leading mechanical and electrical contractors in the UK. With its flourishing sustainability division added to an already comprehensive capability, G & H has shown the way forward in tough economic times. www.ghbuildingservices.co.uk www.ghsustainability.co.uk Tel: 0113 255 6433

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DESIGNING A BRIGHTER FUTURE FOR YOUR COMPANY

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Working in partnership Unit 12 Brown place Brown Lane Industrial Estate Leeds LS11 0EF Tel: 0113 2710388 Fax 0113 2773359 Dave Mob: 07919924551 Peter Mob: 07919924500 Gerry Mob: 07919918063 Email: dpl-ltd@btconnect.com

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David and Peter set up a partnership in February 2005 called DPL Insulations. David and Peter have over 30 years始 experience each in the industry. The Company became limited in September 2006 and known as DPL Insulations & Ventilations Ltd. Due to the success in both areas of the company a decision was made to bring on board Gerard Wilby, who has over 40 years始 experience in the ventilation industry, to help expand and grow this area of the business. Further to continued success, in March 2012 the company became known as DPL Insulations Ltd and DPG Ventilations Ltd. Both Companies have a successful working partnership with G & H and David, Peter and Gerard wish them every success with future projects.

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blackbourne:feature 2 23/05/2012 15:12 Page 98

BUILDING SERVICES: BLACKBOURNE INTEGRATED M&E

DELIVERING EXCELLENCE Blackbourne integrated M&E is a full service company with a vast knowledge base, built up through over 50 years experience in the industry

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B

lackbourne Integrated M&E was established in 1958 and is engaged in the delivery of mechanical and electrical solutions within the installation and maintenance sectors of the industry. The company is involved in various types of works ranging in value from £100,000 up to £18 million. The diversity of Blackbourne’s capability can be anything from changing a tap to fitting out a critical care hospital. The company operates from its head office in Antrim, Northern Ireland. They have three regional offices located in Rosyth, London and Welham Green due to increased turnover in Scotland and England in recent years. Despite the challenging economic climate Blackbourne has survived due to a number of reasons, not least, their adaptable, professional and experienced approach. In recent years the local market for mechanical and electrical services has

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BUILDING SERVICES: BLACKBOURNE INTEGRATED M&E

pliers, contractors and clients has enabled the company to not only sustain itself but grow. Blackbourne utilise competitive innovations and can offer solutions including value engineered options to customers. The experienced estimating department are capable of tendering complex projects and are supportive to clients within the tender process. As an environmentally focused business, Blackbourne has been bringing together a portfolio of environmentally sound products which is of

increasing interest to its clients and building owners. Products include Voltage Optimising Technology to help clients reduce their ongoing energy costs and their carbon footprint by up to 20%. The process starts with a free site survey and logging of energy usage before creating a bespoke programme of installation. Clients include Amey, Tesco and The Royal Group of Hospitals. Blackbourne’s expertise has enabled them to provide new clients with a range of related services for

experienced increasing levels of competition from local and national companies. In addition to this competitive threat, demand for mechanical and electrical services in the local market has fallen in the past few years as a result of the construction industry downturn and global recession. Certainly, Blackbourne has drawn on its fiftyyear experience to sustain its position in the market. Marketing and sales co-ordinator Deirdre Close says, “We have been in existence for over fifty years which demonstrates our consistently high standards and belief in what we can offer. We know that experience is critical, and the ability to look ahead often comes from being able to look back on previous experiences.” She adds that the management’s drive and determination to grow the business in terms of revenue and profitability, willingness to invest in new offices and staff to service new clients, and ability to establish and develop close relationships with sup-

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renewable energy projects. Indeed they have been the primary electrical contractor on one of the world’s largest wind farms, providing expertise and electrical contracting services for the off shore substations. Blackbourne continually seek to improve environmental performance complimented by their membership to Business in the Community. As a member, the company is committed to doing business in a responsible way which helps impact positively on its people, the local community and the environment as a whole. Key to this is a reduction in its own carbon footprint. It has introduced a number of measures to achieve this including improved recycling and reduced fuel consumption throughout the business. Deirdre comments, “Health and safety and the welfare of all our employees is a top priority at Blackbourne. Our Health and Safety record has been exemplary and we do all within our power to ensure that this status continues. We are accredited to SAFE contractor; this scheme recognises companies in the UK who attain the highest standards of health and safety practice coupled with winning the RoSPA Presidents award for outstanding health and safety for the last three years.”

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Looking forward, the company aims to increase and operate a successful yearly turnover for the business, establish greater market coverage and further growth throughout the U.K. and expand the maintenance division. Recently, Blackbourne was pleased to have been involved with the refurbishment project at the Royal Commonwealth pool. Blackbourne was appointed to carry out the mechanical contract for the complete refurbishment of the Commonwealth pool that created a state-of-the-art

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swimming and diving centre as well as a fully equipped gym facility for community and high performance swimmers including those who are training for the Olympic and Commonwealth Games. Some of the work included installation of a grey water drainage system, under floor and under bench heating circuits and a solar system to pre-heat the pool. Blackbourne worked with the team to give its technical input into the design and installation of various areas of the project. The entire ventilation system was

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

installed using insulated board ductwork; this helped with the installation periods and the reduction in weight being applied to the existing structure. This product also had reduced air leakage rates thus reducing overall energy issues within the systems. Due to the successful delivery of this project, Blackbourne Integrated M&E was selected to complete the mechanical and electrical contract for two new leisure centres at Glenrothes and Kirkcaldy for Fife Council. www.blackbourne.co.uk Tel: 028 9446 4231

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blackbourne:feature 2 25/05/2012 09:28 Page 103

BUILDING SERVICES: BLACKBOURNE INTEGRATED M&E

THE ELECTRICAL WHOLESALER FOR SERVICE

BALLYMENA THE ELECTRICAL WHOLESALER FOR SERVICE

MAIN

DISTRIBUTOR UNITS 11 & 12 DUNCRUE INDUSTRIAL ESTATE DUNCRUE ROAD, BELFAST BT3 9BW TEL: 028 9037 1888 FAX: 028 9037 1471 EMAIL: BELFAST.386@EEL.CO.UK

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Unit 17b, Pennybridge Industrial. Estate, Ballymena, BT42 3HB Tel: 028 2564 1511 Fax: 028 2564 5502 Email: ballymena.387@eel.co.uk

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SPRA:feature 2 17/05/2012 08:50 Page 104

ROOFING: SINGLE PLY ROOFING ASSOCIATION (SPRA)

THE UK AUTHORITY ON POLYMERIC WATERPROOFING Jim Hooker of Single Ply Roofing Association (SPRA) explains the quality agenda set by the industry body.

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I

t is hardly surprising that we hear the term ‘single ply’ frequently in construction. Having emerged in the 1980’s as a serious alternative to bitumen membranes, this technology now accounts for over 6m m2 per annum in the UK, is the preferred membrane option for new build and is rapidly expanding its share in two huge markets – refurbishment and private residential. Most architects – though, surprisingly, not all main contractors – will have specified it. Clients that do know their stuff (e.g. the supermarkets, transport, major developers) and who value their assets have consistently specified the long track record products. The danger is that as its market grows it becomes perceived as a commodity product with no quality differentiation. Polymeric single ply membranes are comprised of oil-derived long-chain polymers (plastics and rub-

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SPRA:feature 2 17/05/2012 08:50 Page 105

ROOFING: THE NATIONAL FEDERATION OF ROOFING CONTRACTORS LIMITED

HEALTH & SAFETY FIRMLY ON THE AGENDA AT FORTICRETE

bers) formulated specifically for external exposure without the need for additional coatings or protection. ‘Thermoplastics’ such as polyvinyl chloride (PVC) Flexible polyolefin (FPO) and Vinyl Ethylene Terpolymer (VET) are generally welded at joints by hot air, though some products also have a solvent weld option. ‘Elastomers’ such as Ethylene propylene diene monomer (EPDM) and Polyisobuylene (PIB) are not heat-activated and so use special activation tapes and solvent adhesives to bond the seams. Welds achieve their design strength immediately and are very strong compared with bitumen, both in peel and shear (there are European tests for each). Three attachment methods add to the design flexibility: mechanical, with fasteners; adhered, with rapid-cure adhesives; ballasted – relying on the weight of components above. All single ply membranes can be repaired throughout their life by a range of techniques to make good damage or re-design, for example to accommodate new services or plant or fittings. SPRA was established in 1988. Its control procedures put single ply is an almost unique position in the roofing industry because manufacturer and specialist contractor share responsibility for quality of output. Its seven membrane manufacturers accounted for over 75% of UK output in 2010 and have a long and trouble-free track record. This is partly because the rules are strict and non-compliance can result in expulsion (two companies in the past seven years). For example under the Bylaws for manufacturer members:

• There must be a product control system that ensures supply only to licensed contractors whose operatives have successfully completed a product training course approved by SPRA. • Installers trained in one product must undergo recorded assessment before being approved to install another member’s product. • The annual audit of compliance is backed up by spot checks. The other key criterion is a dual responsibility for site inspection. If a product warranty is provided, the manufacturer must carry out at least one recorded site inspection by a suitably qualified engineer. This is the acid test of a manufacturer’s long-term commitment to quality. Try asking a fringe provider in this sector what geographical area or turnover their field engineer (not the salesman!) is responsible for and you will soon see the difference. Many architects contact SPRA when faced with pressure to substitute an alternative product for the one they have carefully researched and specified. These membership criteria can provide a rational basis of comparison to ensure that the substitute is indeed ‘equal’. A useful ‘Evaluation checklist’ is available from www.spra.co.uk/downloads which can be used to make an in-depth and rational comparison. www.spra.co.uk Tel: 0115 914 4445

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ssociate Member of the National Federation of Roofing Contractors (NFRC) Forticrete has announced that six of its seven UK manufacturing sites have now passed 1,000 days since their last registered accident. Keeping Lost Time Accidents (LTA’s) on a downward trend, Forticrete, one of the UK’s leading manufacturers of concrete construction products, has announced that six of its seven UK manufacturing sites have now passed 1,000 days since their last registered accident. One of the six sites to have surpassed the 1,000 days ‘milestone’, Forticrete’s Cebastone Works based in Ibstock, Leicestershire, has gone a remarkable six years without a single LTA. Since the launch of its ‘Raising the Bar’ safety campaign in 2006, year on year, Forticrete has made significant strides to reduce the number of accidents on site and eliminate lost time accidents, ultimately improving the health, safety and welfare of its employees. John Lambert, general manager at Forticrete commented: “Forticrete's commitment to the UK building industry goes far beyond the creation of the highest quality products. We have made significant strides to improve the health and safety of our employees at our sites, achieving some truly outstanding results that are testament to our commitment to ensuring a safe working environment for all.” All Forticrete manufacturing facilities are BSI registered and operate to the requirements of BS EN ISO 9001:2008 and BS EN ISO 14001:2004 – the national and international standards for quality and environmental management systems - and have gained the rating of "very good" for BES 6001 for all seven of our factories demonstrating responsible sourcing. From humble beginnings in 1892 the NFRC has established itself as the leading roofing association in the United Kingdom. With seven regions, 1000 trade contractors and over 150 Associate Members (manufacturers and service providers) NFRC represents over seventy percent of the roofing industry by value. Through various initiatives the NFRC continues to provide confidence to clients who use its members (Trade and Associate), and to the members to receive a service that is second to none. www.nfrc.co.uk

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samuels:feature 2 22/05/2012 15:20 Page 106

ROOFING: SD SAMUELS

THE LEADING CLADDING CONTRACTOR

SD Samuels was formed in 1993, since which time they have shown steady growth by working alongside some of the countries largest main contactors, such as Carillion, Kier, Mansell, Morgan Ashurst, Willmott Dixon, Withey Contracts, Haymills and many others

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W

hen recession kicks in and money is tight, most firms cut costs, which usually includes reducing investment. SD Samuels took the opposite approach and invested heavily in training and gaining accreditations. As a result, it’s reaping the benefits as activity starts to pick up. The company started doing roofing and cladding on a relatively small scale almost twenty years ago and has grown progressively since then. “As we’ve grown, we’ve taken on more products such as single ply, liquid applied roofs, hot melts, rainscreens, curtain walling and glazing,” says Chief Buyer Ben Gibbons. “Now we are a Category A supplier to firms like Carillion, Balfour Beatty and Morgan Sindall.” Most of the work is for main contractors and much of it within the M25 or the Home

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ROOFING: SD SAMUELS

with clients and site architects, attends design meetings and organizes the work. There is an established track record on sports stadia although, as Ben points out, it’s not somewhere the company has specifically sought to specialise: “It wasn’t a main focus of ours, simply that one of the biggest jobs we won was the West Ham football stadium. We renovated and built new phases, which got us started through good workmanship and finishing on time. Because we had the proven track record at West Ham, it went on from there. If people ask for a portfolio when we're pric-

ing jobs, we can back that up with jobs we have done. It worked in our favour in the sense we went on to do Charlton, Chelsea, Ipswich, Tottenham and Twickenham. We’ve also done the basketball arena and water polo arena for the Olympics.” GUARANTEED WORK The company undertakes anything related to roofing and cladding, tackling new builds and refurbishments. However, the improved nature of roofing products and techniques means the maintenance element is less than previously and it’s

Counties, although the company has worked further afield. It is, as Ben confirms, used regularly by some of the biggest main contractors but treats all customers the same: “Carillion only have twenty roofing contractors nationwide and we are on the top tier of that, as we are with Morgan Sindall. Much of our work is repeat business and it's often the site teams that put us forward. One of the reasons we have got through the hard time is our personal relationships with the likes of the Morgan Sindall, Carillion and Balfour Beatty teams. And it’s not just the bigger companies because we don't treat anyone differently.” For the majority of its jobs, SD Samuels undertakes the design, starting with specifications and steelwork drawings that it develops into construction drawings. It has its own in-house design team, headed by a Design Director who liaises

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ROOFING: SD SAMUELS generally only roofs that are twenty and more years old where improvements can be made. This means better guarantees can be given but can require a degree of additional work at the outset. “A lot of it has to meet certain requirements and that is where our design will come in early,” remarks Ben. “We often liaise with suppliers before we’ve won a job since we need to get everything right. There are cost implications and we may need clarification from the main client because we don’t want to make a mistake before we start.” This means there’s a close working relationship with suppliers as well as customers. Additionally, in the same way as it’s on the preferred supplier list of main contractors, it has its own preferred suppliers with quarterly reviews and a thorough assessment of new products. It also has approved sub-contractors that supplement its own trained, experienced and fully certificated workforce. As Ben explains, sub-contractors are fully vetted and monitored: “We have an approved system they have to go through to be on our approved list and we don't deviate from that. There are minimum requirements and, if they say they are qualified, we need to see their certificates or other proof. When expiring dates come up, they have to renew before any more work will be done.” INVESTING IN THE FUTURE Like most companies in construction, Samuels experienced difficulties during the downturn but used this as an opportunity to invest for the future.

“When we saw the recession coming, many people stopped spending,” remarks Ben. “We went the other way and moved into other roofing systems, which means we can offer different options and cover all requirements.” The company also invested time and effort in gaining accreditations, including ISO 9001, 14001, 18001, NFRC and SPRA. Some customers won’t allow tendering for work without the appropriate

“WHEN WE SAW THE RECESSION COMING, MANY PEOPLE STOPPED SPENDING, WE WENT THE OTHER WAY AND MOVED INTO OTHER ROOFING SYSTEMS, WHICH MEANS WE CAN OFFER DIFFERENT OPTIONS AND COVER ALL REQUIREMENTS.” BEN GIBBONS CHIEF BUYER accreditations so there’s certainly seen to be benefits in attaining the relevant ones. Benefits are now being seen, with a good forward order book and plenty of current work. SD Samuel’s most recent project is Harbour Exchange at Canary Wharf, which Ben reckons is particularly challenging because it involves aspects the company hasn’t tackled before. These include asphalt, cladding and glazing that are in addition to the more common roofing activities. However, he believes the project will act as a great advertisement

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The broader nature of the work at Harbour Exchange has rather extended the company’s capabilities and perhaps points the way it will go in the future. Ben says: “If we can make something pay, we'll take it on, especially for companies where we have a relationship. However, if we feel that we can't provide the service, we won't attempt it. If we can’t make it work, we'll be honest about it.”

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for the company by showing what it can really do. In essence, glazing is a natural progression because it ties in to areas where the company is working and more customers are looking for a more complete package from a single supplier. And from SD Samuel’s point of view, it’s in its interest to do the work rather than giving it away. As a result, it’s also undertaking rendering work, which is another area it hasn’t tried previously.

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green apples:feature 2 17/05/2012 09:12 Page 110

GREEN APPLE AWARDS: THE GREEN ORGANISATION

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GREEN APPLE AWARDS: THE GREEN ORGANISATION

The Green Apple Environment Awards were launched in 1994 by The Green Organisation and have become well established as one of the most popular environmental campaigns in the world

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ozens of builders, developers, architects and numerous other companies involved in building and construction are invited to the House of Commons each year to be presented with prestigious Green Apple Environment Awards. This has become a highlight of the building year and it presents unique opportunities for everyone to win the recognition they deserve for their environmental endeavours. But their rewards are not limited to the handsome trophies presented to the Gold, Silver and Bronze winners in each category. The Green Apple Awards is one of the few accredited schemes that acts as an automatic feed into the Brussels-led European Building Awards for the Environment, and several Green Apple Award winners have gone on to represent their country in this international competition – and emerge victorious. On a more personal level, the highest-scoring company also wins a free holiday for two in AquaCity, Slovakia – the environmental resort in the High Tatras that was voted the world’s greenest resort in the World Travel Awards. The Green Apple Awards are organised by The Green Organisation, an independent, non-profit, non-political, non-activist environment group dedicated to recognising, rewarding and promoting environmental best practice around the world. They launched the Green Apple Awards in 1994 with a campaign purely for local authorities. This made an immediate impact and led to calls for a similar campaign to recognise the efforts of commerce and industry generally.

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BY ROGER WOLENS THE GREEN ORGANISATION This call was answered and on the occasion of the new Millennium and the Queen’s 2002 Jubilee, The Green Organisation was asked if it might organise another environmental award scheme that would be relevant to this double celebration. As a result, it was decided that the Green Apple Awards for the Built Environment and Architectural Heritage would be the most appropriate event as a one-off campaign to mark the celebrations. But the subsequent interest and demand led to this becoming an increasingly popular annual event. This now gives everyone in the building and construction industries two bites at the cherry – or the Green Apple – because you can enter into the Built Environment Awards (closing date February 29) and/or into the Building & Construction category of the Green Apple Awards for Environmental Best Practice (closing date June 30). FREE ENTRY Every company is entitled to a free entry in either or both campaigns, and you can submit additional entries if you choose to pay the £100 entry fee that applies to extra submissions. Experienced and expert judges are drawn from the industry and supporters of the campaigns include the Environment Agency, SAVE Britain’s

Heritage, the Chartered Institute of Environmental Health, and the Chartered Institution of Wastes Management. Past winners have included companies large and small, including household name such as Kier, BAM Nuttall, NMCNomenca, Birse, Bovis, Amey Lafarge, Galliford Try, Interserve, etc. All winners – whether Gold, Silver or Bronze – also have the opportunity to become International Green Heroes by helping others to help the environment. They can achieve this by having their winning paper published in The Green Book, the world’s only annual work of reference on environmental best practice. This is published on The Green Organisation website (www.thegreenorganisation.info) and as a CD that is distributed around the world free of charge to Governments, Ministers, local authorities, companies, universities, environment professionals, the media, etc. INTERNATIONAL GREEN HERO In recognition of becoming an International Green Hero, companies are invited to another prestigious ceremony to be presented with a personalised zinc plaque that can carries a unique etching of their winning project and can be displayed on the building or in their offices. So what are you waiting for? There are multiple opportunities for you to win the recognition you deserve for your environmental efforts – and it does not have to cost you a penny. www.thegreenorganisation.info

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP

BUILDING BEYOND EXPECTATIONS When Paragon was established in 1979, our vision was simple: to prove that construction could – and should – be done differently. 30 years on and their award winning service continues to demonstrate their commitment for building beyond expectations. 112

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ased in the North West, Paragon has been an established provider of highquality construction services to both the public and private sectors for thirty years. As an ethically-led owner-managed business, the company’s ethos is simple: to employ local people and resources, to work in close partnership with clients and community stakeholders, and in doing so, to enable the enhanced delivery of local projects. The company workforce, which numbers 160, is drawn from the communities in which it works, and follows its inclusive approach to training and recruitment – including the principle of valuing people for their potential, as much as their past experience. From large-scale design and build developments to small-scale construction schemes, Paragon offers a bespoke service which can be tailored to every project and budget. And while delivery of award-winning architectural schemes demonstrates precision building and performance, Paragon’s capacity for value engineering means that even ambitious schemes can be achieved with modest resources.

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP ily firm. My uncle, three brothers and cousin are also long-serving employees, with my father being the longest serving, having joined fifteen years ago. “What this gives us is a determination to work hard for our clients, our community and each other, backed up by our loyal and dedicated workforce, which now numbers 160 and covers all trades from civil engineering to mechanical and electrical services work in addition to skilled in-house design practitioners and surveyors. “We’re proud to have grown into such a successful company, with a reputation for “Building Beyond Expectations” and look forward to working closely with new and existing customers to deliver many more successful projects for years to come.” NUMBER OF SECTORS Paragon works in a number of sectors. These include affordable housing, education, defence, healthcare, retail and commercial. Paragon's success as an affordable housing contractor incorporates both its new build and refurbishment capabilities. From quick-fit void teams to pro-active tenant liaison, Paragon goes the extra mile to deliver upgrade works efficiently and unobtrusively. When it comes to new builds or design and build work it believes in establishing a mutual objectives design team – involving all project parties effectively – to ensure design and material solutions are ‘built-in’ from the outset. This approach, combined with the expertise of its in-house design team – capable of comprehensive value engineering and complete architectural planning –- ensures a seamless service for clients, and a focus on economisation and innovation that promises best value for all. As well as affordable housing, providing successful education environments for children is a priority for all local authorities, and Paragon fully supports their efforts to meet this challenge. For its part the company offers fully committed and skilled in-house

resources together with its successful and proven “best value” supply chain, all co-motivated to provide the best possible outcomes for each project. The in-house design team, possessing full architectural and surveying capability, offers added value at the planning stage, and collaboration with stakeholders and school managers ensures Paragon develops effective community engagement activities, both respecting and strengthening the school's position at the heart of the community by involving pupils and parents in the school's re-development. This model of working also applies to projects in the higher and further education sectors, where bespoke needs and challenges are met through this same commitment to collaboration, innovation and long-term best value. Paragon also has strong links with the defence sector. Helping to support the armed forces through the creation of effective, efficient, and exceptional training and accommodation space is something Paragon is proud to be involved with. The company’s willingness to make its defence client's priorities its own, together with the ability to develop exacting work schedules and programmes, have seen it deliver consistently on-time and to budget, with quality standards met throughout. Collaboration, innovation and best value permeate all of its work in this sector, whether new build or renovation, and have resulted in high customer satisfaction scores and repeat business levels of which Paragon can be duly proud. LEISURE SECTOR The leisure sector is another prominent sector Paragon works in. Within the national landscape there is an important role to be played by leisure facilities in providing space for communal activities, sports, fitness and ultimately, wellbeing. At Paragon it is proud to deliver such valuable community facilities, whether design and build or pre-designed

As a company, Paragon actively embraces the Egan principles for rethinking construction, and is a fully registered ISO9001 and ISO14001 business. Its philosophy of investing in people, protecting their health and wellbeing, trading locally, respecting the environment, and working to regenerate communities, is bound up in the way it does business, interacts with its customers, and engages with suppliers and stakeholders. Through careful selection, vetting and monitoring of its suppliers and subcontractors, it eliminates poor practice and rewards those that embrace its high standards with "Best Value" status. Performance monitoring is conducted across all levels of its operation, with KPI's assessed at regular intervals to ensure and inspire continuous improvement. Paul Barrow, owner and managing director, says, “I am very proud to be owner-managing director of Paragon Construction Group. I began working here in 1992 as contracts manager, progressing to construction manager, construction director and eventually owner-managing director in 2007. “In fact, working in construction is something of a family tradition, and Paragon is very much a fam-

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projects. And its experience in bespoke construction is considerable. What's also considerable is it understanding of the budgetary constraints which often come with community or centrally-funded facilities – which is why its extensive skills in value engineering are invaluable - enabling it to provide maximum longterm benefit for minimum expenditure. For customers who have used Paragon before, the quality of its workmanship and practices are well known, but to customers considering Paragon for the first time, the company knows what important indicators accreditations and awards are. You'll be pleased to hear therefore that Paragon is certified and accredited by all of the main construction industry bodies. What's more, Paragon’s performance and projects have received high profile recognition through the receipt of various national, regional and sector-specific awards; prestigious endorsements which it is very proud to own, and which further enhance its reputation within the industry. These include RIBA award 2008, Manchester Society of Architect's Award 2008, British Homes Award 2008, MEN Awards 2008, and a nomination in The Roses Design Award. All its work is underpinned with a strong emphasis on health, safety and the environment.

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP

When it comes to these aspects of business Paragon believes that there is only one acceptable standard of practice: best practice. This belief affects not just the way it works, but the way it plans that work. By engaging workforce volunteers onto its Directors Health and Safety Panel, Paragon ensures collective participation in policy formation, and the ownership of health and safety throughout the company. It also invests in continuous training, specialist consultancy, and effective tools and equipment enabling people to do their job in the safest possible manner. Environmentally, the focus remains not just on the materials it sources, but where they come from and how Paragon can eliminate waste - ensuring, for instance, 100 percent ethically sourced sustainable timber, and 100 percent of wood waste not sent to landfill. Such efforts, combined with its commitment to Considerate Constructors, prove that construction can be ethically-led, and that a business can be all the more successful for being so. Perhaps most encouraging, Paragon continues to work closely with the community. As a locallybased family run business it understands that without the committed efforts of its workforce it would not enjoy the success and growth which it has

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GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP achieved. As a successful business it is therefore Paragon’s intention to re-invest in the community from which it has grown, remaining conscious of its responsibility within it, both socially, economically and environmentally. In order to achieve this it continues to invest in a programme of community commitments through the provision of apprenticeships, taster events at local schools to promote construction careers, Trident work placements to pupils, and the support of local employment initiatives, working with the Chamber of Commerce and Connexions. The company also supports supplementary vocational training modules to local college students, work and training to the long-term unemployed, funded and time-sponsored training, and staff volunteers on community environmental and charity projects. There is also an underlining commitment to the support of local suppliers and subcontractors, and the delivery of value for money on all projects. Equally, it is proud to support its clients in fulfilling such aims within their own communities, and participate fully during employment initiatives, recruitment drives and community events specific to any project it is involved in. www.paragonconstructiongroup.com Tel: 01744 458720

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Paragon:feature 2 01/06/2012 11:35 Page 119

GREEN APPLE AWARDS: PARAGON CONSTRUCTION GROUP

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safe:feature 2 17/05/2012 09:44 Page 120

HEALTH & SAFETY: SAFECONTRACTOR

TAKING HEALTH AND SAFETY SERIOUSLY

With more than 160 major clients and almost 18,000 contractor members, SAFEcontractor is the fastest growing health and safety assessment scheme in the UK

S

AFEcontractor was initially developed as a bespoke project for a Property Management client who wished to outsource the annual vetting of contractors on its approved list. Interest shown by other similar clients identified the potential for a standardised system that could be offered to the whole of the company's client base. In 1999 SupplyLine was born. After further development the product was expanded to provide web based access to its clients and was re-branded as SAFEcontractor in 2003. Steady growth and the adoption of the system by some major brand names such as Kellogg, Debenhams Retail Plc, Home Retail Group and General Motors UK, saw entry into new client markets and further growth in contractor members. In February 2011, SAFEcontractor was part of a sale to a group wholly owned and controlled by BECAP Fund LP. BECAP is the private equity

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HEALTH & SAFETY: SAFECONTRACTOR

investment vehicle of Better Capital Limited, a company quoted on the main market of the London Stock Exchange, whose market capital is over £235 million. Through continued investment Better Capital Limited aim to unlock the enormous potential within SAFEcontractor and build on the high levels of quality and service our clients have come to expect. FAST GROWTH SAFEcontractor is the fastest growing health and safety accreditation scheme in the UK, with more than 160 major clients and almost 18,000 contractor members. Registered members with the SAFEcontractor scheme include clients and contractors from a wide range of professional disciplines working within a number of industry sectors. With its increasing membership and growing profile in the UK, the SAFEcontractor scheme is now used by many large organisations as a way of obtaining competent contractors.

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NEW WEBSITE LAUNCH In November SAFEcontractor launched a new website offering improved functionality and usability. The fully updated design and layout will allow new and current users to access information about the scheme more easily. New features of the website include a resource library and a ‘What’s on’ section. John Kinge, Head of Risk said, “Considerable time and thought has gone into the new website to make it as easy as possible for visitors to access the most up-to-date and relevant information, quickly and easily.” The website marks the beginning of the redevelopment of SAFEcontractor’s digital presence with activity underway on social networking sites such as Twitter and Linked In.

www.safecontractor.com Tel: 029 20 266 242

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

PARTNER

OF CHOICE

Modebest Builders Ltd was founded in January 1994 by Albert Dravins and Eamonn Scanlon, and is now an experienced and well established groundworks and frame contractor with a turnover in 2008 of £45m. 122

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artnering is something that runs through everything Modebest does and it has done since the company started in 1994. It determines the way it works with other contractors and its supply chain as well as its preference to get early involvement in projects so it can help its clients deliver them in the most efficient and cost-effective way. The core of Modebest’s business is groundworks and reinforced concrete frames but, as Commercial Director Mark Lennox explains, it always tries to provide a complete and integrated service: “We’ve been awarded a demolition project in South London. We don’t tender for standalone demolition projects but to offer our client one point of contact, continuity and the potential to realise programme savings, we are more than willing to undertake the works and then move on to do the

BUILDING DESIGN AND CONSTRUCTION MAGAZINE

groundwork, drainage, the frame, if one is required, and the external works. “In partnering with our clients we have also taken on other trades not usually encapsulated within our core business, such as piling, painting, partition work, doors, carpentry etc... Modebest’s philosophy is to provide the best package for the client.” The company has a large fleet of plant to service their own work and to maintain efficiencies and hires it out when it’s not being utilised in house. However, more frequently, it’s hiring in because its own equipment is always in use. Of the 45-50 jobs currently underway, around 6-7 are creating basements for large London residential properties, which is an expanding market. There’s also an £8 million groundworks and concrete frame project at Greenwich Wharf plus an interesting hospital development in south London that fits in well with Modebest’s preferred method of working. Not only

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

early. The ideology is that full and final information is issued prior to any site activities commencing. This is a tough ask, but one that Modebest actively encourages. Modebest’s early involvement allowed us to vet the project documents and build the project on paper first, prior to ever starting on site. Missing or contradictory information was ironed out, and drawings updated prior to any site activities. Barring any client requests, changes or delays should not occur. The theory behind it is great and it certainly has the right principles for partnering.” The contract matches Modebest’s preference for early involvement so that it can look at drawings, raise queries and ensure everything is properly updated before the project advances too far. The intention is to prevent delays throughout the job, which are often caused by missing or late information. DESIGN INPUT Early involvement means the company gets to use its expertise and put a lot of input into the design process and even to propose fundamental structur-

al changes and alternative solutions. A typical example, recounts Mark, is a current project at a care home in Essex: “We’re using a partially pre-fabricated wall system new to the UK. In essence it’s polystyrene formers instead of your traditional plywood shutters, so you have two sheets of permanent polystyrene which are held together with a steel framework, this is slotted together like large pieces of Lego, traditional reinforcement bars are passed and tied into the former and then filled with concrete. The building obtains an insulated external wall in one operation, with the insulation doubling up as a permanent shutter for the concrete.” “You can render it on the outside and clad it with brick or some other form of cladding,” adds company founder and Construction Director Albert Dravins. “It’s a Canadian product and it’s the first time it’s been used in the UK so there are a lot of people watching us.” As part of the partnering approach Modebest will offer to get involved with projects without any commitment from the client if Modebest are going

is it a challenging structure with a unique design and high class finish, it also has quite a unique contractual arrangement. PARTNERING CONTRACT “It’s a construction management partnering contract (PPC2000), which has been in existence within the NHS sector for some years, but is not so commonly used in commercial building contracts,” says Mark. “There’s one partnering contract for every team member, inclusive of the client, client’s management team, all the design consultants and every trade constructor. The point is that everybody partners together so it’s not just ourselves and the client or ourselves and the design team. “There is only one copy of the contract that each of the team will sign as they are appointed. The principle behind it is it really is focused on partnering and getting constructors looking at the project

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

Always a step ahead with Modebest

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“Wishing Modebest Builders continued success for the future”

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

to be awarded the work, often meeting with regular clients to discuss proposed projects. Modebest has teamed up with a structural engineer who looks at potential projects and helps with scheme designs. If the project isn’t secured, there’s no charge because it’s a partnering situation with shared risks. Having a structural engineer look at projects can be invaluable because it may reveal proposals that aren’t viable to begin with and so avoid wasted time and money. Resulting suggestions may also secure contracts that wouldn’t otherwise be obtained so it can generate business for both parties as well as helping clients with alternative solutions.

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TENDERING PROCESS Although it can be a lot of effort that doesn’t necessarily result in any work, it is something the company believes needs to be done. It does, in fact, spend a lot more time producing tenders than previously and Mark believes this is due to a combination of the economy and technology: “I think in the current climate the whole tendering process has changed. Instead of sending enquiries out to three or four companies, they can now be sent by e-mail to twelve companies within minutes. There are web downloads for tenders so all they have to do is send prospective bidders

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

an e-mail with a link, and they can blanket numerous companies. “Whilst the industry might be in a recession, the work load for our estimating department has increased. Clients can now copy more prospective bidders in, and do so a lot quicker and cheaper than they used to be able to do. Whilst this goes against the philosophy of partnering we understand that in the current climate, they want to invite more contractors because margins are so tight. So our estimators have probably doubled and tripled over the last two to three years but not because our jobs have increased. But it’s an investment you have to make to try and secure future work.” A lot of it is down to cost, with companies looking to get the best price as well as bringing projects in on time. As a result, Modebest offers itself up as a free estimating service to help its regular clients by pricing its own elements of work as part of the clients’ own tender submittal. It’s a service that’s offered as good will with no charge involved and, although the hope is that work comes out of it, there are no guarantees. The service is offered to help clients secure contracts, which in turn increases Modebest’s chances further down the line. There

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We provide a full spectrum of complimentary services for the construction industry when working with soil for removal and sustainable reuse. These range from on site testing of construction and demolition wastes with our XRF equipment that can give very accurate readings for hard to identify heavy metal contamination instantly. This enables the project to be able to remove or reuse the impacted soils far faster than traditional testing methods. PMC Soil Solutions also design, execute and report intrusive waste characterisation investigations so that waste soil can be classified by the receiving facilities all in accordance with the most stringent of standards. All of our approved UKAS accredited laboratories can provide data within a 24-72 hour timescale if necessary. Our knowledge and experience of liaising with various project contractors and regulators ensures that whatever sustainable solution is deployed it always meets the demands of the stakeholders on the project. We hold a current Mobile Treatment Licence (MTL) for the treatment of contaminated soils on development sites and this combined with our fleet of 8 wheel tipper lorries ensures that we are able to react to our clients needs without notice whilst ensuring that all regulatory aspects are always complied with at all times. Our logistics centre is located off the A406 / A12 in Barking, Greater London and this is allied to our considerable investment in digital systems that ensures that all loads are tracked, weighed at the facility and full duty of care information for each and every load is provided for live download to our clients across all contracts. Our integrated approach enables us to deliver bespoke comprehensive solutions to our clients without excessive cost. PMC Soil Solutions hold ISO 9001 and 14001 accreditations for our business and environmental systems respectively and these are periodically audited by UKAS accredited auditors accordingly. We are one of few waste resource companies that holds full asbestos contractors insurance and professional indemnity insurance for the testing and management of asbestos containing material on construction sites. All of our consultants have asbestos level 2 awareness training so that no matter what is located on site, our team know how to accurately identify, quantify and manage all aspects of soil resources whilst not incurring landfill fill tax and excessive disposal charges. Our commitment to supplying a first rate service across our various disciplines is second to none. Call us to see how we can bring our experience to your project.

PMC Soil Solutions, Building 3, BRE, Bucknalls Lane, Watford, Herts WD25 9BA Tel: 01727 822500

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

are also regular meetings and workshops with clients, where projects, plans and possible improvements are discussed. APPROVED CONTRACTOR There’s no certainty that all this pre-sales effort will create any work. However, it does enhance Modebest’s standing and reputation to the extent that it’s often called in to finish off jobs that other contractors have failed to complete. For new clients, Mark finds the use of pre-qualification questionnaires is increasing, with greater emphasis on health and safety as well as sustainability and environmental matters. Holding the three main ISO accreditations and being members of, or accredited by, organisations such as Achilles, Exor, SAFEcontractor, CHSG, CHAS, Constructionline and The Concrete Society with their regular audits, generally helps. Mark says: “It doesn’t mean we will secure more work but it provides independent proof that you are at the required standard. It has helped us quite considerably because, although we had most of the procedures and processes in place, there were a few things we found could have been done better. Simple things like data storage. So it did help us. The whole philosophy of the ISO is continual development and improvement. We have seen benefits already, and will continue to do so over the years.” The company’s own sub-contractors, who are employed only to provide specialist skills such as surfacing, dry-lining and plastering, go through a

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

similar pre-qualification process before they’re approved. However, Modebest uses its own direct labour for most of the work and ensures they’re properly trained, with a big emphasis on health and safety. “All our people are inducted on starting with the company,” explains Mark. “There are slightly different inductions for the office members and support staff but everyone is inducted. At the beginning of a new job, there’s a site meeting to run through the job and the method statement and to ask specifics about the job. They get updates on any materials on that particular job they need to know about and throughout the job there tend to be weekly toolbox talks. These talks are specific to the job but generic in respect of what they’re discussing. “If a particular health and safety issue comes to light, we ensure the relevant toolbox talk in given immediately. We try to be proactive, rather than reactive, and we have suggestion boxes to get either anonymous or named feedback on three main topics — health and safety, quality and environmental, and how we can improve the company. Our people are out there doing the work and to a degree we’re dictating how they do it with method statements and toolbox talks. But they could, during the course of their work, find ways of carrying out tasks safer or more efficiently. So we welcome feedback and they can give it either electronically or through suggestion boxes. It might not be favourable to the company but we’d rather know about it than not.”

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

NO ADVERTISING It is undoubtedly a tough environment with constant pressure on price. But the fact Modebest works for some of the biggest main contractors and property developers, has grown its turnover to £45 million in only eighteen years and has 45-50 jobs on at any one time suggests the company’s approach is working. This success is even more surprising given that it hasn’t really tried to advertise its services. Mark says: “We had brochures produced maybe eight years ago and I think 95 percent of them are still here in the office. It shows that we’ve got a good product, a good team and a good philosophy because all our work has come through repeat business. The building industry is relatively small and if someone we work with at one of our clients moves company, they often introduce us to their new company and they become a client as well. “Whilst our contract turnover might be similar to a few years ago, our client base has expanded considerably. And that’s purely through repeat work and people moving from one company to another and providing us with an introduction, which is pleasing because it means we’re doing something right.” LOOKING AHEAD Modebest are always looking ahead and for continual improvement, and are currently in the process of attending some joint workshops, with a couple of its main clients, with the aim to introducing Building Information Modelling (BIM) into the business. Modebest see this having major implications and benefits to its core business. www.modebest.co.uk Tel: 020 8900 1981

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HEALTH & SAFETY: MODEBEST BUILDERS LTD

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Mitsubishi Power Systems:feature 2 17/05/2012 09:31 Page 134

ENVIRONMENTAL MANAGEMENT: MITSUBISHI POWER SYSTEMS

POWERING YOU AND THE

FUTURE Mitsubishi Power Systems is a global leader in efficient and sustainable power generation

M

itsubishi Power Systems is a global leader in efficient and sustainable power generation. The company is committed to harnessing technology to lead the move towards a low-carbon environment. Mitsubishi Power Systems Europe Ltd, which is part of one of the world’s most innovative, successful and responsible businesses Mitsubishi Heavy Industries Ltd, was set up in 2007 to bring together technology and expertise in a locally-based business covering Europe, the Middle East and Africa. Today, the company can offer a one-stop shop for the supply and servicing of advanced energy technology including gas and steam turbine, marine propulsion, solar, and wind turbine. Along with its sister companies Mitsubishi Power Systems America and Mitsubishi Power Systems Asia-Pacific, it is building on a 125-year heritage of harnessing technology to overcome engineering challenges and drive progress in a responsible way. Since 2007, the company has established and developed the business across the region and has fur-

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ther expanded its services to meet customer needs through the acquisition of maintenance partners. The company recently announced that growing demand from power generation customers and strong year on year performance could lead to a doubling of the fifty-strong workforce at the company’s new Leeds base. The rapidly expanding £120 million turnover company has already invested almost £2.5 million in the 40,000 square foot service centre at Navigation Park, Hunslet and a further investment will bring a new inspection and testing laboratory and fully-equipped workshop on stream within six months. The planned expansion follows strong business performances in 2009 and 2010, with further growth anticipated in 2012 and beyond. This continued growth will enhance the Leeds base’s key role in the group’s UK operations which also features a London-based European headquarters. Head of the company’s Leeds Service Centre, Director Juergen Richter, chose the Leeds base for its close motorway links, inter-city rail routes, region-

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ENVIRONMENTAL MANAGEMENT: MITSUBISHI POWER SYSTEMS al airports, and quality labour pool. He said, “The brand new service centre provided a clean sheet for internal design and layout, which included a £300,000 bespoke fit-out with enhanced office space to accommodate the expanding workforce.” He adds, “The Leeds Service Centre provides 24/7 support for all our clients and is able to mobilise to site within 24/48 hours, providing full engineering support from tooling and engineering hardware to specialist technical knowledge.” Paul Stephens, head of economic development at Leeds City Council, commented: “This is a significant investment for Mitsubishi and for Leeds. It plays to the city’s traditional strengths in engineering and its geographical advantages as a business location, allowing companies to service clients and access markets across the UK, as well as providing excellent connectivity with London and Europe.” An important element of future growth is the development of people, and the company is planning to develop a training and development programme to bring on the engineers of the future. Serving the power industry in Europe, the Middle East and Africa and working 24/7, the Leeds team can also be despatched to Mitsubishi global contracts anywhere in the world, including the Americas and Asia Pacific. Closer to home, the business has major ongoing contracts at Damhead Creek, Huntstown, Teesside and Saltend, as well as having recently been involved in completing projects in Turkey and Egypt.

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trada:feature 2 22/05/2012 08:32 Page 136

TIMBER CONSTRUCTION: TIMBER RESEARCH & DEVELOPMENT ASSOCIATION

LEADING-EDGE KNOWLEDGE FROM TRADA ANDREW ABBOTT, TRADA Chief Executive, outlines the Association’s aims and objectives in a demanding economic climate.

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TIMBER CONSTRUCTION: TIMBER RESEARCH & DEVELOPMENT ASSOCIATION future. We value integrity in everything we do and impartiality in the way we operate. OUR PURPOSE is to continually support the development of timber to realise its potential. OUR GOAL is for timber to be the natural first choice material for construction and for TRADA to be at the centre of this development. As a centre of leading-edge knowledge on all aspects of timber in construction, we aim to give our members every support to allow them to innovate and develop new services and products. By so doing, we will provide a respected, authoritative voice for timber in the public arena. An important new platform for TRADA, its members – and indeed for the timber industry as a whole – to deliver key messages to specifiers and clients is the TRADA Technology-backed exhibition Timber Expo. The launch event in 2011 was an outstanding success, showcasing a sector which has embraced new technologies, new products and new ways of bringing solutions to market efficiently and cost-effectively. More than 4,000 industry professionals attended Timber Expo 2011 and feedback has been very positive. The 2012 event, to take place at the Ricoh Arena in Coventry on 25th and 26th September, is already more than 60% booked or reserved, on a show which will be 50% bigger than last year. The design of the TRADA stand is still under wraps, but

as a key feature of the show, it will demonstrate the flexibility and design potential inherent in timber. An important element in Timber Expo’s success was the two-day programme of seminars and tutorials. This aspect will be carried forward to 2012 with high calibre speakers analysing issues and trends and sharing technical information, as TRADA will be doing with its annual programme of conferences and seminars. Another feature unique to Timber Expo and in line with TRADA’s role of bridging the supply chain was the Timber Buyers Forum, which linked exhibitors with major contractors, developers and clients. There will be additional scope in 2012 for buyers to participate, bringing end users ever closer to the timber sector. Also on display will be the winning entry by Stephanie Lewis in the TRADA member Timbmetsponsored competition for students of architecture at Oxford Brookes University to design a demountable timber pavilion. Engagement with universities is a vital part of TRADA’s forward strategy to enable students of architecture and engineering to grow up with a love of timber and an understanding of the scope it offers in their design. In every way, TRADA is working towards an exciting future. www.trada.co.uk www.timber-expo.co.uk

THIS IMAGE: The Price &Myers Hy-Pavilion formed the structure of the TRADA stand at Timber Expo 2011 TOP LEFT: Outstanding design – Stephanie Lewis, Oxford Brookes School of Architecture with TRADA Membership Manager Rupert Scott

E

stablished more than 75 years ago, TRADA, the Timber Research & Development Association, is an internationally recognised centre of excellence for the specification and use of timber in all its forms. It is a not-for-profit, membershipbased organisation whose name is synonymous with independence and authority. Its strength lies in its diverse membership, encompassing more than 1,700 companies and individuals from around the world and across the entire wood supply chain, from producers, merchants and manufacturers, to architects, engineers and end users. Bridging the supply and user ends of the market enables TRADA to deliver a dynamic programme of research, information and events through its sole service provider TRADA Technology Ltd. This programme is put together to meet the needs of members and while our short-term strategy in the current economic climate is to spend wisely while delivering the best possible value, the TRADA Board has devoted significant time and energy in developing a strong mission statement and strategy for the future: CORE VALUES – We are passionate about timber and its role in helping to create a sustainable

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Kingspan Patton :feature 2 22/05/2012 08:28 Page 138

TIMBER CONSTRUCTION: KINGSPAN POTTON

QUALITY TIMBER

CONSTRUCTION

With over forty years of experience, Kingspan Potton is Europe’s leading manufacturer of quality timber-based structural systems, delivering high performance energy efficient solutions into private and affordable housing as well as the commercial and public sectors 138

K

ingspan Potton has emerged as one of the leading providers of timber-based construction in the UK. Established in the 1960s, it produced its first timber frame in 1968 before developing a strong reputation within the self-build sector during the 1980s. This knowledge and experience has aided its continued growth, as well as its work in the contracting market where it develops bespoke timber frame solutions for major house builders and housing associations. In both business strands, Kingspan Potton, which joined the Kingspan group of companies five years ago, has a very developed service offering. In the self-build market it takes customers through the entire process of building their own home. It isn’t

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simply about providing a timber frame. The packaged solution incorporates design, securing planning permission and dealing with all building regulations paperwork. With the increased focus on environmental credentials, the code for sustainable homes requirements can be quite daunting to selfbuilders. Kingspan Potton takes that worry away with its comprehensive, all round service. ENVIRONMENTALLY EFFICIENT Likewise, through its contracting division, the company has developed some of the UK’s most environmentally efficient building envelopes. Recently, for main customer Salford City Council, Kingspan Potton completed work on 100 houses using its Kingspan TEK® Building System. This system

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TIMBER CONSTRUCTION: KINGSPAN POTTON with Barratt Homes in South Gloucestershire on the prestigious Hanham Hall project, Kingspan Potton is hoping to achieve that very goal. Unsurprisingly, Paul Newman, technical director at Kingspan Potton, says it is now “the leading low carbon housing provider in the UK.” Indeed, the Kingspan TEK® Building System has achieved the highest Green Guide ratings in the BRE’s Certified Environmental Profiles Scheme, further highlighting the exceptional sustainability credentials of the system. ENVIRONMENTAL EFFECTS The BRE Certified Environmental Profile Scheme enables specifiers to determine the environmental effects of a building design before it is constructed. Awarded a Green Guide A+ rating for its specification on external walls, the Kingspan TEK® Building System comprises 110mm high performance CFC/HCFC-free rigid urethane insulation sandwiched between two sheets of OSB/3 (Oriented

Strand Board). Accounting for the largest proportion by mass of the Kingspan TEK® Building System, OSB has a positive effect on the environmental impact due its ability to sequester carbon. Paul says, “The Green Guide ratings are an ideal way for specifiers to consider the environmental sustainability of building elements. Achieving an A+ BRE Certified Environmental Profile rating for the Kingspan TEK Building System further consolidates Kingspan Potton’s commitment to environmental sustainability issues and makes the product’s specification even more compelling.” EXCITING TIME Paul believes it is an exciting time for the market at the moment with renewable technology rapidly changing the face of sustainable building design. “We are going through a period of change that is probably quite unprecedented in the construction industry,” he says. “We identified many years ago

achieved code for sustainable homes level 4 relying primarily on the building envelope. The Kingspan TEK® Building System is poised to change the face of timber-frame construction through its ability to reduce the carbon footprint of a building like never before. Yet, Kingspan Potton is committed to going further. On a four-unit project developed with Crest Nicholson, four homes were constructed to achieve code for sustainable homes level 4 without any renewable technology. Currently those houses are going through extensive testing and a post-occupancy evaluation will be carried out to detail the occupant’s experience of living within the building. When key renewable technology is added to these developments, code for sustainable homes level 6 can be achieved. Currently, working

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TIMBER CONSTRUCTION: KINGSPAN POTTON

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TIMBER CONSTRUCTION: KINGSPAN POTTON

Kingspan Potton is delighted to announce the completion of an exciting new show barn at its show site near St Neots in Cambridgeshire. The new ultra energy efficient low carbon home, designed as a contemporary barn, exceeds the requirements for Level 4 of the Code for Sustainable Homes.

that sustainability was going to become increasingly important to us. Today, we are not merely timber frame manufacturers but a business focussed on delivering high performance building envelopes. We use timber building systems for those envelopes because of their excellent structural, thermal and sustainability credentials.” It certainly helps that the popularity of timber frame, particularly in the self-build market is growing, as the emphasis on sustainable products increases. “The market for timber frame has grown steadily for about twelve years now. Of course, it has had a rebalancing as a result of the recession but our research tells us that this is just a reset in the market. The latest forecasts from external market researchers claim over the next five years the timber frame market is set to explode.” POSITIVE FORECASTS Certainly, there is cause for optimism given that positive forecasts for the market are coming from external sources, not from those within the market itself. The fact more people are now interested in self-build is also a welcome development. “The UK has had an obsession with other forms of construction for a very long time,” says Paul. “It is getting increasingly hard to achieve the levels of thermal performance required and energy efficien-

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TIMBER CONSTRUCTION: KINGSPAN POTTON

Hanham Hall will become a benchmark for sustainable housing development by using a number of features such as cutting edge building technology in the form of SIPS panels; cutting edge zero carbon community heat and power using biomass CHP; and integration with the existing ecology and landscape. The homes are 100% better in energy performance than the current UK building regulations standard.

cy with other methods of construction. It will always remain possible to do it but it is easier to achieve those levels of sustainability with timber frame. And it offers such a flexible build method for people it will inevitably grow in popularity.� Kingspan Potton has enjoyed a long and successful history. Now, leading from the front, its professionalism and commitment to driving timber frame construction forward has placed the company in an enviable position. Additional expertise and capability in providing not only a building

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structure but the entire envelope, alongside vast technical expertise and well-established experience, has propelled it ahead of the competition. When one considers that it also continues to grow in the self-build market, working directly with the retail industry through a strong service provision, Kingspan Potton has every reason to be optimistic about the future. www.potton.kingspan.com Tel: 01767 676400

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TIMBER CONSTRUCTION: KINGSPAN POTTON

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Enfield Specialist Doors:feature 2 22/05/2012 11:07 Page 144

TIMBER CONSTRUCTION: ENFIELD SPECIALITY DOORS

OPENING

DOORS For 25 years Enfield Speciality Doors have manufactured bespoke and non-standard fire doors, fire door sets and frames.

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TIMBER CONSTRUCTION: ENFIELD SPECIALITY DOORS

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f you are looking for years of experience within the timber trade industry there aren’t many more suitable places to visit than North London-based Enfield Speciality Doors. With the guiding hand of Chairman Nigel Sill, who has been established within the timber trade as merchant, joiner and importer since the 1960s, the company has become a major player within non-standard door development and construction in the south. Specialising, as Nigel tells Building Design and Construction magazine, in anything “non-standard”, Enfield Speciality Doors can offer a comprehensive range of services for all types of door specification. Supporting the building and construction industries, working mainly with main contractors and architects, Enfield supply the full range of handmade, one-off designed fire check doors, special requirement fire check doors and glazed fire doors.

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Significantly, it also has the widest selection of materials and finishes including wood veneers, metals, laminates, and plastics such as PVC. With the inhouse ability to source and provide screens, door frames, architraves, and skirting to match any profile in softwoods and hardwoods, the company distinguishes itself with a service that can meet all manner of requirements. The full product range includes door sets consisting of doors, frames and ironmongery all made to order. “We specialise in everything that is non-standard. Whilst we have the capability to make standard-sized doors, building them effectively by hand, as we do, can never compete with the big companies who can factory-produce 10,000 doors per day,” admits Nigel. “So, our specialist area is in doors that require non-standard specification. For example, we make our own veneers, so you can have an ash veneer on one side and an oak veneer on the other. We can do dif-

ferent size glass openings; if a client wants a specially shaped glass opening for their corporate identity for instance. And we’ve done lots of doors for hotels that have special features identifying the group or brand.” ONSITE Crucially everything is done onsite. The skills and the machinery are in place to carry out all service requirements from lacquering to different wood treatments to stitching various veneers. Nigel says the company benefits from its strong standing within the industry. “We’ve got a reputation for being helpful to customers,” he says. “If sites run late and they say can we help them out, we never tell them to go to the back of the queue. We always say we’ll try to help them. So we have a lot of good will and a lot of our customers come back to us for that reason.” Principally, it is about a service based on a personable, friendly and flexible approach. “People deal

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TIMBER CONSTRUCTION: ENFIELD SPECIALITY DOORS

with people,” explains Nigel. “We have a lot of experienced staff in the office and we find that a lot of customers like dealing with certain members of our staff, which is great for us if they have a good relationship and it works.” And because of its experience, Enfield is always in a position to advise customers on the best solution for their individual requirement. “Some buyers need their hands held so we walk them through the process. It is very difficult for architects to know everything about construction from concrete foun-

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dations up to the roof tile, so we often help them to achieve what they want. Most people only see the top millimetre of a door, they don’t see what is inside it, but from a building regulations point of view, it is important that the inside actually performs in order to stop fire, stop smoke, and in some cases stop noise.” Indeed, exampling Enfield’s in-house capability, it has just produced an acoustic door with one of the highest decibel ratings achieved. The door, rated at 46db goes way beyond the industry average of

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TIMBER CONSTRUCTION: ENFIELD SPECIALITY DOORS

“WE HAVE A LOT OF EXPERIENCED PEOPLE HERE, MANY WHO HAVE WORKED IN VARIOUS AREAS OF THE TIMBER TRADE INDUSTRY BUT WE ARE TAKING ON MORE YOUNG PEOPLE AT THE MOMENT, AND WE ARE GIVING THEM THOROUGH TRAINING” NIGEL SILL CHAIRMAN 35db. Enfield hopes to see this door used in recording studios around the country. Its acoustic doors have already been placed in recording studios, schools and other buildings requiring noise-cancelling technology. “The acoustic door has been developed inhouse and it helps having a lot of experience amongst all the members of staff,” explains Nigel. “We all sit around the table and put our heads together, and we try to improve the quality and range of products all the time. It was about three months ago that we managed to produce a door with 46db.” While Enfield produce mainly fire doors, it is also a leading supplier of X-ray doors for use in hospitals where lead is placed within the wood to prevent radiation seepage. To further aid the service it has recently invested half a million pounds in the latest door manufacturing equipment. This new technology will make Enfield’s bespoke doors at a more rapid pace while

maintaining the stringent quality standards adhered to by each and every product. Nigel calls the new machine something out of “Tomorrow’s World”. “This is the very latest modern technology and it is all singing and dancing. Although it isn’t quite as simple as this, the technology can almost allow you to press a button and out pops a door at the other end.”

MILLIMETRE-PERFECT CONDITION Although wood is always susceptible to the atmosphere with temperature and air moisture causing it to expand and contract, the new equipment means doors leave the factory in millimetre-perfect condition. “It will speed up the process and produce a door and door frame that are made for each other,” says Nigel. “And, as far as one can guarantee the specification of a door, it will leave our factory in perfect condition.” Of course, the experience within the fifty-strong team at Enfield is a defining factor behind the com-

‘BIG ENOUGH TO DELIVER, SMALL ENOUGH TO CARE’

pany’s success but Nigel is also looking towards the future. “We have a lot of experienced people here, many who have worked in various areas of the timber trade industry but we are taking on more young people at the moment, and we are giving them thorough training. We train them in the factory so they know what they are talking about to customers, and we’ll send them on outside courses of which some are organised by the Timber Trade Federation, so they have a thorough grounding of the entire process from the different types of timber to the best applications for each type of wood and design.” Enfield Speciality Doors has enjoyed a long and successful history. Looking forward, Nigel hopes to maintain its strong reputation in the south west and south east while hopefully progressing business in northern England. www.enfielddoors.co.uk Tel: 02087 126 760

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Enfield Specialist Doors:feature 2 01/06/2012 08:06 Page 149

TIMBER CONSTRUCTION: ENFIELD SPECIALITY DOORS

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trada:feature 2 23/05/2012 10:10 Page 150

TIMBER CONSTRUCTION: TIMBER TRADE FEDERATION

GROWING THE USE OF WOOD

The TTF is growing the use of wood through innovative industry representation and growing business support for its members

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here’s a lot of pressure on construction companies with the need to meet low carbon targets, create buildings that achieve BREEAM and Code for Sustainable Homes standards and more. The Timber Trade Federation believes that increased use of timber is part of the answer and it’s promoting and supporting the industry. The Timber Trade Federation is a trade association representing the whole supply chain, typically starting at saw mills and running through any companies that process or use wood. “We represent all those different interests,” comments Head of Communications and External Affairs David Hopkins. “We look at regulation and standards, cover the performance and standardisation of goods, import, export and trade rules and policy, all policies covering carbon accountancy and green buildings, low carbon buildings, all policy and market behaviour. We make sure the interests

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of our members are represented in all those different frameworks.” It has a range of activities and has published an Action Plan to set out its aims. One is to promote the procurement of sustainable timber and it has a Responsible Purchasing Policy to help members achieve this. David says: “It provides security for members and is a condition of membership but it’s a benefit we provide free. It provides a baseline guarantee they are compliant with regulations although it goes beyond the strictures of the law. Customers can buy from our members knowing they’re not buying illegally logged timber.” Anyone who complies with the Responsible Purchasing Policy will automatically conform to the European Timber Regulation, which comes into force in March 2013. Timber that doesn’t comply will be illegal even if bought before the date. As David points out, this is one reason the Federation has been keen to get members signed up to the

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policy: “The regulation is coming in and the TTF has designed the Responsible Purchasing Policy so it’s user friendly for business. People do their risk assessments as they buy goods and that covers them for anything to do with the EUTR.” Other activities include providing members with information on setting up environmental management systems, advising on biomass developments and promoting health and safety. There’s a big emphasis on education, where the Federation has helped develop NVQ training and promotes several courses. WOOD FIRST Something else that David is promoting is Wood for Good, which recently launched its Wood First campaign. The aim is to build demand for wood as the lowest carbon building material to help construction firms achieve environmental and performance targets. Increasing demand for wood

from sustainable sources in developing countries will preserve forest cover because people will begin to see the value in treating that resource properly. GREAT OPPORTUNITIES As the UK government pushes towards a low carbon built environment and sustainable construction, there’s increasing pressure on the construction industry to deliver. However, David believes it gives great opportunities and says: “A greater use of timber can help companies meet sustainability objectives because it’s a low carbon building material and has excellent energy efficient and thermal insulation properties. We’ve got to make sure the supply chain is lined up and focused and that it’s ready to meet changes.” www.ttf.co.uk Tel: 0207 291371

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Agnew & co :feature 2 22/05/2012 15:53 Page 152

TIMBER CONSTRUCTION: AGNEW & CO.

TIMBER IN A PACK Agnew & Co is a family run company specialising in DIY timber products to create a beautiful home or office with minimal disruption. 152

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elling to both retailers and end users can be a tricky business because you can end up competing against your own customers, which won’t create a good business relationship. Agnew & Co handles it successfully by having two completely separate routes to market, selling through a network of retailers in its native Ireland and directly to end users in the UK. Agnew is different in other ways to companies that sell timber because it specialises in selling DIY timber packs that comprise skirting boards, door frames, architraves and similar moulded products. This means customers can order exactly what they want in a straightforward manner, whether it’s a

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TIMBER CONSTRUCTION: AGNEW & CO. largely taken over. The big advantage of this approach is that, rather then carrying a limited number of profiles as most merchants do, it has a vast array of profiles available off the shelf. The disadvantage is that this has created 430 different products which, as Andrew points out, are too many for most retailers to carry: “We have some shops that have displays and they carry the products in stock. But, the way the market is today, shops are very careful about the products they stock. So with the DIY packs we sell through the retailers, we just ask them to take the catalogue and sell the products without any investment. If they sell nothing, there’s no harm because they don’t have to spend money on stock. “What we do for retailers is let them use our stock so they work either off our website or

off our retail catalogue. They choose with the customer in the store whatever product they want and then the shop only orders that product when it’s sold. A lot of them don’t actually have to carry a stock of the products, which is difficult when there are so many. So we carry the products in stock here and we let the retailers use our stock as their stock. They can then sell with confidence that they will get delivery within a maximum of two days.” What Agnew is effectively doing is holding stock on behalf of its retailer customers, who only need to keep the catalogue in store. Orders can be placed through the website and then are either delivered to the store or directly to the store’s customers depending on requirements.

pack of five lengths of skirting board or a complete door frame pack for a particular size of door. “We manufacture high quality timber mouldings,” explains Director Andrew Agnew. “Exclusive use of natural timber is a feature of all our products. We don’t deal in MDF, it’s all natural wood. What we can do is offer people different finishes — preprimed wood, pre-painted wood, pre-varnished redwood and pre-varnished solid white oak are the main sort of finishes we do in the DIY packs.” The company did sell bulk standard products when it started in the 1960s and continues to do so to some degree. But it has always had a reputation for selling online, which is particularly suitable for pre-packed products and so this is the type that has

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TIMBER CONSTRUCTION: AGNEW & CO.

“SUSTAINABILITY IS DOWN TO THE FOREST IT COMES OUT OF AND THE MILLS WE’RE BUYING FROM ARE REPLANTING THE FORESTS RATHER THAN JUST CUTTING THEM DOWN AND LEAVING THEM” ANDREW AGNEW DIRECTOR Another outcome of the way the market’s developed is that the company operates a trade website for its customers in Ireland and a retail website in the UK where it sells and delivers directly. And although the products are generally described as DIY timber packs, in neither case is Agnew selling exclusively to DIY customers and so retail packs may be a more appropriate term. On the UK website, where it knows who the end users are, there are plenty of small builders who order on a regular basis. All the wood comes in baled form as planks that are already cut. These are sawn into different sizes, machined and then primed, painted or whatever is the appropriate process. But whatever the finish, Agnew always uses good, natural solid wood products and there’s no MDF or anything similar. It’s also, as Andrew emphasises, all from sustainable sources: “Sustainability is down to the forest it comes out of and the mills we’re buying from are replanting the forests rather than just cutting them

down and leaving them. We have a close relationship with our suppliers and we’ve generally been using the same mills for the last 15-20 years. We don’t swap and change frequently but we work with particular mills all the time and we stick with them as much as we can.” A move to ensure full PEFC chain of custody compliance had to be put on hold when a fire about eighteen months ago destroyed the factory. Production was restored through a combination of outsourcing, installing temporary processes and a gradual restoration of facilities. With the factory having been fully rebuilt and normal service restored, there’s more time to look again at the whole issue. BIGGER CUSTOMERS The aim now is to build up the UK sales operation in particular, with a specific focus on getting some bigger customers. However, as Andrew explains, there’s no intention to favour the larger customers

to the detriment of the smaller ones: “We’ve got the retail website set up in such a way that a company can order there very easily in terms of putting in their VAT numbers, order numbers and the rest. They can just work through the website on their own with no requirement to call through their orders and get a discount code. “Our website is still pretty competitive without that because we’re trying to get good, decent sized orders and make it a simple process without people having to call us. That may mean a DIY customer gets a slightly better price than would otherwise be the case but that’s the way we do it. I’m not a big believer in inflating the prices and then having people calling to look for a discount. We much prefer to put the real price on the website and let people purchase on that basis.” www.agnewtimber.com Tel: 00353 4755010

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Agnew & co :feature 2 22/05/2012 15:53 Page 155

Forestwood supplying Agnew & Co. with quality Spruce and Pine for 30 years info@forestwood.co.uk


Bsrais:feature 2 23/05/2012 09:51 Page 156

BUILT ENVIRONMENT SERVICES: BSRIA

SOFT LANDINGS DELIVERING TRULY SUSTAINABLE BUILDINGS 156

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SRIA has published Twelve Core Principles that define a Soft Landings project. The Soft Landings Core Principles have been developed by BSRIA, working with the BSRIA Soft Landings User Group. They have been written for construction clients and their professional teams to inform Soft Landings project processes. Soft Landings is the cradle-to-occupation process for the graduated handover of a new or refurbished building, where a period of professional aftercare by the project team is planned for at project inception and carried out for up to three years post-completion. The Soft Landings Framework was published by BSRIA in 2009 as a free-to-use, open-source method to help deliver truly sustainable buildings. It has become widely accepted for new and refurbishment building projects. The adoption of Soft Landings work steps can earn credits in the sustainable management section of BREEAM for New Construction, and is in the process of being adopted for government procurement policy. “BSRIA has produced these Core Principles largely for clients who may have heard of Soft

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BUILT ENVIRONMENT SERVICES: BSRIA

ABOUT BSRIA BSRIA is a member-based research Association with a remit to improve the built environment. As a non-profit distributing organisation with no shareholders, any profits are re-invested in research and publishing best practice guidance. BSRIA provides independent, objective and practical consultancy and testing across the design, construction and occupancy phases of new build, refurbishment and buildings in operation.

Professional aftercare by the project team is planned for at project inception.

Landings but need to know how to do it,” said BSRIA’s Soft Landings manager, Roderic Bunn. “Construction firms also need to know what is and is not essential to a Soft Landings project.” The Core Principles stress the importance of adopting all stages of the Soft Landings process, from the inception stage onwards, not just the aftercare elements. “While we don’t wish to stop clients from introducing Soft Landings on projects already underway – a graduated handover can be beneficial in itself – a true Soft Landings project is a cradle-to-occupation process, “ added Bunn. “A soft take-off is more likely to result in a soft landing, where extra attention has been paid in the early stages to designing for manageability and usability, and in properly defining the building’s performance targets, such as energy use,” he said. “Even on projects that adopt Soft Landings from the outset, cherry-picking of the Core Principles may introduce risks and fragilities,” explained Bunn. “We believe the risks of under-performance will increase proportionately as Core Principles are weakened or abandoned. Clients need to appreciate this, so we’re hoping that architects, engineers and builders

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who are keen on Soft Landings give their clients a copy of the Soft Landings Core Principles and make sure they understand what’s needed.” The 12 Core Principles are: Adopt the entire process; Provide leadership; Set roles and responsibilities; Ensure continuity; Commit to aftercare; Share risk and responsibility; Use feedback to inform design; Focus on operational outcomes; Involve the building managers; Involve the end users; Set performance objectives; Communicate and inform The 8-page BSRIA publication provides detail on each of the principles, with guidance on how to interpret and apply them to real projects. Dr Bill Bordass of the Usable Buildings Trust and co-author of the Soft Landings Framework said “With growing financial and environmental constraints, we can no longer afford the large discrepancies that so often occur between predicted and in-use performance of new buildings. Clients, designers and builders must focus on actual outcomes. They can start tomorrow by adopting the Soft Landings Core Principles.” Gary Clark, chairman of the Soft Landings User Group said “The Core Principles are a timely addition to the growing catalogue of Soft Landings supporting documents by BSRIA. They aim to articulate in clear and concise terms what fundamental actions are required by clients and project teams to deliver consistently better buildings.”

“In this age of austerity, Soft Landings is vital for helping to deliver lower carbon buildings within constrained capital and operating budgets,” added Clark. “The Soft Landings Core Principles offers the construction industry a blueprint of doing more with less, without adding layers of unnecessary and wasteful bureaucracy.” BSRIA believes that clients and building teams could express the Core Principles in a Soft Landings Code of Conduct for a project. “This could be similar to the Considerate Contractors’ Scheme, to which all parties would be willing signatories,” said Roderic Bunn. “This would require statements to encourage people to aim high and improve product delivery.” Clients are not advised to make the Core Principles a contractual requirement in themselves, rather to use them to inform their requirements in each section of the project documentation. The Core Principles can be added as an appendix, but ideally each principle should also be inserted at relevant points in the project tender documentation. The Core Principles can then be referenced in the chosen form of appointment for the designers, and in the construction contract for the builder. Construction companies are urged to support the Soft Landings Core Principles, and are invited to do so via the Soft Landings website (www.bsria.co.uk/goto/softlandings) when they download the document.

INTRODUCING SOFT LANDINGS Soft Landings is a cradle-to-occupation process for graduated handover of new or refurbished buildings. It involves designers and constructors staying involved with buildings beyond practical completion to assist the client during the first months of operation and beyond, to help fine-tune and de-bug the systems, and ensure the occupiers understand how to control and best use their buildings.

Soft Landings will help ensure low energy technologies like biomass boilers work to design intent and meet client needs

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baptist:feature 2 23/05/2012 08:44 Page 158

BUILT ENVIRONMENT SERVICES: BAPTIST HOUSE

A 21ST CENTURY MAKEOVER Baptist House is being brought into the 21st Century with an environmental makeover that will reduce emissions, cut costs and save waste 158

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hen the Baptist Union of Great Britain and the BMS World Mission moved into Baptist House in 1989, it was a new building with a modern style and open plan office space. Now it’s being brought into the 21st Century with an environmental makeover that will reduce emissions, cut costs and save waste. The two organisations occupy the bottom two floors of the building and the original plan was that they would eventually expand into the top floor. Half of this was set aside for committee rooms but, since they’ve never been fully utilised, they’re hired out to various organisations for training, seminars and other purposes. WEARING WELL A condition survey of the building was undertaken in 2009 and Jon Spiller, whose role as Facilities Manager is to keep Baptist House in good order, was happy with the outcome. He says: “The report said our building was probably five years better off than it would normally have been and was wearing well. I was pleased with that because we look after it reasonably well.” Nevertheless, the decision was taken to improve the environmental performance of the building, driv-

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BUILT ENVIRONMENT SERVICES: BAPTIST HOUSE

building, from main office through to board rooms, meeting rooms and we’ve done the corridors now. We’ve done various sample rooms within the building, offering different types of lighting, the latest being LED down the corridors. The aims are to reduce their carbon footprint as well as saving money, which involved a pay back calculation. If the corridor solution is sufficient, we’ll do the other eight corridors as well.” The whole project has, as Vince admits, been a useful learning exercise for both Baptist House and Bright Future Lighting: “They’ve been happy to help with what we’re looking to do and between us we’ve found a solution that we can take to other places safe in the knowledge that it works. That’s been very beneficial for us and that’s why we want to try and support what they’re doing here.”

The benefit of installing the new lighting is twofold, with a saving in energy usage combined with reduced maintenance costs due to the expected 1520 year life of the lamps. Jon reckons the installation of the LED lighting in the one corridor so far will reduce electricity consumption to a quarter of previous levels so there is plenty of scope for further saving. Replacing the whole lighting system may depend on a more complete refurbishment of the building because it could be tied in with the replacement of the ceiling. WASTE RECYCLING Other areas have included increased recycling, with all waste being separated and general waste down to one third of its previous level with everything else being recycled. There’s also been the

en by a wish to operate more sustainably as well as for financial reasons. Using funding provided by the two building occupants, 190 solar panels were installed on the south facing half of the roof. Although the price of panels has dropped significantly since they went on, Jon believes the benefit they’ve been providing for the last six months is more important. What the actual financial benefit will be is unclear as yet because the panels haven’t been producing for a full year and have still to go through a summer. However, Jon is expecting significant savings: “Our building was using something like 350 megawatts of electricity a year and I’m hoping that we can reduce that considerably. Since September, we’ve generated 17,000 kilowatts so we could be saving more than 15% of our costs and that’s over the winter. Wait until the sun comes out.” REPLACEMENT LIGHTING Another big area of development, which has been undertaken in conjunction with Bright Future Lighting, has been the replacement of some of the lighting in the building. This is being conducted on a trial basis to find the best solution, as the company’s Vince Beaney explains: “As a proportion of the whole building, we’re probably around the 5-6% mark now. That has covered every area within that

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BUILT ENVIRONMENT SERVICES: BAPTIST HOUSE

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correct disposal of fluorescent tubes, old computers and everything covered by the WEEE directive. “I think we were ahead of the game when the government started obliging people to do things,” remarks Jon. “We’ve always been at that point where we’ve led into doing things as opposed to following everything because the government or the local council say what we need to do. We’re usually a step ahead of it and we’re already doing it.” ADDITIONAL CONTROLS Water consumption has been cut by one third due to the introduction of additional controls although the use of grey water has proved a non-starter so far due to the difficulties and expense of retrofitting for storage in the building. The building survey in 2009 also proved that roof insulation would be prohibitively expensive and disruptive in a working building while the use of air and ground source heating has also been discounted for the same reason. In essence, once the new lighting is extended through the rest of the building, Baptist House will probably have contributed as much to the environment as it can do. The roof panels alone are expected to generate around one million kilowatt hours of electricity over the next 25 years and offset 500,000 kilogrammes of CO2 emissions while the lighting, recycling and water saving will all add to the mix. PUSHING ALONG Anything more significant will have to wait for a complete refurbishment although, with the need to keep everyone working, this will require a lot of careful planning. Jon says: “We’ve been here over twenty years and, if we think we can make some significant savings, ceilings will need changing probably within the next five years. If we do that, we’ll certainly consider lighting and we then push the whole energy thing along. I’m very pleased with how we’ve managed to get this far. It’s no longer a new building but when people hear that it’s 20 years old, they’re very surprised. I’m pleased that’s the reaction we get”. www.baptisthouse.org.uk Tel: 01235 517700

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macardle:feature 2 22/05/2012 16:05 Page 162

CIVIL ENGINEERING: MCARDLE GROUP

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ver the last four years, since it was acquired by Mercier Holdings, significant results have been achieved at McArdle with growth in sales, profit and employees. The aim now is to continue growing the company in a sustainable way. That means continuing to build relationships with current customers and expand the customer base in a controlled manner by taking on customers that have a similar approach to business. Organic growth is being combined with alliances and acquisition, with the emphasis on companies with capabilities McArdle doesn’t possess. The overall aim, as Steve Jagger, Director confirms, is to look for companies that have complementary skills: “They expand our skill base and enable us to build on the sort of business we’ve got at the moment. In the last three months, a number of strong alliances have been established while over the last couple of years, through the downturn, several other acquisitions have been considered by Mercier Holdings. “The fruits of that have started to come through and most likely we’ll see some more good results in the short term. More often than not, we’re looking at companies that have been built up by families so that we can continue with the family approach to business, as we have at McArdle, even though it’s now owned by a holding company.” The skills that McArdle has have been built up over the last forty years. It is primarily recognised for earthworks and recycling activities. In fact, it undertakes a broad variety of work in the construction sector, for local authorities, property developers, private companies and other contractors. From remediation of contaminated land and landfill engineering to building infrastructure such as roads and high quality hard landscaping, McArdle provides a whole range of infrastructure construction skills. But it also continues to undertake a lot of earthworks and provides specialist ground engineering where it builds or reinforces ground for embankments and cuttings, stabilising layers of material and undertaking other infrastructure enabling work. SUPPORTING ACTIVITIES Added to the specialist ground engineering work are a number of activities that support the main business and supply customers with efficient solutions for their projects. With some 200 lorries operating in and around London at peak times, there’s a haulage and logistics business that’s closely related to McArdle’s waste and recycling business. “Often it’s in support of the massive construction projects,” explains Steve. “On Crossrail, for example, we’re handling the disposal of hundreds of thousands of tonnes of shaft and tunnel arisings and always looking for opportunities to recycle and reuse the material. On the M25 widening contract, about 4.5 million tonnes of material has been recycled and reused on the motorway in the last three years.” Construction waste goes through McArdle’s recycling centres to produce primary or secondary aggregate with around 95% of all waste being recycled. As part of the expansion process, there are

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YOUR FIRST CHOICE FOR CIVIL ENGINEERING Combining over 40 years of experience with the latest innovations, the McArdle Group offers excellence in civil engineering

now moves into treatment, recycling and disposal for other types of waste. Also supporting the business is an extensive plant fleet and a plant team that manages, supplies and maintains heavy plant for the company’s own contracts and for hire to other contractors. Steve says: “We have some very experienced plant operators and fitters. Normally, we try to supply the plant with the operator because we believe this gives the most reliable service although we do supply plant only.” All the various parts of the business can be pulled together for specific jobs to provide a comprehensive service and the aim of expansion is to make even more services available. “We build infrastructure already, such as drainage and roads,” remarks Steve. “We can now offer to provide complete projects for our customers from civil engineering work to complete construction or refurbishment and fit out of commercial, educational, industrial and retail buildings.”

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COMMUNITY INVOLVEMENT Wherever the expansion goes, the overall aim is that it will always be sustainable. “We’re always trying to improve our relationships with local communities and we like to get involved with them,” comments Steve. “One of our recent projects has been a local school near our head office in Colnbrook where we’ve helped them build playground facilities for the kids. Some of our people have voluntarily done that at the weekend and this all helps to build relationships. We also support local charities; we did a £12 million remediation job in Maidenhead where we supported the Helen and Douglas House Hospice by raising funds for it.” The work at the local school was necessary because RoSPA had condemned the playground as unsafe due to the poor state of the safety surfacing. The school had insufficient funding to do the work so McArdle, at no cost, undertook a full survey of the school grounds, carried out the groundwork

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CIVIL ENGINEERING: MCARDLE GROUP and produced drawings to assist in developing future extension plans for the school. A lot of McArdle’s work is for property developers such as the Berkley Group and main contractors such as Balfour Beatty, Skanska and Carillon, with an even split between public and private sector work. It does get involved in some very large, high profile, contracts interfacing with the general public, which have included the Olympics, Ascot Racecourse and currently London Gateway Port and Crossrail. One of its biggest ever contracts is the current M25 widening that is nearing completion, although the company has worked on that motorway for over 30 years, more or less consistently, on one project or another. REDUCED INTERFACES Besides the aim to grow new skills through acquisitions and alliances, the company puts a lot of effort into training existing employees. It’s all part of the strategy to ensure it can provide even more services to its customers. Steve says: “We’re trying to expand what we do and move sideways so that we’re providing more of the services ourselves. The aim is always to provide quality and a reliable service, which is the theme we always get through to our people. We have to be reliable and give good quality so to improve this even more, the aim is to cut down the project interfaces. The interaction between different contractors is where a lot of problems come on contracts and projects. If we can provide more of the service ourselves and with our partners, we can cut down the interfaces for our customers, which is better for us and better for them.” www.mcardlegroup.co.uk Tel: 01753 686820

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BAA:feature 2 22/05/2012 08:58 Page 164

TRANSPORT: BAA CAPITAL PROJECTS

TO FLY FOR

PIC CREDIT: WWW.BAA.COM/PHOTOLIBRARY

BAA Capital Projects is the design and construction arm of the British Airports Authority

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BAA:feature 2 22/05/2012 08:58 Page 165

TRANSPORT: BAA CAPITAL PROJECTS

A

n outlay of circa £9 billion over the last nine years is big money by any standards. But it’s what BAA has spent on redeveloping and refurbishing its airports, with the vast majority going into Heathrow. BAA is a privately owned organisation that owns and operates six airports in the UK — Aberdeen, Edinburgh, Glasgow, Southampton, Stansted and Heathrow. The latter is far the biggest, is over 65 years old and the busiest international airport in the country. It has two runways, currently handles 70 million passengers annually and serves approximately 90 airlines to in excess of 180 destinations. Passengers currently go through Terminals 1, 3, 4 and 5, with the new Terminal 2 under construction to replace the old one. INTELLIGENT CLIENT All development work at the airports is the responsibility of BAA Capital Programme which, according to Senior Project Manager Richard Kelly, acts as an ‘intelligent client’. He says: “We know what we require and we expect the suppliers to tell us how they’re going to do it so we can approve their actions.” Technical and Quality Director Giles Price adds: “It’s more of a programme and project man-

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agement approach but the programme approach is about understanding and defining the benefits that we want the programmes to bring us.” All work undertaken results from consultation with the airline community and that’s followed by planning to establish a master plan for the airports. That master plan is then distilled into a number of programmes and those programmes may be made up of a number of projects and a programme of works. Each programme covers five years and is known as a quinquennium, with the fifth in the series currently underway. The last completed one covered the Terminal 5 development while the current one is delivering a £4 billion programme of works and is now in its last year. Most of the work is focused on Heathrow and covers an extensive programme in addition to the demolition and reconstruction of Terminal 2. Giles says: “We’re building a new integrated baggage system for Terminal 3 and we have created a tunnel and system that goes from Terminal 5 to Terminal 3 and will go to Terminal 1. “We’re building a new energy centre that is fed by a biomass boiler to support the new terminal and to replace existing infrastructure. We are carrying out various airfield works to improve the

resilience of Heathrow and we are refurbishing Terminal 3 and Terminal 4. We’ve already opened and put into public use the new Terminal 5C satellite building, we have opened the first phase of the Terminal 2B satellite building and we have asset replacement projects in place as well.” PROJECT CONSTRAINTS Developments at airports, especially ones as large and busy as Heathrow, are particularly challenging with a number of constraints. These include the need to keep all parts of the airport running, having to operate in a complex environment and having restricted working windows in some areas due to continued operation being the priority. This means, for example, that work on a baggage system might have a window of four or five hours during the night, after the last flight and before the first flight next day. Added to this is the problem that very often the projects are airside and people working there need to have security clearance, which is not without its issues. The more trades that can be taken off site, the more efficient the whole operation is. The absolute priority is to maintain and improve the customer experience through Heathrow and so there can’t be any adverse impact on that in any form.

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TRANSPORT: BAA CAPITAL PROJECTS

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The challenge of operating in constrained conditions can, however, have a positive effect because it drives those involved to think differently and not simply operate in a conventional manner. It’s an approach that BAA actively promotes and a major focus is doing as much as possible off site. “At the beginning of a project, we brief to our suppliers,” remarks Richard. “We encourage them to think about how they’re going to design the facility differently and to make maximum use of off-site manufacture in the design. We don’t apply a requirement in percentage terms but it’s very much about their design for the manufacture and assembly strategy needing to demonstrate in the business case how they’re going to provide the quality that’s required in the shortest schedule and within the cost constraints. “In addition to that, we promote the incorporation of manufacturing techniques on site as well. In that way, we get the benefits of it being made off site and then assembled efficiently on site in a predictable and safe environment. What that does is shorten the overall schedule, which leads to a cheaper facility but with better quality because of all the manufacturing techniques that will be put into its design and delivery.”

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OFF SITE CAPABILITY As a founder member of the Buildoffsite organisation, BAA is fully committed to its principles. It also uses its position to influence the industry and promote best practice to ensure companies have the capability to do what’s required. The aim is to deliver projects in shorter timescales while at the same time providing increased safety and best value for money in terms of a quality development that will have a minimum 25 year life. Cost saving is a consideration but more important is reduced schedule times that enable projects to be handed over sooner so they generate revenue earlier. The outcome is that off site manufacturing is becoming more common and is used to provide bespoke buildings that suit the airports’ needs in a number of ways. Giles says: “Something we’ve done for a good number of years now is our baggage systems, which were traditionally brought in at component level and assembled on site. Now they’re brought onto site in modular form, bolted together and plugged in. You’ve almost got a plug and play type environment.”

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TRANSPORT: BAA CAPITAL PROJECTS

The whole principle of adopting a different approach to development has led to other changes in working practices. “On the Terminal 5C project, for example, the collaboration between the steel work and the façade suppliers allowed the façade to be put up twice as quickly as normal for the industry,” recounts Richard. “This had a knock on effect on the overall schedule.”

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PIC CREDIT: WWW.BAA.COM/PHOTOLIBRARY

ENVIRONMENTAL ISSUES Airports maybe don’t have the best of reputations in terms of the environment and BAA’s corporate team is constantly looking at different approaches to construction as well as thinking about what is being constructed from the sustainability perspective. This has resulted in many positive outcomes that include the new energy centre’s biomass boiler, the recycling of 99% of the material when the old Terminal 2 was demolished and the fact that new buildings are 40% more efficient than the ones they’re replacing. Getting BREEAM ratings for the buildings is difficult because, as Giles explains, there’s no established standard: “At Terminal 2, we have a BREEAM scheme we’re developing with BRE and we’ll be assessed accordingly. There isn’t an off the shelf BREEAM scheme for airports so this will hopefully set the standard.” It all adds to the complexity of what is a very challenging and specialised process. As such, it needs competent contractors and there is a core of approved principal contractors that include Laing O’Rourke, Balfour Beatty, Carillion, Mace, Costain, Vinci and Morgan Sindall. Although some frameworks are in place, it’s not a closed list with the general principle being that work is tendered and BAA following the OJEU tendering procedure. Requirements are clearly defined and companies have to meet them. Once contracts are awarded, there’s a very close working relationship to ensure the projects remain on

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TRANSPORT: BAA CAPITAL PROJECTS

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track. “Each project will have a client project manager assigned to it,” explains Richard. “The client project manager is, like many people in my team, APM qualified and they’re there to create the business case, raise the sanction requests, monitor progress and guide the contractor to deliver our requirements. We also have an obligation as the client under the CDM regulations and we very much promote behavioural safety on our sites. It is the number one requirement we put upon our contractors.” DEMONSTRATED QUALITIES BAA has the best safety record in the UK and so, according to Richard, contractors ‘have to shine’ during the vetting process. They have to demonstrate various qualities that, in addition to good

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health and safety practice, cover quality, time, cost, sustainability and innovation among others. Development and renovation at BAA’s airports is a continuous process and it creates an endless cycle of work. “We’re coming to the end of this quinquennium period and we’ve got a year to go,” comments Giles. “We’re spending over £100 million a month now, which probably makes us the largest construction site in Europe. But already we are planning what the next quinquennium looks like. That’s being planned at the moment in consultation with the airline community. It’s an ongoing cycle.” construction.baa.com Tel: 020 8745 9800

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TRANSPORT: BAA CAPITAL PROJECTS

BUILDING FOR YOUR FUTURE Chisholm & Winch is an airport project specialist. We’ve been working with BAA for the past 18 years, and have been a Second Tier Supplier to an array of leading 1 st Tier Supplier Management companies for 7 years. Our operations currently cover Heathrow, Gatwick and Stansted Airports Included in our airport operations are many of the traditional building trades with a focus on Carpentry, General Operatives, Dry lining, and Brick & Block work. We are able to offer a number of specialist areas in addition to our General Building Services. These include BAA approved timber door sets [service backed by TRADA fire door installation certificate] Toilet Fit-Out services, and glazed screens.

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committed to excellence

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Our services: 4Airport Grounds Maintenance 4Business parks 4Retail parks 4Parks and open spaces 4Interior plants 4Ground works 4Tree services 4Winter Gritting programs

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SPECIALIST SUPPLIERS: WOLSELEY

THE NAME THE WORLD BUILDS ON The Wolseley Sustainable Building Center (SBC) in Leamington Spa is the UK’s first commercial showcase for sustainable building products and construction methods

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T

he Wolseley Sustainable Building Center in Leamington Spa is the UK’s first commercial showcase for sustainable building products and construction methods. Wolseley opened the centre in April 2008 with the key aim to accelerate the UK building industry’s move to embrace sustainable construction. The 6,800 sq ft Sustainable Building Center was built at a cost of £3.2 million to be a living, interactive centre for decision-makers throughout the construction industry. This innovative new development helps make sustainable building a reality. It enables all involved in construction - from architects through to jobbing builders - to experience the latest technologies and the widest range of sustainable, energy-efficient and recycled building products. For the first time it brings together information about 7,000 sustainable products that are available now, through Wolseley’s 1,600 branch network. Attracting great interest from some of the UK’s leading developers and property companies, the Sustainable Building Center is directly influencing major building programmes. More than 100 visits to the centre were scheduled before it had opened highlighting the usefulness of the centre. Since April 2008, when the centre opened, there have been over 8,000 visitors through the doors. The building itself features 170 types of products, including: photovoltaics, micro wind, sedum roof, e-glazing, natu-

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SPECIALIST SUPPLIERS: WOLSELEY

ral lighting, natural insulation, green floor coverings, rainwater harvesting, biomass, ground source and air source heat pumps, low energy lighting, water saving devices, solar thermal, and sustainable urban drainage. Developed by Wolseley UK, the company sits at the heart of the construction supply chain, providing the widest range of construction products and materials available in the UK through over 1,600 branches of Plumb Center, Pipe Center, Drain Center, Climate Center, Parts Center and William Wilson. The multiple central feeder warehouses provide a unique distribution system giving Wolseley UK a distribution network that is more responsive and more flexible than any other in its sector. This superior supply chain capability plays a crucial role in enabling Wolseley UK to provide fast delivery of a vast product range through its branches, call centres and websites. Committed to its customers’ needs, the company is dedicated to providing the right products and services when and where they are needed, at competitive rates. Its customers are anyone who constructs and maintains buildings and ranges from the largest construction companies to government organisations to self-employed contractors. Recently, Wolseley was pleased to announce the continued joint venture between trading arm the Plumb Center and Sevenoaks Energy Academy to create environmental and sustainability training cen-

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tres around the UK. The NAPIT Bristol Training Centre at St Andrews Trading Estate in Avonmouth, Bristol will offer a range of electrical and renewable technology courses. Charlotte Leslie MP officially opened the facility, praising the initiative for its ability to help boost the economy and create local jobs

COMMITTED TO ITS CUSTOMERS’ NEEDS, THE COMPANY IS DEDICATED TO PROVIDING THE RIGHT PRODUCTS AND SERVICES WHEN AND WHERE THEY ARE NEEDED, AT COMPETITIVE RATES as well as its key goal to reduce carbon emissions. The partnership has opened similar training centres in Leamington Spa, Sevenoaks, Leeds, Orpington and Exeter. The training facility will offer a range of electrical and renewable technology courses. Working installations of renewable technologies such as biomass,

solar PV/thermal, heat pumps and the latest combined heat and power units, demonstrate a diverse range of sustainable heating solutions, while the courses themselves will delve into all the technical detail required to become a certified installer. Displays also show solar panels and evacuated tube collectors on different types of roof, highlighting the broad range of potential applications for solar thermal and solar PV. Simon Allan, Renewables Director at Plumb Center, says, “The Renewable Heating Incentive and Green Deal are massive opportunities for renewables to enter the mainstream – installers will be driving that change, so for those who want to stay ahead, now is the time to get on a training course.” In addition to installer courses, the centre will present career options and opportunities for homeowners to see the technologies in action before committing to any investment. NAPIT Group Director Michael Andrews, said, “I am delighted that we have opened a training facility in the South West and would like to extend an open invitation to the surrounding community to come and view our Centre. We will be working hard over the coming months with local businesses, schools, colleges and universities to educate all ages and involve them in what is a most exciting industry.” www.wolseleysbc.co.uk Tel: 0870 0566 778

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BUILDING DESIGN &

CONSTRUCTION THE MAGAZINE FOR THE CONSTRUCTION INDUSTRY

FACILITIES MANAGEMENT | HEALTH & SAFETY COMPLIANCE | CONSULTANCY | TRAINING

ISSUE 175

ISSUE 175

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Building, Design & Construction Magazine, Issue 175  

Building, Design & Construction Magazine, Issue 175

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