Built Environment Magazine

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BUILT ENVIRONMENT MAGAZINE ISSUE 01 OCTOBER 2015

CONNECTING THE MIDLANDS CONSTRUCTION INDUSTRY | WWW.BUILTENVIRONMENTMAGAZINE.CO.UK | £4.95

THE REGENERATION OF LONGBRIDGE St. Modwen’s £100 million Town Centre

i54 SOUTH STAFFORDSHIRE Innovation through Collaborative Working

HS2

CC15 AWARDS

‘Essential’ to Birmingham’s Future Success

Celebrating Regional Success

MIDLANDS CONSTRUCTION SUMMIT Focusing on Future Business Strategy

Contractor of the Year

WINNER

2015

WELCOME TO THE FIRST ISSUE OF THE BUILT ENVIRONMENT MAGAZINE A publication dedicated to showcasing the best of the Midlands construction projects, products and technical innovations.

THE BUILT ENVIRONMENT MAGAZINE IS PRODUCED IN ASSOCIATION WITH THE BUILT ENVIRONMENT HUB A PROGRESSIVE MEMBERSHIP ORGANISATION COMMITTED TO IMPROVING BUSINESS PERFORMANCE BY DRIVING INNOVATION AND BEST PRACTISE IN THE CONSTRUCTION INDUSTRY.

Built Environment Hub www.builtenvironmenthub.org

Every issue will feature the latest industry news; showcase iconic projects – both large and small – providing comment from the region’s opinion formers and report on cutting-edge technical innovations across all construction sectors.

The Midlands has seen widespread growth across the construction industry, as well as projections of continued development up to and beyond 2017. With private housing becoming more prominent and strong pipelines of orders across the regions, it is set to be a successful number of years for the industry throughout the Midlands regions.

The Construction 2025 Industrial Strategy has provided the industry with a vision of how it would work with the government to transform and grow the construction sector over the next decade. With ten years left to go, the industry has already made some big changes. What was once a backward looking sector is now stepping into the modern world and looking forward, planning the transition to a low-carbon environment through the utilisation of advanced technology and the growth of a thriving British economy.

BUILT ENVIRONMENT MAGAZINE

This highly targeted publication, focuses on what matters to construction professionals in our region - with the primary objective to inform, inspire and spread the news on opportunities, best practise and the impact of government initiatives or legislation changes.

Unique to this issue, you will find a focus on the Midlands Construction Summit – an event dedicated to helping the Midlands built environment sector reflect on industry changes made since the launch of the Construction 2025 Industrial Strategy in July 2013, as well as developing the regional construction strategy and identifying leadership opportunities.

I hope you enjoy this first issue and that it gives you a taste of what’s to come for the Built Environment Magazine.

Rebecca McArdle Editor Email: rebecca.mcardle@builtenvironmenthub.org www.builtenvironmenthub.org

EDITORS NOTE

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CONTENTS OVERVIEW & FEATURES Built Environment Hub Overview West Midland Combined Authority Integrated Project Insurance Model

10 12 13

THOUGHT LEADERSHIP The Regeneration of Longbridge Commercial Property and Development Markets An Emphasis on BIM and Collaborative Working Construction Skills – Time for a Different Approach

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P33 6

46

PRESS RELEASE

NEWS

56 Midlands Construction Boost

16

Making Headlines

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58

FOCUS HS2 ‘Essential’ to Birmingham’s Success

Get in touch: 19

EDITOR CASE STUDIES

Rebecca McArdle rebecca.mcardle@builtenvironmenthub.org

i54 South Staffordshire Lincoln Castle Cannock Gateway Retail Park

P20

22 25 26

ADVERTISING & PR David Smith david.smith@builtenvironmenthub.org

AWARDS CIRCULATION MANAGER East and West Midland Awards Award Writing Tips

28 31

INDUSTRY UPDATE

P42

Grand Central Opens its Doors D2N2 Construction Sector Midlands Metropolitan Hospital Virtual Hospital Building with BIM East Midlands Construction Projects Women in Construction

33 36 38 40 42 44 48

CONSTRUCTION 2025 Your Guide to the Midlands Construction Summit

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BUILT ENVIRONMENT MAGAZINE

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Hannah Jones hannah.jones@builtenvironmenthub.org

The publisher accepts no responsibility in respect of advertisements appearing in the magazine and the opinions expressed in the editorial material or otherwise do not necessarily represent the view of the publisher. The publisher does not accept any liability of any loss arising from the late appearance or non-publication of any advertisement.

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NEWS

COMBINED AUTHORITY SUBMITS GROWTH AGENDA TO THE GOVERNMENT

PROFIT MARGINS FALL FOR TOP CONTRACTORS AS SKILLS SHORTAGE REMAINS THE BIGGEST HEADACHE Profit margins among the UK’s biggest contractors have more than halved in 12 months, with the average operating margin across the top 25 firms down to 1.2 percent.

Falling profitability came as the overall turnover of the leading 100 companies broke through the £60bn barrier for the first time in five years. While the sizable losses on problem legacy contracts incurred by several major players - Balfour Beatty, Sir Robert McAlpine and Vinci UK - may have skewed the average margin figures, the trend across the board pointed to a squeeze in profitability.

Ambitious proposals that, if agreed, would see powers devolved from Westminster to the proposed West Midlands Combined Authority, have been submitted to government.

The Shadow Board for the WMCA, which currently comprises seven local authorities from across the region, has put forward a series of proposals that build on the Statement of Intent launched at the beginning of July.

The move is a significant step forward in the WMCA’s attempts to establish itself as the body to spearhead the region’s push for growth and to deliver the government’s aim of making the West Midlands the engine of UK growth. The government has requested the proposals so that it can consider them ahead of its latest Spending Review.

Of the top 25 contractors, only eight improved their margins, despite 80 per cent recording revenue growth, as a returning market and sector consolidation began to be felt.

If everything goes to plan then the WMCA will be established by April 2016 and will become the vehicle for delivering the outcomes of any devolution deal.

The profitability picture in the top 10 was even bleaker, with only two contractors Amey and Galliford Try - seeing margins rise.

As part of the devolution negotiation, the seven councils said they were discussing with the government the most appropriate governance structures, including an elected mayor, to be accountable for whatever devolved powers are agreed.

The skills shortage remains the most pressing concern for the sector in the latest Barometer, and a major contributory factor to lower margins. Almost 94% of those replying to a survey conducted by Construction News, rated it as one of the top three challenges facing their business.

The poll also showed that the threat of problem contracts hurting companies’ bottom lines was not yet over, with 69% reporting they could cost their business up to £25m in the coming year.

The councils have said they are keeping an open mind on those issues and consider them an intrinsic part of the negotiations.

The submission covers the geography of the three Local Enterprise Partnerships (LEPs) of The Black Country, Coventry and Warwickshire and Greater Birmingham and Solihull.

SOURCE: http://bit.ly/1LJVbnG

They said that whilst the details of the negotiations had to remain confidential, the

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BUILT ENVIRONMENT MAGAZINE

MAKING HEADLINES

proposals supported the WMCA’s overall aims of closing both the productivity and the public spending gap, alongside working with the NHS and police and extending a collaborative hand to the region’s third sector to use public sector reform to explore innovative programmes of joint working.

Proposals include: • Significant devolution of funding and financial flexibilities to support a locally controlled 10-year investment fund totalling around £8bn. This will be used to take forward a transport investment plan and explore means of increasing the supply of new development land • Implementation of the HS2 Growth Strategy, including regeneration around the Curzon Eastside and Birmingham International Interchange HS2 stations • An integrated new employment and skills system for the West Midlands, supporting school leavers, helping more people into work and providing skills to match the needs of local businesses • Transformation of public services for “troubled individuals”, including support for people with mental health and reforms to the criminal justice system.

Solihull will formally debate the proposals and vote on whether or not to join a combined authority on October 13.

Elsewhere, Telford & Wrekin Council has submitted its own proposals to the government, with a strong focus on supporting economic growth and jobs.

SOURCE: http://bit.ly/1JyrVKk

APPROVAL FOR WORCESTERSHIRE PARKWAY

PLANS IN FOR NEW WOLVERHAMPTON SCIENCE PARK FACILITY

Worcestershire County Council has granted planning permission for a new £22m railway station. Worcestershire Parkway regional interchange railway station will be built just outside of the city of Worcester, close to Junction 7 of the M5 near Norton.

It will link the Cotswolds and Birmingham to Bristol lines.

More than a year after the institution was awarded £4.9m from the Black Country Local Enterprise Partnership (LEP) to fund the project as part of the region’s growth deal proposals were submitted to Wolverhampton City Council by The Fairhursts Design Group on behalf of the University of Wolverhampton Science Park on 12 August 2015.

The station comprises a single platform on the Worcester to London line and two platforms on the Birmingham to Bristol line, together with a new station building. It will also have 500 car parking spaces.

A planning statement revealed that the new centre will have a gross internal area of almost 44,000 sq ft. The project also includes revisions to the science park’s parking layout, as well as the providing 130 more spaces.

Last year, the Worcestershire LEP provisionally allocated £7.5m from the Worcestershire Local Growth Deal towards a new station.

The remainder of the funds is expected to come from the County Council, ultimately to be recouped through car park and station access charges levied on the train operating companies.

In addition, highways improvements will also be carried out on Glashier Drive.

The university has previously announced that the centre is scheduled to open in 2017, subject to planning approval. It will house five workshops, 11 laboratories and 35 offices.

SOURCE: http://bit.ly/1LJVlLH

SOURCE: http://bit.ly/1O4ZmMu

NEWS PLANS FOR BIRMINGHAM’S TALLEST OFFICE BUILDING AT BEORMA QUARTER Long-awaited proposals for the next phase of the Beorma Quarter scheme in Digbeth show developers have increased plans for an office building reaching up to 30 storeys - making it the third tallest building in Birmingham.

Kuwait-based property group Salhia Investments, which is leading the Beorma Quarter project, plans to demolish and renovate some existing buildings and erect three new towers on land bounded by Park Street and Digbeth next to Moor Street Car Park.

Phase two of the Beorma project would see a 30-storey tower containing office and residential accommodation built directly opposite Selfridges.

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NEWS

CARILLION REACHES FINANCIAL CLOSE ON £192M MIDLANDS SCHOOLS

The plans, drawn up by architecture firm Broadway Malyan, include the refurbishment of the locally listed 135-136 Digbeth and 137 Digbeth, which will be converted into retail space. It is also proposed to retain the main Digbeth street façade of the locally listed 138-139 Digbeth.

Carillion has reached financial close on a Midlands PF2 batch of schools, worth £192m. The award through the Priority School Building Programme will see Carillion invest £5.5m in equity, with the 25-year PF2 deal for construction and support services worth £187m.

Phase three would see two more towers built, of ten and 14 storeys respectively, which will front onto Well Lane and also contain a mix of retail, residential and office space.

Eight schools will have buildings replaced under the contract, with work to be carried out over two years. The schools will be built at a capital cost of £138m with hard FM and life-cycle maintenance worth £49m over the lifetime of the contract.

Finally, four separate live/work units would be built between these two towers. In total, the project covers 508,000 sq ft and would contain 223 apartments.

The whole quarter has been valued at between £150 and £200 million but has suffered a troubled journey as challenging market conditions and the complex nature of the site mean it has been beset by delays.

SOURCE: http://bit.ly/1iEXDA9

BIRMINGHAM APPROVES PLANS FOR 26-STOREY BUILDING

Carillion CEO Richard Howson said: “Carillion is a market leader in the education sector, having delivered some 150 schools over recent years, many of which were Public Private Partnership projects. This latest project has been an excellent example of collaboration between the public and private sectors and we look forward to working with the Education Funding Agency to deliver state of the art facilities to support its objectives for creating outstanding learning environments for students.”

SOURCE: http://bit.ly/1KFHhRs

Birmingham City Council has given the green light to a new mixed-use building set to become one of the city’s tallest towers.

The 26-storey building is being delivered by Sterling Property Ventures and Rockspring Property Investment Managers.

Designed by Doone Silver Architects, 103 Colmore Row will be 102m tall and the highest building in Birmingham’s central business district, according to the project team. It will include 200,000 sq ft of office space, 15,000 sq ft leisure space and will be able to accommodate 2,000 workers.

Demolition of the existing 22-storey concreteclad tower has commenced and the project is due to complete by spring 2018. Three agents have been appointed to advise on lettings: Colliers International, DTZ and Knight Frank.

NOTTINGHAM TO GET NEW £18.4M STUDENT SCHEME Construction is set to start on a new £18.4m student accommodation scheme in Nottingham, acquired by Empiric Student Property. Empiric will acquire the freehold to the 1980s office conversion, behind a Grade II listed façade. The scheme will contain 162 beds and three commercial units at the ground floor level let to restaurant tenants.

Frontier Estates will supervise construction of the property on behalf of Empiric and are expected to be on-site in October. The student element of the property is expected to be delivered for September 2016, in time for the 2016/17 academic year.

SOURCE: http://bit.ly/1FD6exO

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MAKING HEADLINES

Paul Hadaway, Chief Executive of Empiric Student Property said: “This forward funded development represents the Company’s third investment in Nottingham, a city which is home to two universities as well as a number of other higher education institutions. The increased number of beds in the city will enable increased operational efficiencies to be derived from the portfolio as well as moving us closer towards our strategic target of providing 300 to 400 beds in each city or town where we operate.

This acquisition is in line with Empiric’s investment criteria and returns profile.”

SOURCE: http://bit.ly/1iWmboS

SCAPE TO LAUNCH £350M CONSULTANCY FRAMEWORK Scape, which has so far focused on contractor frameworks, plans to offer a single point of contact to its public sector clients through a new £350m framework, but with the opportunity to access tiers of the local supply chain directly beneath this.

Mark Robinson, chief executive Scape Group, said: “The frameworks we offer to our 568 public sector clients must evolve in response to the economic environment.

Through the new BECS framework it is our hope to support the public sector by plugging the gaps where crucial expertise is lacking and by doing this with one framework partner we hope to simplify access to our services, allowing our clients to operate as efficiently as possible. The BECS framework provides the best of both worlds; that is the security of a highly adept national provider, united with a local supply chain network to facilitate access to local companies, thus maximising local spend.”

Scape has helped deliver over 2,000 public sector projects in the last four years and has another 1,000 currently in progress.

Mark Robinson is speaking at the forthcoming Midlands Construction Summit at the NEC on 06 October 2015 www.midlandsconstructionsummit.co.uk SOURCE: http://bit.ly/1MB8lBY

BUILT ENVIRONMENT MAGAZINE

NOTTINGHAM GETS “GROW AHEAD” FOR NEW £30M LIFE SCIENCE FACILITY Hundreds of highly skilled jobs are expected to be created and safeguarded in Nottingham with the news that work can now start on a new £30m life science building adjacent to the current BioCity site on Pennyfoot Street.

Contracts have now been signed by all parties and work has begun on site. The five-storey state-of-the-art facility forms an expansion of the highly successful BioCity complex, and will be operated by BioCity Group Ltd after they signed contracts with Nottingham City Council this week.

This is part of the company’s plan to increase headcount in Nottingham by a further 70 scientists and support staff, to over 200 by 2018. It will also further cement its reputation as the UK’s leading provider of advanced scientific expertise to the pharmaceutical and biotech industries.

Willmott Dixon has been appointed main contractor and CPMG of Nottingham the

architects, under an agreement which will see local people benefit from construction jobs on the project. Expected to complete in spring 2017, the facility will help to bring more life science employers to Nottingham and create and safeguard around 250 specialist bioscience jobs, with 700 more created over a 30-year period – often graduates from the city’s universities.

SOURCE: http://bit.ly/1iWmyji

SELFRIDGES BUILDING NAMED 21ST CENTURY LANDMARK Birmingham’s iconic Selfridges building has been voted one of the top 21 landmarks of the 21st century.

Run by British Airways’ in-flight magazine High Life, and in association with The Independent, the building which was inspired by a Paco Rabanne dress has been voted one of the country’s go-to destinations.

The landmarks were voted by for readers, and the list of nominees was then put to

NEWS a panel of experts including architects, historians, commentators and journalists from across Britain to determine the final 21 landmarks.

The final chosen landmarks have been published in the August issue of High Life as part of a wider feature, and also in The Independent.

Adam Hockney, general manager of Selfridges Birmingham, said: “We are so honoured and proud to have been chosen as one of Britain’s top landmarks. This unique building really does light-up the Birmingham skyline and visitors to our city make a beeline towards it for its iconic design. We want to thank everyone for voting for us and would like to invite everyone to our wonderful city and to come and see us.”

SOURCE: http://bit.ly/1Vm8tHx

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BUILT ENVIRONMENT MAGAZINE

MAKING HEADLINES

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OVERVIEW CONNECTING THE MIDLANDS CONSTRUCTION INDUSTRY The Built Environment Hub is a progressive membership organisation committed to improving business performance by driving innovation and best practice in the construction industry.

ENCOURAGING NETWORKING AND KNOWLEDGE EXCHANGE BY PROVIDING LEARNING PLATFORMS TO STRENGTHEN IMPROVEMENT THROUGHOUT THE INDUSTRY

The Hub is a collaboration of businesses based in the Midlands region – a not-for-profit membership organisation owned by the members. The Hub works to support and advance the construction sector through collaboration, knowledge sharing, networking and by engaging with government and major public sector bodies to influence policy and industry initiatives. Our ultimate aim is to safeguard the interests of our members and help build their businesses.

The Built Environment Hub encourages networking and knowledge exchange by providing learning platforms to strengthen improvement throughout the industry – such as the local Best Practice Clubs, Forum activity and Demonstration Programmes.

For more information on the Built Environment Hub, please contact the team on:

At the core of the Hub’s operation is its website - www.builtenvironmenthub.org.

This provides a platform for members to engage in industry debate, showcase best practice and acts as an essential resource information centre. This online tool means that the Hub remains lean and efficient.

Promoting the Midlands – Promoting You Being a member of the Built Environment Hub can significantly benefit your business.

Membership brings genuine commercial benefits through technical insights, client referral, access to unique training and industry-recognised credibility, plus support for your business objectives, whilst improving the performance of the construction industry.

By getting involved, members have access to training programmes, technical support and many opportunities to promote projects where business objectives have demonstrably benefitted from the application of best practice methods and innovative construction technology.

Tel: 01743 290001 Email: info@builtenvironmenthub.org

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BEH OVERVIEW

The Hub is a positive force for change and by joining, members are able to influence the agenda, gain industry intelligence into trends and innovations which will help shape business planning and potentially assist entering new markets.

Membership brings genuine commercial benefits through technical insights, client referrals, access to unique training, industry recognised credibility and support for your business objectives, whilst improving the performance of the construction industry. It is also about being part of an organisation that influences government and industry.

Influence, Insight & Knowledge The Hub is a leading influencer and ‘go to’ organisation for the government and industry, sitting at the ‘top table’ in terms of policy and industry developments and work closely with senior government officials. This role gives members early warning and insight on prospective legislation and strategy that will affect them.

Industry Networking Our conferences, exhibitions and trade shows offer the chance to meet and network with clients, housebuilders, architects, contractors and other businesses. Many of these events are free to members or accessible at heavily discounted rates.

How the Hub works The Hub operates with a board of industry leaders supported by forums which cover the operations of our members. The Hub always welcome members who wish to be active in these groups and who have insight and expertise which can enhance our operations.

Membership of the Hub is open to Midlands-based businesses and individuals including: manufacturers of building technologies and systems, architects, engineers and designers, clients, main contractors, specialist contractors, local authorities and academic institutions. www.builtenvironmenthub.org

BUILT ENVIRONMENT MAGAZINE

Hub: a centre-point where people network and information is exchanged and distributed* Membership is open to companies in the East and West Midlands – so if you are a contractor, manufacturer, architect, client or engineer then why not join the Hub?

MEMBER BENEFITS: The primary objective of the Hub is to deliver tangible benefits to our members, to support business objectives and improve the performance of the construction industry. The Built Environment Hub brings practical support by providing members with: • • • • • • • • • • • • • •

Networking & knowledge exchange Training & development programmes Business systems & legislation advice via a dedicated support network Access to research & participation in research projects Support from a highly skilled Consultant Network Business development programmes Online member listings & profiles Procurement & economies of scale initiatives Access to a range of focused Forums Participation in Meet the Buyer events Comprehensive marketing & PR activities Discounted marketing & communication support initiatives Discounted exhibition, conference & seminar activities Access to annual Awards event

To enquire about membership, please contact the Hub on: 01743 290001

or email info@builtenvironmenthub.org * Definition derived by the Built Environment Hub strategy board

Regional Partner of:

www.builtenvironmenthub.org

• Implementation of the HS2 Growth

FEATURE

Ambitious proposals that, if agreed, would see powers devolved from Westminster to the West Midlands Combined Authority (WMCA) were submitted in September.

Strategy, including regeneration around the Curzon (Birmingham City Centre) and Interchange HS2 stations • An integrated new employment and skills system for the West Midlands, supporting school leavers, helping more people into work and providing skills to match the needs of local businesses • Transformation of public services for “troubled individuals”, including support for people with mental health and reforms to the criminal justice system.

The new combined local authority could also call for the M6 Toll to be made free to use. They are currently preparing a strategy calling on the government to allow it to make the 27-mile stretch of motorway between Coleshill and Cannock free to all drivers. The move is aimed at freeing up congestion on the region’s existing roads and motorways, which it hopes would allow goods to be moved more easily around the region.

The Shadow Board for the WMCA has put forward a series of proposals that build on the Statement of Intent launched at the beginning of July.

If this is the case then the move will be backed by business; the Black Country Chamber of Commerce has been a long-time advocate of improved road infrastructure to enable freedom of movement.

DEVOLUTION PROPOSALS FOR THE WEST MIDLANDS SUBMITTED TO GOVERNMENT

In a clear sign of its commitment to the West Midlands and the importance of the Midlands Engine to the national economy, the government requested that initial proposals should be submitted, for consideration in the Spending Review.

The WMCA will be established by April 2016 and will be the vehicle for delivering the outcomes of any devolution deal.

As part of the devolution negotiation, the WMCA are discussing with the government the most appropriate governance structures, including an elected mayor, to be accountable for whatever devolved powers are agreed.

The Authority are keeping an open mind on those issues and consider them an intrinsic part of the negotiations.

The submission covers the geography of the three Local Enterprise Partnerships (LEPs) of The Black Country, Coventry and Warwickshire and Greater Birmingham and Solihull.

Whilst the details of the negotiations must remain confidential, the proposals support the WMCA’s overall aims of closing both the productivity and the public spending gap, alongside working with the NHS and police and extending a collaborative hand to the region’s third sector to use public sector reform to explore innovative programmes of joint working.

SOURCE: http://bit.ly/1MB0mEP

Proposals include: • Significant devolution of funding and financial flexibilities to support a locally controlled ten year investment fund totaling around £8 billion. This will be used to take forward a transport investment plan and explore means of increasing the supply of new development land

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WMCA

Councillor Bob Sleigh, Chair of the WMCA’s Shadow Board, said: “As we have progressed with our proposals for devolved powers to the region we have had positive and constructive dialogue with government officials and we are optimistic that our submission to see powers moved from Westminster to the West Midlands will bear fruit.

We recognise that the government will be considering all budgets in the light of the upcoming Spending Review and that there may be benefits in agreeing an early deal.

The Shadow Board is ready to rise to the challenges regional devolution will bring to the region. We will maximise the opportunities it offers to improve the outcomes for local people, our businesses and our shared future.”

FEATURE

DUDLEY COLLEGE The Midlands leads with the first Integrated Project Insurance pilot project at Dudley College

What is the IPI Model?

If a client is able to capture what their building needs are and what they are able to sensibly afford in a ‘strategic brief’, then under the IPl Model they are able to form an “alliance” of designers, specialist contractors, constructors and a project coordinator – selected for being best able and efficient at developing and delivering a solution which is “fit for the purpose” in that brief. The client can then receive independent reports confirming whether the recommended design solution and target cost include adequate allowance for risk and whether the culture of the integrated team is collaborative. If both the client and the IPI insurers accept the recommended solution and cost, then the client will be covered under an “IPI policy” for cost overrun from almost any cause; there are minimal exclusions but there is an excess and a cap on the insurers’ indemnity. This unique cover is cost-neutral – the legal and forensic costs of traditional blame-based insurances are excluded and 12 years’ latent defects cover (fault-free) is included.

The process of testing and development of the IPI model is being supported by funding awarded by Innovate UK under its “Rethinking the Build Process” competition.

A consortium comprising eight ‘industry partners’ (including RLB, Integrated Project Initiatives, Laing O’Rourke and Stepnell), and the ‘academic partner’ (University of

Reading) interacts with the alliance.

In addition to the cost overrun cover, there are many other key benefits of the IPI model – by virtue of its “no blame/no claim” alliance contract, the whole team is liberated from the need for protective behaviours and documentation. The time and cost of traditional tendering throughout the supply chain are avoided; selection is based on credentials for collaboration and geared to the success criteria for the project. By cutting out the process waste inherent in both the above, the expectation is that 40% of project time and 15% - 20% of project costs can be saved. IPI is also BIM-friendly and SME-friendly, as there are no liability constraints.

The first IPI pilot project under a Black Country growth deal A substantial proportion of the £11.685m funding for Dudley College’s Centre for Advanced Building Technologies (Advance2) comes from Regional Growth Funding via the Black Country LEP, with the balance contributed by the College. The project was procured using the IPI model, one of the three new models of procurement being trialled in conjunction with Constructing Excellence and the Cabinet Office. A key element of the IPI process involves appointing the whole project team, including the constructors and specialist M&E contractors, at the point of inception.

The alliance team consists of Metz Architects, Pick Everard, Fulcro Engineering Services Ltd, Speller Metcalf Construction Ltd, and Derry Building Services. The whole project is facilitated by Integrated Project Initiatives.

The building is on target for completion in the spring of 2017 and will consist of several modern construction method training facilities, some of which are the first of their kind in the FE sector in the UK. Examples include a multi-storey ‘hangar’ in which students will learn how to fabricate and assemble buildings using the latest available technologies. There will also be a ‘digital centre’ in which innovative Building Information Modelling (BIM) and digital environment software packages will be used.

Other facilities include a ‘carbon-friendly technology centre’ where for example students will acquire skills in the installation of air source heat pumps and photo-voltaic technologies, and a ‘construction manufacturing and fabrication centre’ where they will develop their building engineering skills.

The predicted outputs of the venture by 2020-21 include job creation/safeguarding, support for enterprises, and 3,250 learners and 725 apprenticeship starts.

SOURCE: http://bit.ly/1MBd1HP

BUILT ENVIRONMENT MAGAZINE

IPI

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LEADERSHIP THE REGENERATION OF LONGBRIDGE | Mark Batchelor, Construction Manager, St. Modwen At St. Modwen’s £100m Longbridge Town Centre, the UK’s leading regeneration specialist has handed over a vast 150,000 sq ft Marks & Spencer store, set to open in time for the Christmas shopping period.

The town centre is home to the £66m Bournville College, £2m Austin Park and award-winning landmark Park Point office building. St. Modwen has been given the go ahead for another major office building. At 105,000 sq ft, One Park Square is aimed at a major corporate occupier and is expected to create hundreds of new jobs, adding to the 3,700 that have been created at Longbridge since 2007.

Nearly 400 family homes have so far been created at Longbridge by St. Modwen Homes and through a joint venture with Persimmon, while construction work on a £35 million ExtraCare Retirement Village is now underway.

Meanwhile, planning permission has been secured by St. Modwen and the Defence Infrastructure Organisation (DIO) to develop new accommodation for medical staff working with injured military personnel at the Royal Centre for Defence Medicine (RCDM) Birmingham.

St. Modwen completed its construction of the two-storey Marks & Spencer – the largest in the Midlands – in June 2015, ready for the high street favourite to begin its fit-out.

Work on the construction of the store, along with a six-floor multi-storey car park containing 1,200 spaces and a surface car park with a further 500 spaces, began last autumn. With around 30,000 shoppers already visiting Longbridge Town Centre each week, the presence of Marks & Spencer is extremely exciting as it will further boost the retail offering. However, it is just one of the major construction projects St. Modwen is working on as part of its £1 billion new community on the 468 acre site of the former

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THOUGHT LEADERSHIP

MG Rover plant at Longbridge, located 10 miles south of Birmingham city centre.

Retailers at Longbridge already include household names such as Sainsbury’s, Premier Inn and Beefeater, Costa Coffee and Greggs, but more are on their way. In addition to the new M&S store, St. Modwen has completed the construction of 45,000 sq ft of shops and expects to make a number of lettings announcements in the coming weeks.

Following on from the retail development, St. Modwen is planning to begin work on a separate, further phase of development, which includes a cinema, gym, restaurant and café space, in 2016.

BUILT ENVIRONMENT MAGAZINE

The building, located at the heart of St. Modwen’s Longbridge community, will provide 180 en-suite bedrooms, catering and support facilities for staff based at the city’s Queen Elizabeth Hospital, who will benefit from living within easy walking distance of bus and train connections to and from their workplace. Construction is due to begin later this year.

With £300m already having been invested

by St. Modwen at Longbridge, its work continues. Handing over the M&S store to the retailer was an important moment for the UK’s leading regeneration specialist – and there are many more yet to come. www.stmodwen.co.uk

Trusted civil engineering specialist appointed to the Midlands leading projects

Established in 1958, O’Brien Contractors is a Midlands-based provider of civil engineering, design and build and groundworks services, as well as turnkey sports pitch solutions.

Receiving the prestigious five star rating for Achilles BuildingConfidence accreditation in 2014 means O’Brien sits alongside leading names in the construction sector as suppliers of excellent quality work with a commitment to growth and sustainability.

Key projects and customers include the Nestlé factory with John Sisk; the Longbridge Marks & Spencer store with Morgan Sindall; and the Thunderbird 2 retail distribution centre with Sir Robert McAlpine.

A successful diversification programme to offer new services and deliver projects in new sectors has delivered significant growth in recent years with O’Brien now delivering contracts up to £12m and having turnover of £32m in 2015/16. Alongside this revenue growth, the company has invested both in new plant and in ongoing training and development programmes to ensure that its people and equipment are the best in the business, so that its customers benefit from the best service at the best price possible.

The results of O’Brien’s success have it named as:

Tomorrow’s Company

When planning a construction project, make O’Brien Contractors your first choice.

01926 423 918 or e: info@obriencontractors.co.uk or www.obriencontractors.co.uk O’Brien Contractors, Manor Cottage, Church Lane, Leamington Spa, CV32 7JT.

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PRESS RELEASE

MIDLANDS TO SEE CONSTRUCTION BOOST DESPITE SKILLS THREAT, SAY MPS

Despite figures released by the Federation of Master Builders showing that two thirds of UK building companies have been forced to turn down work because of skills shortages, local Midlands MPs have voiced strong support of the plans to devolve greater powers to key regions, according to research conducted by UK Construction Week.

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UK CONSTRUCTION WEEK

BUILT ENVIRONMENT MAGAZINE

The Conservative Government recently announced plans to extend devolution deals to a number of areas across the country, including the Midlands, with the aim of boosting the economy and driving construction development.

Rt Hon Andrew Mitchell, Conservative MP for Sutton Coldfield, commented: “We’re watching the developments of the Northern Powerhouse concept with admiration and interest. I’m in full support of the plans outlined so far and celebrate the intention to address the North-South economic imbalance. Clearly construction and the Midlands engine are critical to this and the greater devolution of power and resource to localised authorities is a key step towards a truly national, thriving economy.”

PRESS RELEASE

BRINGING TOGETHER NINE SHOWS UNDER ONE ROOF, UK CONSTRUCTION WEEK WILL BE THE BIGGEST CONSTRUCTION TRADE EVENT THE UK HAS SEEN IN YEARS. BIRMINGHAM NEC FROM 6-11 OCTOBER Veering away from the London-centric focus that has dominated the construction industry for many years, UK Construction Week – held at the Birmingham NEC in October – is placing a strong emphasis on driving construction growth throughout the UK. In particular, on the Main Stage opportunities facing the UK’s second largest city will be explored in the Birmingham Development Forum.

What’s more, as the UK’s largest trade event UK Construction Week takes place in Birmingham alongside the Midlands Construction Summit, the region is set to benefit from a boost in construction activity and investment.

Acting as a heavyweight platform for business development, UK Construction Week will pull national and international construction leaders into the region this October. With an impressive line up of speakers, exhibitors and event supporters, the event will hold significant influence over the future of the industry as well as boosting the local economy with its expected audience of more than 55,000 people.

Lee Newton, CEO of Media 10, the event company producing UK Construction Week, commented: “Our goal for UK Construction Week is to provide a platform that will support nationwide growth for the industry.

With content looking specifically addressing pressing construction issues around the country, our hope is that the event will be a valuable meeting place for industry leaders to develop strategies that benefit every region. Focusing on skills, personal development and apprenticeships will also play a massive part in equipping the industry to prosper in the future.”

Bringing together nine shows under one roof, UK Construction Week will be the biggest construction trade event the UK has seen in years. Taking place at the Birmingham NEC from 6 – 11 October (with the trade only days from 6 – 8 October) the event will unite 1,000 exhibitors with an expected audience of 55,000 visitors.

Visitors will be able to attend the Build Show (incorporating Civils Expo), Timber Expo, the Surface and Materials Show, Energy 2015, Kitchens & Bathrooms Live, Plant & Machinery Live, HVAC 2015, Smart Buildings 2015 and Grand Designs Live.

For more information please visit or follow us at: Web: www.ukconstructionweek.com Twitter: @UK_CW SOURCE: http://bit.ly/1PJmTju

BUILT ENVIRONMENT MAGAZINE

UK CONSTRUCTION WEEK

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FOCUS: HS2

HS2 ‘ESSENTIAL’ TO BIRMINGHAM’S FUTURE SUCCESS BUT WILL IT START ON TIME? Research by property consultancy JLL suggests high-speed rail project HS2 (High Speed 2) is essential for Birmingham if it is to stay competitive.

JLL - which has a large operation in Birmingham - has identified the ‘Big Eight’ megatrends which will impact on UK real estate in the next 15 years.

The property firm points out that 82% of the population will head for the cities by 2030 and urbanisation will put huge pressures on infrastructure and high-speed, low carbon railways, such as, HS2 will be essential and a massive public and private investment opportunity.

Birmingham’s population is set to grow 202,700 by 2030 based on 2010 projections - a percentage growth of 19.6% higher than the national English average of 15.7%.

Ian Cornock, Lead Director of JLL in Birmingham, said: “Infrastructure and quality housing will be key factors determining our ability to attract and sustain these new

urbanites. A shortage of residential housing supply in London is already threatening its economic success. 2014 saw 22,000 adults in their thirties head out of the city.

Expensive, poor quality housing does not draw talent and it’s unlikely that affordability will continue to drive working professionals away and further out of the city. Birmingham will be a natural destination. There will be huge opportunities for commuter villages through to multi-modal logistic hubs as HS2 and others like it materialises.”

JLL’s report urges businesses to adapt to these major transformative trends to stay competitive.

By analysing a total of 40 themes, JLL arrived at eight interconnected sustainability trends, which are most critical to the UK property industry.

BUILT ENVIRONMENT MAGAZINE

The ‘Big Eight’ trends are: • The low carbon economy • Technological innovation • Urbanisation • Land and resource scarcity • Workforce transformation • Changing demographics • Health and wellness • Transparency and social value Cornock added: : “These megatrends are evolving at an unparalleled speed - ten times the pace of the industrial revolution with 3,000 times the impact. They are fundamentally changing the way we live and do business so companies must innovate ahead of anticipated changes and adapt so that they are at least robust, and at best flourishing, in the long term.”

HS2 has insisted that civils work on the £42.6bn rail programme will start on time in 2018 despite an industry forecast that it would be delayed by at least two years.

HS2 reacted to the Construction Products Association’s prediction that work would not begin until 2020 on the civils packages by saying it was ‘confident that there would be spades in the ground by 2017’, with main civils work to begin by 2018.

PROJECT FOCUS: HS2

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FOCUS: HS2

HS2 PROVIDES AN EXCELLENT OPPORTUNITY FOR BUSINESSES ACROSS THE UK WITH 25,000 JOBS CREATED DURING CONSTRUCTION AND 3,000 WHEN UP AND RUNNING

HS2 stated that that after a successful second reading of the HS2 hybrid bill last year, it did not foresee planning issues altering its start time.

HS2 spokesman Richard Pain said: “Successful planning is the key to most major projects remaining on schedule. Following a resounding backing from parliament at the second reading of the hybrid bill for HS2 phase one, we remain confident that the main construction of HS2 will start in 2017, with civils work to begin in 2018.”

Mr Pain added: “Local issues are currently being addressed through the parliamentary process; the HS2 select committee has already heard around 500 petitions. We have also hosted hundreds of community information events and our continued engagement with affected residents and businesses has resulted in numerous improvements being made along the route of the project.”

The forecast from the CPA came a week after the full list of JV’s that would be bidding for the main civils work on the line was revealed. The eight JV’s, featuring a total of 23 contractors, will enter the procurement process for the main civils work, which Mr Pain confirmed was still set to start in autumn.

Mr Pain said: “Substantive design work, surveying and ground investigations along the entire route of HS2 phase one are already under way and, following on from extensive industry communication and supply chain engagement work, we plan to start the procurement process for civils contracts this autumn.”

01

seven major infrastructure projects worth £11.8bn during his visit to China, where he is also promoting the Northern Powerhouse.

The Chancellor also announced plans for a new ‘HS2 partnering day’ between British and Chinese firms to explore joining up on bids for contracts.

at tender stage, with a maximum award of two contracts per tenderer.

The industry’s major players have already formed consortia, many with international construction giants, to mitigate the risks on design and build contracts expected to be worth up to £1.1bn. These include several major French and Spanish civil engineering giants.

There will also be the option for additional contracts covering the route North of Birmingham, subject to a ministerial decision on this later in the year.

Latest HS2 bidding consortia: • Carillion/Kier/Eiffage • Balfour Beatty/Vinci • Align – Bouygues/Sir Robert McAlpine/Volker Fitzpatrick • Acciona/Sisk/Lagan • LFM – Laing O’Rourke Group/FCC Construcción/Murphy • Ferrovial/Morgan Sindall/BAM Nuttall • Dragados/Hochtief/Galliford Try • Costain/Skanska/Strabag More than half the route will be in cuttings or tunnels, with around 100 bridges and viaducts needed.

The launch of the bidding process takes the form of a pre-qualification questionnaire for the main civils works for Phase 1.

Sure enough, the long-awaited scramble for the first major work packages for HS2 has now begun after Chancellor George Osborne formally fired the starting gun. He opened bidding in September on the first

At this stage suppliers will be allowed to express an interest in all seven packages.

Following the PQQ, successful applicants will be invited to bid for up to four packages

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BUILT ENVIRONMENT MAGAZINE

PROJECT FOCUS: HS2

02

The seven contracts are split over three geographical areas (North, Central, South), along the Phase 1 route from London to Birmingham.

Tranche 2 comprises £2.6bn of stations work, and Tranche 3 comprises £1.5bn of railway systems orders. These will be launched in 2016 and 2017.

Construction works will commence following Royal Assent of the Phase 1 Hybrid Bill which is currently being considered by Parliament.

Transport Secretary Patrick McLoughlin said: “HS2 provides an excellent opportunity for businesses across the UK with 25,000 jobs created during construction and 3,000 when up and running.

“The start of the procurement process for these significant contracts is a major step towards construction on HS2 getting underway in two years’ time and a massive opportunity to help rebalance our economy long before the trains start running in 2026.”

IMAGES 01. Curzon St train station 02. Birmingham International Centre (BIC) train station SOURCE: http://bit.ly/1JymTNV

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i54 SOUTH STAFFORDSHIRE

CASE STUDY

INNOVATION THROUGH COLLABORATIVE WORKING In a bold and progressive move, South Staffordshire, Staffordshire County and Wolverhampton City councils agreed to jointly fund and deliver the large infrastructure project, i54 South Staffordshire.

THE SCHEME INCLUDES THE CONSTRUCTION OF A NEW ACCESS FROM THE M54 MOTORWAY AND HAS UNDERTAKEN MAJOR EARTHWORKS, INFRASTRUCTURE AND UTILITY WORKS IN ORDER TO PREPARE THE SITE.

SOURCE: http://bit.ly/1PKXxlq

As well as being hailed as a ‘huge economic boost’ for the UK, the project represents the culmination of a long-term commitment by three local councils to deliver prosperity for its communities. i54 is the first of its kind in the country, the £40m invested by the councils meant that the project was self-funding. The partnership between the three councils is unique and overcomes geographical and political boundaries. This project demonstrates how the public sector can work in new, innovative partnerships to deliver economic growth.

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BUILT ENVIRONMENT MAGAZINE

CASE STUDY: i54

The main driver for the site was to attract investment from international companies such as Jaguar Land Rover. The team secured a Section 6 agreement to undertake the critical highways works themselves, giving them greater control over the programme and strengthened the offer to Jaguar Land Rover, securing their investment.

In order to comply with Jaguar Land Rover’s time requests, the scheme had to be designed, procured and delivered within a

a tight three-year period to ensure the junction was opened by the end of 2014.

Collaboration with the main contractor, Balfour Beatty, and within the supply chain was critical to achieving this, overcoming project challenges through innovation and value engineering.

The works included major earthworks to prepare the development site, provision of all major utilities, major utility diversions and construction of a new dedicated interchange connecting the enterprise park directly to the M54 motorway. The scope included demolishing a motorway bridge and constructing two new overbridges, junction tie-ins and 1.5km of single carriageway. The project involved the realignment of the junction, new link roads and slip roads built and a replacement 45metre 500-tonne bridge installed across the M54, this was carried out by developer partners, Balfour Beatty.

With only three years to design, procure and build the project to meet Jaguar Land Rover’s contractual requirements, successful delivery of this critical project was a result of the whole team, from client to supply chain, working together towards a common goal. Collaboration was at the core of the successful delivery of this critical infrastructure project - the overriding approach from inception and throughout construction.

A fully integrated team was formed from the outset - this included the client team, designers Pell Frischmann, main contractor Balfour Beatty and their supply chain partners. Engaging Balfour Beatty early in the process enabled advanced works to begin and accelerated the programme.

Using an advanced order meant that Balfour Beatty could begin the procurement and fabrication of the steel bridge beams and start earthworks. Due to the tight timescales, Balfour Beatty involved their engineers early in developing traffic management plans to avoid any delays. In order to benefit from their specialist expertise, key members of the supply chain were

CASE STUDY

i54 SOUTH STAFFORDSHIRE

engaged early to assist with various aspects, such as earthworks – early engagement with FGD helped to identify solutions to transport 110,000m3 of material to local quarries under a recovery permit to avoid expensive disposal at landfill and enhance sustainability. TPS helped develop a solution to modify a further 50,000m3 of unsuitable material to meet an end product specification and allow reuse on site. HW Martins developed early works phasing and alternative methodologies to minimise disruption to the live motorway network and maximise safety across the site by limiting the plant - people interface.

Staffordshire County Council’s economy leader Mark Winnington said: “Having a dedicated motorway junction to provide access directly onto i54 South Staffordshire is one of the major draws to the site and is why global business leaders have chosen to locate there. It has made the difference between here and other possible locations in the UK and internationally. This is the first time a council has undertaken a civil engineering project of this kind and to see it open is rewarding for the partnership. It really justifies our investment and commitment to the project which will make a big difference to job creation and to our economy. We’d like to thank people for bearing with us while the work has been carried out. It has resulted in us having one of the best business hubs regionally and nationally which will now go from strength to strength.”

Highlights of the scheme included delivering the project on time and on

BUILT ENVIRONMENT MAGAZINE

budget – ensuring that the new M54 Junction 2 extension was open in accordance with the agreed date. A positive response from the community and business showed a 95% client satisfaction score.

Despite the challenging, high-risk environment near a live motorway, there were no reportable accidents during the build. By using offsite disposal of material, including modifying 50,000m3 of surplus material to allow reuse onsite, improved sustainability was achieved. This method removed 6,000 HGV movements and saved £500,000. The scheme has been such a success that it took home the Integration and Collaborative Working Award at this year’s Celebrating Construction Awards and was recently visited by her Majesty the Queen - officially opening Jaguar Land Rover’s new engine manufacturing centre and a new facility for hi-tech printing firm International Security Printers. www.i54online.com

i54 IS THE FIRST OF ITS KIND IN THE COUNTRY, THE £40M INVESTED

BY THE COUNCILS MEANT THAT THE PROJECT WAS SELF-FUNDING. THE PARTNERSHIP BETWEEN THE THREE COUNCILS IS UNIQUE AND OVERCOMES GEOGRAPHICAL AND POLITICAL BOUNDARIES. THIS PROJECT DEMONSTRATES HOW THE PUBLIC SECTOR CAN WORK IN NEW, INNOVATIVE PARTNERSHIPS TO DELIVER ECONOMIC GROWTH

CASE STUDY: i54

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ARCHITECTURE INTERIOR DESIGN VISUALISATION

Proud to be working in the East Midlands 1

2

3

4

5

6

1

Biosciences - Nottingham City Council

3

Grove Farm Sports Pavillions - University of Nottingham

5

Fletcher Redevelopment - De Montfort University

@cpmgarchitects

2

Central Fire Station - Nottinghamshire Fire and Rescue 6

4

Dunelm HQ - Dunelm

Capital One Trent House Refurbishment - Capital One

cpmg-architects

www.cpmg-architects.com

CASE STUDY

LINCOLN CASTLE As much of the original buildings as could be, have been restored. While new additions, such as the Magna Carta vault and the subterranean auditorium - housing a state of the art cinema screen experience - have been added considerately to their surroundings, while still enhancing the look and feel of the building.

LIFTING THE LID ON LINCOLN CASTLE It was the condition of Lincoln Castle’s walls that first raised questions about the future of the historic site.

The council, along with local supporting groups, felt restoration work had to begin to preserve the site for future generations.

From there, Lincoln Castle Revealed was born.

Led by Mary Powell, Lincolnshire County Council’s Tourism Development Manager, the landmark Heritage Lottery-funded project set out to make a difference to the tourism attraction and breathe life back into the city.

Following thorough procurement processes, Woodhead Heritage was appointed to deliver all phases of the £19.9m project.

Four years on, the Woodhead Heritage team has conserved the castle walls, restored the prison building, and created the David PJ Ross Magna Carta Vault as a new home for

the iconic document, alongside the Charter of the Forest, in time for Magna Carta’s 800th anniversary.

Mary Powell said: “Around 164,529 visitors have visited Lincoln Castle since its April relaunch (April to end August) and their responses have been universally positive.

Everyone has worked so hard on this project and the quality of the workmanship is extraordinary. We can’t help but feel very proud over what has been achieved over the ten long years of this project.”

The project, which also involved building the grass roofed Heritage Skills Centre - the first new-build structure to have been built within the castle grounds in 100 years could not have been achieved without the efforts of hundreds of people.

The monumental task included: • 250,000 man hours • 2,000 tonnes of waste removed from site • 250 cubic metres of concrete were pumped through the Castle grounds in 28 continuous hours to help lay the foundations for the Heritage Skills Centre • 213,000 feet of scaffolding boards • 22,337 scaffolding poles, which equates to 296 tonnes, and • 325 tonnes of new stone, selected from Lincoln Cathedral quarry nearly 97% of the Castle walls are still original.

Woodhead Heritage Site manager, Richard Savage, said: “There have been many challenges to overcome, from delays caused by historical discoveries to logistical issues, such as the installation of the vault itself, which required very specific equipment.

In fact the crane needed for this particular project was the only crane of its size, weight and capability available in the whole country.”

Richard continued: “As a site manager on these types of projects, you have to form a very good working relationship with the design team, client and subcontractors.

Listed buildings are always difficult to work on and do not lend themselves easily to change. This has been the most challenging and the most rewarding project of my career so far and I am immensely proud of what we have achieved together in becoming a small part of the history of the castle.”

Already taking regional and national acclaim at a range of award ceremonies, from construction and architectural titles to heritage accolades, Lincoln Castle Revealed continues to showcase to Britain and the world what a monumental task has been achieved for the historic city.

SOURCE: http://bit.ly/1P1B31d

BUILT ENVIRONMENT MAGAZINE

CASE STUDY: LINCOLN CASTLE

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CANNOCK GATEWAY

CASE STUDY

CANNOCK GATEWAY RETAIL PARK The combined building and civil engineering skills of Clugston Construction were put to full effect at the Gateway Retail Park in Cannock.

The recently completed, £5.5 million project for Trebor Developments/Hortons Estate Ltd which began in September 2014, involved the design and build of a TK Maxx, Sofaworks, Costa Coffee and Burger King, and approximately 18,500 m² of associated external works.

Located on a constrained development site bordered by roads on all sides, and adjacent to the M6 Toll required considerable coordination, including the reprogramming of activities to facilitate the highway ‘pinch point’ works being undertaken by the Highways Agency and Staffordshire County Council at the same time as Clugston were carrying out the necessary highways changes required for the Retail Park.

Working closely with a soil engineering specialist, with whom Clugston Construction often partner on such schemes, a ground stabilisation solution was proposed following a detailed review of the options. This was then implemented as part of Clugston’s overall solution. Key to this was rolling dynamic compaction of the located soft spots which compacted the underlying areas of fill and provided a uniform stable material, with the bearing capacity confirmed by plate tests. The design for the Continuous Flight Auger (CFA) piles was then changed to a driven pile in order to avoid contamination of the ground bearing aquifers beneath the site. Additionally the integrity of a canal and small brook on site were protected by the use of silt traps, barriers and specialised matting.

KEY CHALLENGE Innovative Value Driven Solutions The site had several key issues including an underground watercourse and significant amount of historic ground fill, a good proportion of which was from the creation of the M6 Toll, creating instability and ground contamination issues. The foundation design of each building therefore required soil stabilisation and considerable piling work to be incorporated and gas protective membranes to be installed within the buildings.

Danny Dawson Regional Business Manager at Clugston Construction said: “At Clugston we are continuously striving to find innovative and cost-effective solutions for our projects. Cannock Gateway Retail Park is a further example of such innovation, we are delighted to have been able to deliver a solution that made the site economically feasible for development.”

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BUILT ENVIRONMENT MAGAZINE

CASE STUDY: CANNOCK GATEWAY

CLUGSTON CONSTRUCTION This is one of a number of schemes being delivered by Clugston Construction in the West Midlands. The Company, which recently moved to larger facilities in Bromsgrove following the growth of its local business, is part of the privately owned £250 million turnover Clugston Group, which in addition to its building and civil engineering operations is also in involved in facilities management, property development and logistics.

With a reputation for safely delivering a high quality service across a variety of market sectors, which includes education and health as well as industrial, retail and commercial, Clugston has already worked on a number of high profile projects across the Midlands. These include the new Dog Welfare and Rescue Centre for the Birmingham Dogs Home and a further scheme for Trebor at Malvern Hills Science Park.

SOURCE: http://bit.ly/1JyvaBt

KALSI PLASTICS Ltd. Kalsi Group is a family run business that manufactures high quality, maintenance free plastic building products at its manufacturing and extrusion plant in Birmingham. It supplies all markets from new build to refurbishment via a nationwide network of approved stockists. The vast product range manufactured compromises of Seven Rainwater Systems, Soil Waste Systems in Ring Seal and Solvent Weld. Underground Drainage, Sewer Systems and PVC-U Cellular Foam Building Products. More recently The AQUACEL roofline range of fascia and soffit was introduced to the portfolio, quickly becoming a major player in the UK market.

The company delivers products nationwide, every week, on a fleet of vehicles from articulated to rigid sleeper cab (to allow for two day runs), and vans for premises where a larger vehicle would have access problems. Kalsi’s ongoing commitment to product innovation and support is at the core of the group’s philosophy as it strives to continually meet and exceed customer expectations.

For more information, please contact us: Tel: 0121 693 0373 | Email: sales@kalsiplastics.co.uk Web: www.kalsiplastics.co.uk

BELGRADE SPECIALIST DISTRIBUTOR OF INSULATION & DRYWALL SYSTEMS

The Birmingham branch of BELGRADE INSULATION supplies Building and Technical Insulation, together with Drywall Systems, to contractors across the West Midlands and surrounding regions. Birmingham complements three other branches located in Northampton, Leeds and Glasgow that supply the same market sectors and product range in their respective geographical areas.

The business was formed in 1976 but on retirement of the founder and owner in 2010 was acquired by a management team with many year’s experience within Insulation Distribution and Manufacturing. The key asset of the company is its people who have determined the success the business in the last four years. There is a robust and well financed business plan for organic growth across other UK regions.

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info@belgradeinsulations.com

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For Insulation Solutions in the West Midlands please call 0121 327 6873 or email info@belgradeinsulations.com

AWARDS CELEBRATING THE BEST IN THE MIDLANDS REGION The 2015 Celebrating Construction Awards commended the best of the Midlands construction products, projects and innovators.

HOST: DECLAN CURRY

Across the East and West Midlands, these prestigious awards provided a highly effective platform for targeting the construction industry while presenting the ideal opportunity for leading brands to maximise their industry exposure and penetrate this economically important market.

The Awards were organised by the Built Environment Hub (BEH) – a membership organisation created to drive best practice in construction in the Midlands region – in association with the Chartered Institute of Building (CIOB) and Acivico Building Consultancy, SCAPE and Salus Approved Inspectors. Winners of the regional awards categories have the opportunity to go on to profile their projects and achievements at a national level in October.

More than 300 construction professionals gathered at the Nottingham Belfry in June for this year’s East Midlands Celebrating Construction Awards, while the West Midlands Awards, now in its eighth year, saw 750 leaders and innovators from across the construction sector gather at the ICC, Birmingham, in July. The prestigious annual award ceremonies commended the Midlands’ most inspiring construction projects, products and people through a range of categories.

Head of East Midlands Judging and Head of empa at Scape Group, Alan Coole said: “The East Midlands has been under-represented at the Celebrating Construction Awards in the past; but by implementing our own inaugural East Midlands Awards, this has been remedied.

There are many pockets of excellence in the East Midlands and we are proud to have showcased the skilled people who work here to the Region and subsequently at a National Level.”

EAST MIDLANDS AWARDS: WINNERS • Achiever of the Year Rachael Vincent of VincentStokes • BIM Project of the Year B & K Structures for BSkyB Believe in Better Building • Client of the Year Leicestershire Fire & Rescue Service • Health & Safety Lift & Engineering Services • Heritage Robert Woodhead for Lincoln Castle Revealed • Innovation X-LAM Alliance for Banyan Wharf, Wenlock Road • Integration & Collaborative Working Anglian Water for their ‘Love Every Drop’ Campaign • Leadership & People Development Lift & Engineering Services • Project of the Year Robert Woodhead for Lincoln Castle Revealed

• SME of the Year VincentStokes • Legacy Award for Sustainability Robert Woodhead for Lincoln Castle Revealed • Value Award for 2015 EOS Facades for the Barn, University of Nottingham • Young Achiever of the Year – Michael Broadhurst of Robert Woodhead

Full details of the sponsors, finalists and winners are available online at: http://east.celebratingconstructionawards.org

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EAST & WEST MIDS AWARDS

BUILT ENVIRONMENT MAGAZINE

Celebrating Construction success in the Midlands

www.celebratingconstructionawards.org

SPONSORSHIP OPPORTUNITIES AVAILABLE

SPONSORSHIP OPPORTUNITIES

For more information on the opportunities available, contact the team on 01743 290001

Organised by

In Partnership with

Friday 19th June 2015 Nottingham Belfry

WEST MIDLANDS 13 May 2016 The ICC Birmingham

EAST MIDLANDS 03 June 2016 The Nottingham Belfry

AWARDS

HOST: MARK DURDEN SMITH

WEST MIDLANDS AWARDS: WINNERS

The West Midlands Awards were also praised by entrants and judges. Head of West Midlands judging panel, Mark Wakeford, Managing Director of Stepnell and Chairman of the Built Environment Hub, said: “The standards of entries were outstanding and it was a hard task deciding the winners. The depth of expertise and talent across all sectors was impressive, and the exceptional number of entries clearly demonstrates the upturn in the industry - placing the Celebrating Construction Awards as a high point in the construction calendar.”

With over 120 companies entering across the East and West Midlands Awards, both Awards saw strong support from across the region. The winners have gained a place on the shortlist for this year’s National Awards that recognise the very best companies, collaborations and projects sharing best practice and inspiring others to adopt new and better ways of working that deliver outstanding results.

• Achiever of the Year Louise Brooke- Smith from Brooke Smith Planning Consultants • BIM Project of the Year Tweedale for the Rosalind Franklin Building • Client of the Year Sandwell Metropolitan Borough Council • Health & Safety Lift & Engineering Services • Heritage Speller Metcalfe for the Master’s House • Innovation Sandwell Metropolitan Borough Council for West Midlands Virtual Hospital

• Integration & Collaborative Working Staffordshire CC, Wolverhampton CC, South Staffordshire CC & Balfour Beatty for i54 South Staffordshire • Leadership & People Development Cundall • Project of the Year - BAM Construction for Barclaycard Arena • SME of the Year Uni-Safe Access • Legacy Award for Sustainability Kier Construction Central for HARC • Value Award for 2015 Kier Construction Central for HARC • Young Achiever Gurpreet Sandhu from Whitefriars Housing

There has already been a large amount of attention focused on the 2016 Awards. If you are interested in sponsorship, please contact Julie Richards on:

Full details of the sponsors, finalists and winners are available online at: http://west.celebratingconstructionawards.org

Tel: 01743 290001 Email: julie.richards@builtenvironmenthub.org

GOOD LUCK TO ALL THE EAST AND WEST MIDLANDS WINNERS IN THE NATIONAL FINALS BEING HELD IN LONDON ON 23 OCTOBER 2015

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EAST & WEST MIDS AWARDS

AWARD TIPS WRITING AWARD WINNING ENTRIES | Roy Casey, Director, Success Train Ltd Annually I wear two awards hats – as writer of award entries for my customers and as awards judge for several regional and national organisations. Let me share a little of what I have learned in a decade.

ROY CASEY

All award categories have some form of criteria that judges are asked to use as keywords when marking entries. To score higher and win, your submission must be mapped to the set criteria so it is easy for judges to see where your information relates to those criteria. You can do this by using headings, titles or making sure the criteria keyword appears close to the start of a new paragraph about it and using bold text for the keyword.

The great story you are telling should be written in a way that is broken down into relevant portions of information about the criteria keywords. I often see submissions reading like great PR or sales articles but bearing little, if any, relationship to the category criteria; making it difficult for

judges to award good marks. I am sorry to say that award entries are not sales or PR pieces and should be thought out differently; approaching them as if they were a good Pre-Qualification Questionnaire submission will probably have better results.

Another common problem is lack of evidence.

Award entrants claim no end of fantastic outcomes and achievements yet fail to provide any tangible supporting evidence.

I often find three issues surrounding lack of tangible evidence. First, entrants miss the clues in the criteria, e.g. “What KPIs and benchmarking have you used?” which requires not only an explanation of the type but also a comparison of results with those of the peer group average. Next, saying you have used KPIs/benchmarking

BUILT ENVIRONMENT MAGAZINE

but not providing any results to suggest this may be real is pointless, evidence must be provided. Finally entrants often fail to grab the judge’s attention and marks in the written submission and then rely on judges having time to trawl through reams of supporting evidence to find what they need instead, ‘supporting evidence’ is just that and should not be relied upon.

Occasionally I spot a sense of frustration creeping into entries like when people feel the same question is being asked so they write “see information above” or worse still leave the question answer blank. It is better to repeat information in several places so it can score more than once, than to fail to give judges anything to mark. That said, you do need to be creative and ensure information is presented to satisfy the criteria which sometimes simply means re-writing it with a different slant, e.g. reusing tons of spoil on site to avoid removing it to waste most likely represents an innovation, a cost saving and an environmental impact reduction even though it is just one activity.

My final tip is word count limits – my method to is draft submissions in full and then edit back to get within limit whilst losing no detail. Verb tense changes often remove superfluous words. This article is now within word count limit and no longer 125 words too long.

Roy Casey is a Director of Success Train and a member of the Board of the Built Environment Hub.

AWARD WRITING TIPS

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Success Train’s business writing expertise helps companies to promote the everyday things they do and take for granted into winning submissions for tenders and awards.

Making your work stand out from the crowd is the art of a good writer, and most often not someone who is great at the construction related work they do.

Success Train have the experience and expertise to make your Pre Qualification Questionnaires, Tenders and Award submissions score higher and meet the criteria that evaluators and judges are looking for.

Our proven success is shown by winning over £60m of construction work for our SME clients and over 30 award wins in the last 4 years.

Director

M 07500 961180

T 01384 402592

If we can be of help in making your submissions more successful please contact Roy. E roy@successtrain.co.uk

W www.successtrain.co.uk

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Roy Casey BSc(Hons)CEng FCIBSE MIoD AIIRSM

Founding Member

As a leading multi-professional construction consultant in the region, we’re proud to be delivering ground breaking projects and transforming construction as part of the Built Environment Hub. Join a team that makes a difference: www.pickeverard.co.uk/careers

GRAND CENTRAL

GRAND CENTRAL OPENS DOORS FOR BUSINESS On Thursday 24th September 2015: Grand Central Birmingham opened its doors to the public for the first time, welcoming thousands of customers and diners into the UK’s newest premium shopping and dining destination.

Following a five-year, £150m transformation, Grand Central now sits proudly above the magnificent £600m New Street Station and is very much open for business. Boasting 66 new shops and restaurants with well over half of them never before seen in the city, Grand Central’s opening hit the city during a month that was so packed full of activity it has earned the moniker of ‘Super September.’

Jonathan Cheetham, centre manager for Grand Central, said: “This has been brought to life through a culmination of a dedicated, committed group from across the city. It’s a proud day for Birmingham and demonstrates our continued retail power to bring these high quality shops and restaurants to the Birmingham consumer, marking another chapter in the on-going renaissance of our great city.”

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The anticipation around Grand Central has been growing with rapid speed over the last 12 months as the centre has taken shape.

Not only has its development changed the architectural horizon of Birmingham due to its high-gloss mirrored exterior snaking its way from Southside to Stephenson Street, but also its sheer impressive size has dominated the cityscape. At 500,000 sq ft, it can comfortably house the 66 retailers

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GRAND CENTRAL

A stand out piece of the development is the newly unveiled atrium that overlooks the vibrant bustle of the New Street passenger concourse. The new concourse is five times the size of London Euston’s and was rebuilt without any interruption to rail services for the 170,000 passengers who use it every day.

Richard Brown, Grand Central development director, said: “The years of wait have been well worth it. Not only is New Street Station a magnificent new development for passengers and commuters, but Grand Central also offers a unique and unforgettable shopping experience for all. We are proud that Birmingham is at forefront of such an impressive aesthetic design which will be enjoyed and admired by people across the UK and worldwide.”

Grand Central is a project that combined some major stakeholder partners from across the city, including Birmingham City Council, Network Rail, Mace, DTZ and John Lewis Partnership. and restaurants, as well as one of the biggest John Lewis stores in the UK - a 250,000 sq. ft., four-floored space that comes complete with a spa, its own restaurant, and enough stock to fill the Genting Arena twice over.

Sir Albert Bore, leader of Birmingham City Council, said: “The arrival of Grand Central provides even more shopping and dining choice for people in the city centre. With its stainless steel facade wrapping around the entire building, Grand Central makes an impressive impact on Birmingham’s ever improving architectural landscape. The creation of over 1000 jobs in retail, hospitality, catering and customer service also provides a significant number of opportunities for local people.”

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The development of Grand Central has created more than 1,000 permanent retail, hospitality, catering and customer service jobs, and is expecting to attract more than 50 million visitors a year. The centre has been brought to life by more than 3,500 construction workers that include specialist contractors, electricians, plumbers, plasterers and shop-fitters. The build began in 2011 with an initial demolition phase - over 6,000 tonnes of concrete were removed from the Pallasades Shopping Centre to allow the remodelling of what would become Grand Central as well as opening it up to allow the natural light to filter through. The entire process was an environmentally considerate project, with 98% of the material from the demolished Stephenson Street Tower being recycled for use on other building projects.

BUILT ENVIRONMENT MAGAZINE

SOURCE: http://bit.ly/1jqbiLS

TM

YOUR FRAMEWORK FOR BUILDING A BETTER FUTURE www.eos-facades.co.uk

As pioneers of light gauge steel construction, EOS Facades specialise in the design, manufacture and supply of a wide range of component based and panelised solutions.

The technical and design teams like to get involved right from the start, providing advice and guidance throughout the design and construction journey, working with you to ensure specifications are accurate and that the system fits first time.

The combination of strength, durability and precision engineering delivers broad parameters to explore innovative solutions and optimise value engineering.

Light gauge steel construction provides the benefits of: • • • • • •

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The EOS range of systems ensure there is a product to suit most construction requirements. If you have a project in mind then why not challenge EOS Facades to help value engineer the most efficient solution for you?

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D2N2 SME’S, TIME TO PUT THE HEADS BACK ON THE CHICKENS! Construction coach, Maria Willis, the Derby, Derbyshire, Nottingham and Nottinghamshire (D2N2) LEP’s Construction Ambassador gives her perspective on the D2N2 Construction Sector.

THE NUMBERS: UK CONSTRUCTION OVERVIEW

309,000

2.1m

PROVIDING >

CONSTRUCTION BUSINESSES IN THE UK

CONTRIBUTING >

PEOPLE WITH JOBS 7.2% OF UK WORKFORCE

£90bn

VALUE ADDED TO UK ECONOMY (6.7%)

THE NUMBERS: D2N2 CONSTRUCTION GENERATES

8%

GVA & EMPLOYS 1:12 PEOPLE

CREATING >

3,200

JOBS FOR EVERY £100M PROJECT INVESTMENT

GENERATING >

£2.84m

FOR THE ECONOMY FOR EVERY £1 SPENT

WE HAVE AT LEAST 2,000 MICRO BUSINESSES, 328 SMALL BUSINESSES, 59 MEDIUM & 12 LARGE BUSINESSES (figures taken from CITB – Construction: Supporting the D2N2 LEP Construction Sector Development Action Plan icon.)

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D2N2 We are in the process of putting in place some strategies that will help, but what would be great is if you did set aside a little bit of time to think and ask yourself some key questions...

These are some of the numbers that I’ve become familiar with since my appointment as Construction Ambassador for the D2N2 LEP.

• Why did you start your business?

• Are you getting what you want from it?

• Do you want to grow or stay as you are?

• If you do want to grow, where do you

want to be in 3 years time?

WHY ARE THESE NUMBERS IMPORTANT?

They demonstrate two things, the big part that Construction has to play in the economic recovery nationally and locally and the huge importance SME’s and Micro Businesses have in delivering this.

D2N2 already have intelligence on what is driving future growth in the construction sector, which can be found in the Sector Development Plan (p.31 to be precise!).

We are also tasked with producing a Pipeline Analysis to drill down into this further, which is one of the recommendations in our Plan.

To deliver this pipeline, the industry needs to have a robust supply chain. As I mentioned previously there are at least 2,000 micro businesses, 328 small businesses and 59 medium businesses.

In D2N2 we know there are lots of challenges for SME’s when it comes to growth. A number of these have been identified already. Payments from Contractors are often late, it’s a challenge getting hold of skilled labour and it’s a minefield trying to understand how you would go about getting an apprentice. We can help you navigate through a lot of these challenges but before that, we need you to think.

There is, however, something stopping you from thinking. A growing mode of operation that is spreading, it’s contagious and not pretty to look at, it’s also really messy... headless chicken mode! If these headless chickens are not apprehended they will continue to spread and cause mayhem in the industry!

So many business owners are too busy working in their business and not on their business, they aren’t thinking strategically and asking themselves where they want to be and how they want to grow. I recently had someone come to me for coaching who wanted to grow his business. We sat down and looked strategically and the result was too much time was spent working in the business which meant that he was not devoting enough time to making sure processes were in place, he didn’t have enough admin support, did not have enough time to think about taking on an apprentice as this would be a distraction from delivering the work. I suggested some actions but they never happened, it was easier to stay in headless chicken mode.

I’ve used the word, strategy a few times.

In business, strategy is about how you use the scarce resources that you have to differentiate yourself against the competition.

You may not want to grow but there will be ways that you can use your resources differently to maximise the profit you make.

If you do want to grow then it’s about having a clear plan in place and the right support to do so.

We are currently heading up on the boom and bust rollercoaster, which is great, and everyone is getting really busy. I feel the industry is at a tipping point. Contractors really need to value their supply chain which is a whole other blog topic, but first of all, the supply chain really need to value themselves and how important they are, not just to achieving growth in D2N2, but nationally.

TAKING A STEP BACK AND THINKING ABOUT WHAT YOU WANT IS A GREAT PLACE TO START. IF YOU DO THAT AND RECOGNISE THAT YOU NEED SUPPORT, THEN GET IN TOUCH AND LETS GET INTO EAGLE MODE!

You can contact the D2N2 LEP’s Construction Coach via the D2N2 Growth Hub by: Tel: 0333 006 9178 Email: info@d2n2growthhub.co.uk

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HOSPITAL

MIDLAND METROPOLITAN

Plans for a £430m super-hospital for West Birmingham and Sandwell have been approved

Wolverhampton headquartered infrastructure and support services group Carillion, has been selected as the preferred bidder by the Sandwell and West Birmingham Hospitals NHS Trust to deliver the new Midland Metropolitan Hospital. The hospital will be delivered as Public Private Partnership under a 30-year concession contract using the UK Government’s PF2 model. The areas of Sandwell and West Birmingham suffer from some of the highest levels of deprivation in the country. This has a direct effect on the health of these communities which, in turn, impacts on the services dedicated to supporting them. The Midland Metropolitan Hospital is one of many regeneration initiatives across Sandwell that have been designed to strengthen services and infrastructure across the region, with a view to improving the economy and creating better opportunities for work, education, leisure and wellbeing.

be seven storeys high and provide around 80,600m2 of hospital space. The project is expected to deliver capacity for approximately 81,455 inpatients and 115,045 outpatients every year. The new hospital will also have a number of innovative design features including a fully enclosed Winter Garden, car parking within the hospital building on the ground and first floors in order to create a secure environment for both patients and staff and full separation of clinical activities and journeys from the public and nonclinical services. The complete design and construction of the hospital will also meet the highest standards of sustainability.

When developing the design of the new hospital, Sandwell and West Birmingham Hospitals sought the views of the local community to ensure that it is fit for purpose and meets their expectations, this included giving them the opportunity to name the new building.

The new state-of-the-art hospital, which will comprise approximately 670 beds and 15 operating theatre suites, has been designed to meet the best international and national standards in order to make it truly patient focussed and to support the efficient delivery of high-quality clinical services.

Located on a 16.76 acre brownfield site on Grove Lane in Smethwick, Midland Met will

Carillion expects to invest up to £16 million of equity in the project, which they will build at a capital cost of £297 million.

Hard facilities management and life-cycle maintenance services will also be delivered

by Carillion and these services are expected to generate approximately £140 million of revenue over the life of the concession

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contract. Financial close is expected around the end of 2015 with construction starting early in 2016, while completion is scheduled for mid-2018, with the hospital opening in late 2018.

As the leading provider of apprenticeships and training in its sector, Carillion will use this project as a further opportunity to provide training and apprenticeship opportunities as well maximising the use of local suppliers.

Carillion Chief executive Richard Howson said: “We are delighted to have been selected as the preferred bidder for this important new hospital. Carillion has delivered over 60 PPP projects, including more than 20 healthcare projects, and this latest success reinforces our position as a leader in the PPP market.”

NG Bailey has been chosen as a building services partner of Carillion’s, the Hospital Company, joint venture to help deliver the project. NG Bailey will handle the design and installation of the full MEP installation worth £80m, which will involve a fully digital integrated IT platform.

NG Bailey’s chief executive David Hurcomb said: “We also look forward to working with the Sandwell and West Birmingham Hospitals NHS Trust to deliver the state-of-the-art facility, which will enable the Trust to achieve its objectives for delivering significant improvements in healthcare services for the people of Sandwell and West Birmingham.”

The new hospital scheme is an integral part of the Right Care, Right Here programme.

Right Care, Right Here has been in operation since 2005 and is a partnership between the NHS and the Local Authority in Birmingham and Sandwell. Committed to improving healthcare in the Sandwell and heart of Birmingham areas, Right Care, Right Here ensures that care is delivered in high quality environments closer to where people live. The programme strives to make Sandwell and the heart of Birmingham healthier places to live and work.

www.xtratherm.com

...BETWEEN THE DESIGNED AND AS-BUILT PERFORMANCE WITH XTRATHERM. Insulation performance is about more than simple U-values.

At Xtratherm we have been developing insulation systems backed by fully accredited technical expertise that already achieves much of what has been asked for of the insulation industry to ‘Close the Gap.’ From the simple step of offering insulation with engineered jointing, to qualifying our team to the highest standards for calculations and thermal bridge modeling - then sharing this expertise with industry, Xtratherm delivers performance on site and off.

THROUGH PRODUCT INNOVATION THROUGH STAFF TRAINING THROUGH BETTER CUSTOMER INFORMATION THROUGH INTERACTIVE SUPPORT THROUGH OUR PROVISION OF EDUCATION & TRAINING

The NEW Xtratherm Xi interactive exhibition space and training academy at our facility in Derbyshire, has been developed to assist construction professionals in understanding the principles of specifying and achieving on-site, best practice insulation standards for new dwellings, commercial envelope solutions and refurbishment projects.

For more information or to book a visit

T: 0371 222 1055 E: info@xtratherm.com

VIRTUAL HOSPITAL

IS THIS THE BIM INITIATIVE OF THE YEAR? WHILE THE UK SUPPLY CHAIN CONTINUES TO GRAPPLE WITH BIM ADOPTION, SANDWELL COUNCIL IS THE DRIVING FORCE BEHIND BIM TECHNOLOGY IN THE WEST MIDLANDS AND IS GAINING NATIONAL RECOGNITION AS A BIM INNOVATOR. Suppliers to the construction industry need to get to grips with Building Information Modelling (BIM) as it becomes a mandatory condition of supply for public sector capitalbuild projects from 1st April 2016. One public sector client in particular, Sandwell Metropolitan Borough Council, is pioneering the way and pushing the boundaries with their West Midlands Virtual Hospital (WMVH) initiative; a digital-engineered 3D hospital “walkthrough” embedded with a BIM platform.

It complements the development of a real-life hospital, the soon-to-be-constructed £430m Midland Metropolitan.

Architects, medical engineers, buyers, healthcare estates managers browse WMVH to view prospective suppliers and source compliant materials, products and services. They can download BIM objects linked to product data and specifications from suppliers who interest them.

SMEs can present their BIM execution plans, parametric designs, drawings, dimensional tolerances, product life­cycle data and CObie data­formatted specifications using easy­-to­ configure 3D analysis.

Architects and engineers can then click and paste BIM objects presented by regional suppliers, from medical equipment to structural elements, to use within their design considerations.

It is free to register as a buyer, specifier or supplier. Each user creates a personalised profile page, suppliers can upload technical specifications, drawings, datasheets, case studies plus a link to their own website.

Suppliers to the WMVH have a badge on their profile page showing their firm’s level of skill in using BIM. Badges range from one to star to five stars. This nurtures their engagement with BIM and allows us the Council to see who needs extra support.

Carillion will be contractually obliged to use the WMVH as a design and procurement tool, giving them a fully specified digital building.

According to Council research the WMVH is a first­-of-­it’s-­kind digital design and procurement tool, which they believe has the potential to be the catalyst to change the way that hospitals and healthcare facilities are procured in the future.

Recognising that BIM adoption is draining on the whole supply chains resources, the Council has established and resourced a state-of-the-art BIM training suite, offering SMEs an affordable route to get to grips with BIM. The 12 workstation facility features a full range of BIM model viewing software, e­learning platforms and affordable vocational training, including basic CAD use skills, 3D modelling, engineering design services, BIM consultancy on BIM adoption, product design and BIM object creation. It is another first for a local authority in the UK.

Integrated into the BIM suite business model is the ability to white­label, sell or franchise its functionality and e­learning tools to other public sector organisations, from the Fire Service to the Police, as well as the private sector, therefore making the BIM suite self­sufficient. “Our aim is to put the West Midlands at the forefront of BIM adoption, not just locally but globally,” said Councillor Paul Moore, Cabinet member for recreation, jobs and economy at Sandwell Council. “We want to provide a cost-effective framework for small, medium and large businesses to embrace new technologies whilst raising awareness of the significant business opportunities that BIM presents when looking to enter new markets or gain a global advantage.”

WMVH has already won awards for small ­business friendliness from the Federation of Small Businesses, WMVH recently won the National Construction News Awards for BIM Initiative of the Year and picked up two further awards at the West Midlands Constructing Excellence Awards securing Sandwell Council a finalist place in the National Constructing Excellence Awards in London later this year.

The judges of the National Construction News Awards said: “Sandwell is pushing at the limits and its virtual hospital is beyond expectations. You can recruit a lot of people to BIM this way.”

The proof is in the figures.

To date, 1,500 users have registered to the platform, supplying thousands of products and components, while over 7 BIM workshops have been arranged to date, resulting in over 120 regional companies attending to learn about and equip themselves on BIM. SOURCE: http://bit.ly/1KFEreZ

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Skip hire (mini skip to 40 yard) Commercial waste collection Construction waste and recycled aggregates National coverage available

BUILDING WITH BIM

TAKING BIM TO THE NEXT LEVEL THE DIGITAL AGE IS EVOLVING. WE ARE CONSTANTLY ADAPTING TECHNOLOGY IN ORDER TO ENHANCE ALL ASPECTS OF THE MODERN WORLD Building Information Modelling (BIM) is at the front and centre of the latest digital technology in the modern built environment.

Early adopters within the industry and government have successfully promoted this pioneering building technology. There is now almost universal recognition of BIM within the construction industry, as well as widespread private sector investment in the implementation of BIM. So why is BIM so crucial to transforming the construction industry?

Nick Milestone Managing Director of B & K Structures and Built Environment Hub board member, shares his views on the positive impact that BIM will have: In terms of procurement, BIM is a powerful tool that allows construction companies to quantify the requirements of their projects.

This enables control of spending and time management resulting in the reduction of wastage in these areas. It is essential that BIM is used in the early design stages of a project to ensure that there is capacity to not only clearly identify the elements of the project but through the use of BIM, companies are able to anticipate when

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they need to procure any given material or element. It is extremely difficult to transport the appropriate knowledge across all construction partners at the same time without the use of BIM, this can lead to the teams procuring the wrong materials at the wrong time, in different volumes.

In 2011 the government committed to the use of ‘Level 2’ collaborative 3D BIM on all centrally-procured government projects by 2016. This is strategically planned as part of a larger overall strategy to combine the use of BIM with the latest modern technology, leading to the collaboration of the government and construction industry working to enhance skills and reduce the cost of infrastructure. It has already been identified that BIM has contributed to savings of £804m in construction costs during 2013/14. The aim of this strategy is ultimately to position digitally enhanced construction as a prerequisite across the UK construction industry.

There has been scepticism, however, from some parts of the industry over the government’s BIM strategy. Recent research, conducted by UK Construction Week in partnership with BRE, implies that three quarters of construction professionals do not believe that the industry is ready to reach the targets mapped out by the government. There seems to be a strong theme of companies claiming that there is a crucial lack of training in this area and that it is too costly and time consuming to invest in, particularly for SME’s.

Despite these claims the overall acceptance that BIM has gained still seems particularly prominent. From my experience, the general consensus from our industry implies that the growing integration of BIM will have a positive effect with only a small percentage of construction companies stating that they will not be using the technology. More money is now being invested in BIM, with

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large jobs kicking off this year applying the use of BIM in more sophisticated ways than ever before.

I feel that the government’s implementation of BIM Level 2 will have a positive effect on our industry by bringing about progressive changes to the way that we work. Through the execution of this strategy, it is predicted that BIM will bring many employment opportunities, particularly for niche software developers and offsite manufactures, as well as upskilling current employees within our industry. By creating critical mass and certainty of demand, businesses should feel confident when investing in the development of BIM within their companies.

BIM is a key enabler for integrating offsite technology into construction practices – resulting in the delivery of low cost, low carbon assets. This is something crucial within government projects as there is an acute need for time efficient construction, as well as a vital responsibility for our industry and government to reduce our carbon footprint through the application of low energy buildings – resulting in lower costs for the end user.

Collaboration between teams is something that our industry is calling out for. BIM helps to provide the platform for teams to integrate and work together, as well as delivering valuable information to confirm that the finished project will meet performance expectations. It is the ideal tool for connecting the whole life cycle analysis of a project – embracing new technology and a new culture of working. This is something that I feel the industry would benefit greatly from and would help to deliver projects with heightened quality through efficiency of communications and accuracy of planning and design.

SOURCE: http://bit.ly/1PJm6Pt

Benefits of membership

Being a member of the Structural Timber Association brings genuine commercial benefits through technical insights, client referrals, access to unique training and industry recognised credibility.

It is also about being part of an organisation that influences government and industry on behalf of the timber sector; extolling the role the material can play in the current drive for sustainable construction.

With a collective ambition to develop the timber frame sector as the ‘first choice’ concept for construction - working with the STA is helping Kronospan to reach our business objectives – it’s simply better together!

Peter Ball, Sales Manager Building Products, Kronospan

Raising the bar with all their initiatives the STA, has been a great assistance to us and our sector in professionalizing the supply and installation of structural timber.

John Dickie, Director, Dickie & Moore

www.structuraltimber.co.uk

The primary benefits relate to: •

Over 300 members - reflecting a significant percentage of UK structural timber technology and system providers

•

Code of conduct - a standard of operating by which all companies within the sector are compared

•

Direct representation for your trade within the construction sector

•

Highest quality and technical standards - driven by our robust committee structure

•

Relevant and best-in-class training and education

•

Networking events, trade shows and conferences

•

Direct communication with your target customers

INNOVATION EAST MIDLANDS CONSTRUCTION PROJECTS

EMBRACE INNOVATIVE SOFTWARE Construction projects across the East Midlands are benefitting from the latest innovative software, thanks to Firefly and empa – the East Midlands Property Alliance. empa has a range of framework contractors including G F Tomlinson, Ashe Construction, Morgan Sindall, Wates, Lindum, Interserve, Clegg Construction, Robert Woodhead and Jeakins Weir which deliver projects across the wider region.

ALAN COOLE & RICHARD RATCLIFFE

After recognising a gap in the market for a cloud-based project management tool for multiple partner projects, ex-local authority employee Richard Ratcliffe set up Firefly Online Ltd to help streamline public-funded construction projects.

Richard Ratcliffe, founder of Firefly Online Ltd, said: “Working with Scape and empa has helped me to really refine the software to benefit everyone involved in multi-agency projects. For instance, singling out just one of the projects on the Firefly dashboard it features the empa team, 13 schools, the construction contractor and the client, a Midlands-based local authority. Our software allows all parties to filter the information that’s relevant to them in real time so they can see exactly how their projects are performing.”

Richard has used his past experience to set-up the software business and empa has been working closely with him to ensure the scheme benefits public sector construction schemes across the wider East Midlands.

The aim of empa, which was formed by local authorities in the East Midlands and is managed by Scape, is to improve the procurement and delivery of construction projects and property maintenance for public sector bodies, saving time and money for them and in turn for council taxpayers.

Richard said that Scape and empa had helped to refine the innovative software and he added that he is now looking to support more public sector bodies across the UK: “It’s been really helpful working with Scape and empa throughout the evolution of this software, my aim was to make it easier for local authority projects, and projects funded by the taxpayer, to be managed easily and efficiently. The feedback from their teams has allowed me to refine the system so

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we’re in a position to offer the service further afield to support more public sector construction and social care projects, especially at a time where funding for public services is incredibly tight.”

Alan Coole, Head of empa, said: “We can be managing 150 construction projects at any one time so having access to all the information we need at the click of a button really helps us to manage performance and work better with our partners and clients. As Firefly is a cloud-based system we don’t need to be office based to keep up to speed with our contracts, similarly our partners can get the information they need, when they need it. We’ve been able to streamline the projects and increase efficiency as a result. We’ve had great feedback from our partners and we’re delighted to have supported Firefly to further develop its software to help even more public sector organisations.”

Firefly Online Ltd is based in Grantham, Lincolnshire and has grown to more than ten employees.

EMPA OPERATES ACROSS THE WIDER EAST MIDLANDS REGION COVERING CITY AND COUNTY AREAS IN NOTTINGHAMSHIRE, DERBYSHIRE, LEICESTERSHIRE, RUTLAND, LINCOLNSHIRE, NORTHAMPTONSHIRE, WARWICKSHIRE AND IN PETERBOROUGH, SOLIHULL, COVENTRY AND STAFFORDSHIRE MOORLANDS. SOURCE: http://bit.ly/1KKgT5M

OPPORTUNITIES

COMMERCIAL PROPERTY AND DEVELOPMENT MARKETS Will Birmingham present the next big opportunity? | Phil Harrison, Managing Director, Wates Construction

PHIL HARRISON

2015 kicked off with an announcement that Birmingham has topped the bill as the UK’s most investible city, as well as ranking sixth best in Europe in a report into real estate trends commissioned by Urban Land Institute (ULI) and PwC. The city has had a steady stream of positive press for its investment potential, backed up by figures that put weight to this argument.

In 2014 alone, 18,337 new businesses registered in Birmingham according to UK Trade and we’re seeing some real signs that the opportunity for commercial property development in Birmingham has reached a new peak.

The city has undergone a huge transformation over the past decade and there’s little sign of it slowing. In the past five years there has been £2.1bn of commercial and retail investment in Birmingham and there’s a wealth of flagship schemes in the pipeline, including the £550m Gateway Plus Birmingham New Street redevelopment, the new speculative office at One Arena Central, HS2’s Snow Hill HQ and of course the HS2 terminal at Curzon Street, which will no doubt bring further regeneration to the east of the city.

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In terms of commercial development, demand for Grade A office space is continuing to grow, especially for domestic and global businesses seeking a base outside of the London bubble. Take Snow Hill for example and Bruntwood’s recent application for a £14m speculative development at Two Cornwall Street – both of which more than show the increase in office take-up rates in Birmingham and we can but hope that inward investment will continue to follow.

The real opportunity for Birmingham though is not its place as a stand-alone property investment dynamo. Yes the city is thriving, and with foreign investment currently representing 30% ownership of Birmingham’s property market, international funding will keep coming our way. But with huge schemes such as the Manufacturing Technology Centre’s Research and Development campus at Ansty Park in Coventry, the buzz is not just coming from Birmingham. Concentrating solely on the confines of the city limits would be somewhat shortsighted and would restrict the opportunities that the West Midlands represents as a whole. The property and construction industry must therefore look to the abundance of opportunity and investment potential of ‘Greater Birmingham’.

If we take for example the Black Country Enterprise Zone, just one item on the Greater Birmingham agenda at MIPIM earlier this year, we can see that it’s not just office space that’s on the up. With investments at

BUILT ENVIRONMENT MAGAZINE

the Black Country Enterprise Zone totalling £1.5bn, coming from the likes of Jaguar Land Rover, evidence suggests that manufacturing and engineering are also keeping the West Midlands and Greater Birmingham at centre stage. The difference that could be made by Sir Albert Bore’s combined authority agenda is a hotly debated topic but many would argue that this is the real key to unlocking the West Midlands’ investment potential.

We also obviously can’t ignore the impact that the West Midlands’ connectivity will have on the region’s development markets.

There have been some huge leaps forward in infrastructure, an agenda being heavily pushed by Midlands Connect. The forthcoming £50bn HS2 and last year’s runway extension at Birmingham Airport, to name just two, will serve to bring long-term benefit to the region’s economy and crucially, boost employment.

THE PICTURE FOR BIRMINGHAM IS CERTAINLY A POSITIVE ONE AND THE COLLABORATIVE ACTION BETWEEN THE PUBLIC AND PRIVATE SECTORS IS NOW ELEVATING THIS TO A HIGHER REGIONAL LEVEL - DRIVING FORWARD AN INVESTMENT AGENDA FOR THE WEST MIDLANDS REGION AS A WHOLE AND THIS IS THE EXACT DIRECTION THAT WE SHOULD BE TAKING. As the Built Environment Hub advocates and as is the vision for the Construction 2025 Strategy, the public and private sector must keep working together to fulfil the West Midlands vision being pioneered by so many.

Phil Harrison is a member of the Built Environment Hub Strategy Board.

NEWS

DEELEY CONSTRUCTION PROVIDE COLLEGE WITH A ‘WINDOW OF OPPORTUNITY’ Two key figures in a £5.8 million development at a Midlands horticulture college were given a ‘window of opportunity’ to see how work is progressing

PICTURED (LEFT TO RIGHT): Peter Deeley, Edward Hudson (both Deeley Group), Tamsin Jones, Jennie Harker (both Pershore College), Kevin Gallagher (Deeley Group).

Peter Deeley, of the Deeley Group, and Tamsin Jones, Interim Principal at Pershore College, were given a tour of the site where the first part of more than 11,000 sq ft of glazing, which is valued at £450,000 alone and covers approximately 75 per cent of the building, has been fitted.

Peter Deeley said: “This is a very exciting project and we are pleased with the way work has progressed. It was also great to see the very real enthusiasm for the project at the college and just what it means to them and their future. That’s why our industry is so important.

Deeley Construction, part of the Deeley Group, is transforming the college, which is part of the Warwickshire College Group, including a glass complex that will house a new science and technology centre, a collections house, teaching rooms, project spaces and extensive research and development facilities.

Tamsin Jones said the new building was of vital importance to the college and the wider horticultural industry.

She said: “This stunning new building will provide our students with an innovative, technologically-enhanced environment unrivalled in the further education sector.

We have been working with experts from RHS Wisley on the project, so it truly is cutting-edge.

“Horticulture is a vital industry for the local, regional and national economy so by inspiring young people to focus on horticulture as a career we can help tackle the skills shortages in the sector. These facilities are crucial for the college and our students, but will also benefit local employers and the wider community.

“This year we are celebrating 60 years of horticultural excellence at Pershore College, and these new state-of-the-art facilities will ensure we continue to be at the forefront of the industry across the region and nationally.”

The double glazed units on the main building include a body tint to help reduce glare while, in places, it includes a brise soliel that further cuts out glare.

The glass on the collections house is just a single but toughened pane which allows the right wavelengths to travel through the glass to support plant growth, whilst maintaining strength. The glass on the roof will also be self-cleaning, helping to cut down on maintenance costs.

Work was completed in August with Deeley providing a highly-technical facility to meet the 21st century needs of the college and the sector.

SOURCE: http://bit.ly/1Vm6jI3

BUILT ENVIRONMENT MAGAZINE

INDUSTRY UPDATE

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NEWS PSR SOLUTIONS WOMEN IN CONSTRUCTION Despite a record number of women in work they are still unrepresented in many sectors.

And construction is no exception.

THE INDUSTRY HAS A FEMALE WORKFORCE OF JUST 13%. THAT WORKS OUT TO JUST 272,000 WOMEN, COMPARED WITH ALMOST 2 MILLION MEN.

Quantity Surveyors currently working for Kier on the £63 million refit of Birmingham Women’s Hospital, to get her thoughts on working in the construction industry.

However, behind those figures shines a golden ray of light. In the last three years female employment in the industry has risen by 17% while the number of male workers is only up by 3%. So we caught up with Claire Bradley-Dorman, one of our freelance

Claire hadn’t really thought about a career in construction when she was at school and studied an English and French degree. After working in China teaching English, Claire got what she thought would be a temporary job working for Balfour Beatty in their admin team. Claire found herself working closely

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INDUSTRY UPDATE

with the Quantity Surveyors which got her thinking that this may be something she wanted to pursue.

“Seeing the varied role of a QS really whetted my appetite. It involves so many aspects and I was attracted to the fact that every day is different and challenging.”

Claire’s hard work and determination paid off when she was promoted to assistant QS and began studying towards her qualifications.

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“I think being female didn’t make a difference. It was all about hard work and determination. It was challenging to work and study at the same time, but Balfour Beatty paid for all my courses and supported me along the way.”

Claire gained a Masters in Construction and has progressed into becoming a highly sought-after Quantity Surveyor who has now worked for a number of major contractors. Nevertheless, she believes the industry needs to do more to attract women into construction.

“The construction industry needs to become more accessible for work placements and work experience. Young people can only make choices when they have a clearer knowledge base. There is still a big perception amongst girls that construction means getting dirty and dusty and is all about digging holes.

What many don’t realise is the varied range of jobs available, such as Engineers, Bid Writers and Surveyors. Construction companies also need to be flexible and family friendly as working on site until late places demands on women with families.

That’s why I went freelance, as I have two children and needed the increased level of flexibility.”

Claire has, however, noticed things are changing for the better and more women are entering the industry.

“I’ve seen a lot of positive changes over the last few years and more women are entering the industry. The more positive role models we can get, the better. This will help break down the negative stereotyping that existed previously.

I think more women are now considering construction as a viable career and hopefully this will be reflected in higher uptake of construction courses. I’d recommend a career in construction to anybody. I’ve worked with some great people and love the diversity of the role.”

PSR SOLUTIONS ADDRESS THE SKILLS SHORTAGE

The Midlands’ leading construction sector recruitment agency – PSR Solutions – has marked its 10th anniversary with a warning that the industry is facing a ‘massive’ skills shortage.

Managing director James Sanders, who set up PSR with business development director Mark Palmer in 2005, said: “The construction industry is entering a period where it will face a massive skills shortage.

The talent pool has shrunk dramatically, so the best candidate’s salaries are being driven up, and in turn we’re having to work much harder to find people.”

However, these challenges are unlikely to phase Sanders and Palmer. Palmer described how they were able to turn the recession to their advantage: “Rather than retrench when the economic downturn hit the building sector in 2008, we actually grew the business and secured most of the work that was still out there. In good times, construction companies might use 10 recruitment agencies to find 100 people. When times are hard, they only need one agency to find 10 people. We were that agency.”

Now at ‘full steam ahead’, according to Palmer, PSR is looking to recruit for itself,

and add to its 50 staff, 35 of whom are in Staffordshire. There are another 15 in a London office that opened in 2010 and which is run by Steven Ware, a recruiter with 35 years’ experience and co-founder of recruitment agency Hill McGlynn, where he gave Sanders and Palmer their first jobs.

PSR, whose clients include Galliford Try, Willmott Dixon, Sir Robert McAlpine and Wates, specialises in finding and placing candidates in the £30k to £70k salary bracket – from site engineers to project engineers – and has recruited, often as sole provider, for some of the Midlands’ highest profile construction projects, including the ongoing remodelling of Birmingham’s New Street Station, the city’s Queen Elizabeth Hospital as well as its iconic retail, leisure and living space, The Cube.

Recruiting for these and other projects is down to what Palmer calls ‘the old ways’: “It’s the old ideas that are the most important; tried and trusted core values around doing the job properly, really getting to know clients and their businesses, listening to them, building solid relationships, doing the same with candidates, and ultimately having both clients and candidates trust us.” http://psrsolutions.co.uk

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06 October 2015 – NEC, Birmingham

www.midlandsconstructionsummit.co.uk BROUGHT TO YOU BY

FOCUS

MIDLANDS CONSTRUCTION SUMMIT – FOCUSING ON FUTURE BUSINESS SUCCESS The Midlands Construction Summit, now in its second year, reaches out to all organisations involved with the built environment, both buildings and infrastructure, across the whole of the East and West Midlands region.

The Summit has been organised by the Built Environment Hub, a member-led organisation representing the whole of the Midlands region as Constructing Excellence’s regional partner. This is a hub for knowledge and networking, encouraging a collaborative working environment at all levels and acting as a regional integrator for an industry made up of many disparate bodies. Those aims are captured in the strapline ‘Connecting the Midlands Construction industry’ – the Midlands Construction Summit aims to do just that.

The Construction 2025 strategy was written jointly by industry and Government with representatives from the Construction Industry Strategy Advisory Council, who wrote the document, including representation from all parts of the supply chain and a large number of professional and trade bodies – Government representation was only 5% of the Council. In June this year it was announced that the council would be relaunched as a new streamlined team – reducing the number of members from 30 to 12.

The Midlands region is a very large part of UK’s built environment sector, collaboratively representing £5.4bn per annum of construction work and around 40,000 construction companies, before we count the advisory services organisations that support clients to fashion the work our designers and constructors undertake.

One common misconception seems to be that 2025 is a long way off – it is not. In project terms it is just part of one HS2 project, or two Olympic Stadia or three QEII hospitals or four Bullring Shopping Centres away. Whatever way you look at it, if we are to change the industry and get it to meet the targets set for 2025 then we need to get started now and take those steps in

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CONSTRUCTION SUMMIT

a strategic manner that leads to the end game rather than a piecemeal attempt at nibbling around the edges, while we wait for someone else to achieve the goals and show us all how to do it.

The Midlands Construction Summit will guide and help the Midland’s built environment sector define their route map for grasping the strategic opportunities in a lively and structured way, allowing for plenty of input from industry leaders.

This supplement of the magazine is intended to be a stimulus for your Construction 2025 action plan. It involves practical ideas to get you started on your journey and developing your organisation’s strategy to be an industry leader and exemplar by 2025. It also includes articles demonstrating how some of the country’s leading companies have already started to adapt to the strategy.

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OVERVIEW THE CONSTRUCTION 2025 STRATEGY | Peter Hansford Government Chief Construction Advisor Construction 2025 was launched in July 2013. It sets out a vision for how industry and Government will work together in partnership over the next decade to radically transform the UK construction industry by 2025.

The strategy sets out some bold joint ambitions for 2025: • a 33% reduction in both the initial cost of construction and the whole-life cost of assets • a 50% reduction in the overall time from inception to completion for new build and refurbished assets • a 50% reduction in greenhouse gas emissions in the built environment • a 50% reduction in the trade gap between total exports and total imports for construction products and materials – with more built in Britain.

The ambitions will require the industry to do things very differently. In tackling this, Construction 2025 has five broad themes: people, smart technology, sustainability, growth and leadership.

People are at the heart of construction, so achieving the ambitious changes set out in Construction 2025 will not happen without a clear focus on people. It is the key area for industry and government to tackle together, and work has already begun on addressing the image of construction, to enable us to attract the talented workforce required for the future.

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The transition to a low-carbon economy presents the industry with great opportunities for growth. Environmental considerations will transform what is built, what materials are used and how it is done.

More ways must be found to reduce both embodied and operating greenhouse gas emissions through innovative designs and processes.

Furthermore, the UK is moving quickly towards a digital economy, which is starting to have profound implications for the built environment. Only through the implementation of digital techniques will we be able to deliver more sustainable buildings, more quickly and efficiently, with far less process waste.

Outside Britain the global construction market is increasing rapidly – over 4% to the end of the decade – with substantial growth in emerging economies. Transforming the UK construction industry provides significant opportunities for global trade.

To achieve this construction companies must be able to access the right type of finance, vital for them to operate and grow.

There is a significant problem with cash

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PETER HANSFORD

flow in the industry – addressing this has therefore been a key, early priority to promote a strong and resilient supply chain.

And finally, taking the strategy forward needs clear and strong leadership. To this end, a pan-industry body has been created – the Construction Leadership Council – co-chaired by Skills Minister, Nick Boles, and the Chair of HS2, Sir David Higgins.

Construction 2025 is about transforming construction in the UK to deliver projects with better value, faster, with lower carbon emissions and with more products and materials sourced and built in Britain.

THE TASK OF MAKING IT HAPPEN IS NOT JUST FOR GOVERNMENT, NOT JUST FOR INDUSTRY, BUT REQUIRES A JOINT DESIRE, JOINT RESOURCING AND JOINT COMMITMENT. WITH THIS TRUE SENSE OF COLLABORATION – OF PARTNERSHIP – RADICAL CHANGE WILL BE ACHIEVED FOR 2025.

LEADERSHIP CONSTRUCTION 2025: AN EMPHASIS ON BIM AND COLLABORATIVE WORKING | Des O’Neill qualifications. This alongside development of an internal training programme and venue to support employees.

Part of our commitment to sustainable standards has included delivery of Passivhaus accredited schemes, alongside the highest rated BREEAM project in the world in 2014.

04. GROWTH

DES O’NEILL

As a main contractor, Speller Metcalfe has been making good strides with our commitment to aligning our strategy with Construction 2025, where we view collaborative working and BIM as aspects most likely to help us achieve Government objectives.

We also launched the Worcestershire Construction Apprentice Academy - an independent charity delivering funding and opportunities for employers and apprentices in the county. Training continues externally and in 2015 we established our CPD brand, The Knowledge Series, enabling us to deliver key training and workshops to industry.

02. SMART A key focus of SMART is undoubtedly our development on BIM, working at Level 2 since 2012; skip forward to 2015 and we now have 12 BIM projects complete or on-going, with aspirations for achieving BIM Level 3 on the Advance2 project for Dudley College – one of the UK’s first IPI contracts launched in 2015.

THIS APPROACH ULTIMATELY SUPPORTED OUR CONTRACTOR OF THE YEAR AWARD WIN AT THIS YEAR’S CONSTRUCTION NEWS AWARDS, WHICH RECOGNISED VARIOUS INITIATIVES ACROSS THE FIVE KEY THEMES:

With this experience, we are now rolling out BIM training to clients and our supply chain, leading to increased opportunities for time and cost savings while reducing the number of problems traditionally associated with the construction phase.

01. PEOPLE

03. SUSTAINABLE

The Speller Metcalfe culture has always promoted a people-first approach, with emphasis on staff retention, developing a multi-skilled workforce and providing opportunities to grow within the business.

Since 2014 over 10% of the business is currently undertaking training within further and higher education or studying for professional MCIOB and MRICS

Speller Metcalfe aims to demonstrate our transparency as a company committed to bettering our standards across the interlinking aspects of economic, environmental and social impacts. In 2015 we produced our first annual Sustainability Report assessing our impact on communities, waste, carbon, BIM and added value, which will become a benchmark for future reporting.

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With construction a key driver of UK growth, part of our own strategy has been engagement of the supply chain, enabling them to grow alongside us. In 2014 we established an annual supply chain forum to directly engage and become more transparent while setting out objectives and requirements for the coming year. On and off site we are also better able to deliver training opportunities. Part of this growth goes beyond our immediate clients and partners; in 2014 Speller Metcalfe became social value partners with Social Enterprise West Midlands to help us promote our core social values and deliver collective, long-lasting benefits to our local communities.

05. LEADERSHIP Diversity and fair representation at leadership level is paramount, as recognised just this September by membership changes to the newly established Construction Leadership Council.

In 2014 we established our own Innovation and Excellence Board – six members of staff from all facets of the Company who rotate annually, sitting alongside the Board of Directors to consider and review business procedures. Our aim is to provide them with development opportunities and leadership skills while capitalising on the creativity and talent of our workforce.

Des O’Neill is Managing Director at Speller Metcalfe

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LEADERSHIP CONSTRUCTION SKILLS TIME FOR A DIFFERENT APPROACH! | Mark Wakeford Here we go again! The construction industry picks up after a recession, we are short of skills and everyone is surprised!

GIVEN THE HUGE IMPROVEMENTS IN COMMUNICATIONS, THE OBVIOUS NEEDS TO UPSKILL EVERYONE WITHIN THE INDUSTRY TO MEET NEW CHALLENGES AND OPPORTUNITIES FOR CLIENTS TO PROCURE IN WAYS THAT DELIVER BETTER VALUE, SHOULDN’T OUR INDUSTRY BE LOOKING TO TACKLE THE SKILLS CRISIS IN DIFFERENT, MORE IMAGINATIVE WAYS? SO WHAT TO DO?

MARK WAKEFORD

Quite rightly the industry is responding to this in the time honoured way of encouraging more people into the industry at apprentice, graduate and mature entry points.

However, it all sounds rather repetitive. Our industry has been here before and we are rolling out the same response, which many cynics would say allows us to train the next cohort in time for the next recession.

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many things that we could do to mitigate this corrosive cycle in which we operate.

Organisations need to learn to retain assets within their organisations so that they can diversify during the tougher times. I know that on a small scale Stepnell used to enjoy a number of measured term contracts that could absorb employees during quiet times, but which could provide additional resources when the industry started to overheat. To do this we had to have managers who could adapt to different procurement regimes and operatives who were multi-skilled and versatile. The current trend to have highly focused managers and operatives who can undertake single operations very effectively puts their organisations at a disadvantage when this work dried up.

Far better to have organisations with a variety of work streams (and an asset base to see them through the bad times) employing multi-skilled staff who can adapt to a variety of work during their working lives.

This would be a responsible response to a cyclical industry.

PRIORITY ONE BEATING THE CAUSES OF THE SKILLS SHORTAGES

PRIORITY TWO TACKLING THE SYMPTOMS OF OUR SKILLS SHORTAGES

The failure to attract new recruits to our industry is well documented and there are many worthy initiatives run by the CITB and professional organisations that seek to address this imbalance. The latest where Peter Hansford is encouraging organisations to adopt a school (or a careers advisor) make good commercial sense for organisations seeking to recruit from their local communities. Those thinking further forward will include primary schools in their area.

A welcome change to the industry is the unrelenting march of apprenticeships and the increasing breadth of recognition within our industry. Apprenticeships as a route to professional qualifications now demonstrate that NVQs have matured and are of a reliable standard that really does match traditional academic qualifications. Creating these alternative routes is a great way of broadening out the appeal of construction to those who may not have considered us as a career.

Construction’s boom and bust cycle is a complex issue and I doubt that our industry can single-handedly create a steady state demand for new works. There are however

Businesses looking to secure their workforce and that of their supply chain are out recruiting and also pressurising their supply chain to do likewise. The easiest way to

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LEADERSHIP achieve this is to recruit apprentices or trainees. Businesses who can look longer term recognise that a steady state positon would have them with 8% of their employees as trainees or apprentices. (An average working career may be 50 years and an average apprentice or training programme might be four. Therefore 8% of employees should be on a training programme. This is a steady state. Those planning to grow will clearly need a higher percentage!)

Other initiatives are aimed at upskilling those currently employed. The recurring issue when people are busy is finding the time and the resources to invest in training, both new entrants and existing staff.

However, many organisations recognise that in times of great change, it is more important to train than ever and it is great to see the amount and breadth of training that is happening within the industry.

PRIORITY THREE MITIGATING THE SKILLS SHORTAGES THROUGH IMPROVING PRODUCTIVITY The third action must be to mitigate the shortages as best as we are able. In this crusade there are two principle targets. The first is offsite construction, which is much heralded and provides significant advantages in discrete areas. Clearly if the economies of scale are to work then we will need a significantly higher level of standardisation of common building elements so that we can garner the efficiencies promised within a factory environment.

The second target is far more powerful.

We must train our managers to increase productivity, which has remained stubbornly low. There are a growing number of tools in which managers can be trained which can significantly improve productivity. From an industry perspective a few percentage point improvements would reduce the skills gap significantly. From a business perspective a

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few percentage point improvements would improve quality and add profit to the bottom line through lower prelims. The tools fall into two discrete area: • Communication tools and soft skills • Communication tools The ability to communicate large volumes of information with a large number of people has been available to the industry for many years.

THE RECENT CHANGE HAS BEEN IN THE ABILITY TO COMMUNICATE THE RELEVANT INFORMATION TO THOSE WHO NEED TO KNOW AND AVOID BURYING OUR STAFF IN GIGABYTES OF INFORMATION.

Clearly Building Information Modelling (BIM) contributes to this capability and there is growing evidence that projects using this technology have higher levels of collaboration and that the teams can reduce the time taken to design projects. This clearly helps productivity prior to reaching site and there is anecdotal evidence that this is being reciprocated on sites.

Real gains in productivity come when both enhanced communication tools and LEAN practices are used together. This allows

BUILT ENVIRONMENT MAGAZINE

designers to complete the design before site activities start and for site teams to plan around a certain requirement. Interestingly, there is a view that the ultimate client has to be involved in both these initiatives. This is not true; indeed evidence for BIM shows that 60% of the reasons for adopting BIM are for teams to become more collaborative and improve efficiencies. Only 40% of the rationale starts with the customer.

From an industry perspective training management teams in LEAN practices, particularly when done with self-awareness allows a single training package that can alleviate the skills shortage for all skills used on that site. This must represent a good use of limited training funds.

There is an opportunity to tackle our skill shortage in a new way that will help prevent a future crisis. I suspect that if we tackle the shortage as we always have then we will have the same problem at the next recession. There is a great opportunity with the advances in collaborative tools to train our managers in LEAN techniques that will reduce the skills deficit and prepare managers for a variety of new business situations as the economy rises and falls.

Mark Wakeford is Managing Director of Stepnell and Chairman of the Board of the Built Environment Hub.

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LEADERSHIP A PUBLIC SECTOR GUIDE TO THE CONSTRUCTION 2025 STRATEGY | Mark Robinson, CEO, Scape Group The Construction 2025 Strategy is an ambiguous subject in the public sector. The strategy is clearly formulated to deliver an impact across both the public and private sectors; but it is very much geared towards industry.

The targets and commitments are ambitious, but they are not clearly translated into public sector outcomes. Therefore, my public sector colleagues are unsure as to how it will benefit them.

THE KEY TO SMARTER PROCUREMENT CAN BE BROKEN DOWN INTO 3 SIMPLE STEPS:

Nevertheless, some of the key elements of the strategy resonate clearly with the public sector; themes such as ‘investing in people’. But it is the growth agenda that both the public sector and the construction industry share as the biggest common goal.

Growth is a key driver for both public sector clients and the industry who would make up their delivery partners across the UK. Within this shared agenda, I see everyone working together to achieve growth and good progress is already being made.

STEP 01

STEP 03

Understand and fully mature the client brief before you even start thinking about procuring a project or service; the brief should be owned and agreed by all stakeholders. This requires effort up front and lots of communication between stakeholders, something I believe that the public sector could improve upon.

Engage with the market. After all, the delivery partners have built their businesses on providing cost effective and creative solutions. They have the knowledge and expertise either as part of their organisation or held within their supply chain, so involve them at the earliest opportunity.

In my field of procurement, I constantly engage with both the public sector and the construction industry in raising the profile of procurement – which I recognise can be viewed as a dry subject. However, if the time is taken to select the correct procurement strategy, then this work will not only de-risk a project or service but it will also stimulate greater levels of efficiency. At Scape Group, we operate a collaborative procurement model that has saved the public sector over £200m to date. Our strategy is based on a straight forward methodology - you get a better deal if you buy in bulk.

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STEP 02 Make sure the business case stacks up.

Remember the construction cost of a building only represents a small percentage of the whole life asset value. These calculations are critical. If overlooked, the project/service will be flawed from the start.

THIS TYPE OF INNOVATION AND APPROACH TO SMARTER PROCUREMENT SITS AT THE HEART OF THE CONSTRUCTION 2025 STRATEGY AND WILL HELP TO STIMULATE THE SUCCESS THAT THE ENTIRE INDUSTRY IS LOOKING TO ACHIEVE.

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MARK ROBINSON

A good example of engaging the market is through the exploration of offsite technology.

The advantages in terms of quality control, speed of delivery and cheaper build costs have helped an increasing number of public sector clients find success in a situation where a traditional approach would have failed. The demand for this type of solution has led Scape to invest in off-site technology, resulting in the development of ‘Connect Up,’ which provides permanent classroom extensions in schools delivered and being utilised in four months. www.scapegroup.co.uk

www.stepnell.co.uk

PEOPLE CONSTRUCTION 2025 KEY THEME 1: PEOPLE An industry that is known for its talented and diverse workforce Furthermore it is expected that 500,000 people are set to leave the industry by 2025.

CITB predicts that 182,000 new construction jobs will be created between 2014 and 2018 alone at trade level.

According to BIS the industry’s image is low, with a score of 4.2 out of 10 for career appeal among 14 to 19-year olds and 6.2 out of 10 from parents.

THE AIM…

THE BACKGROUND INFORMATION

This theme outlines the aspiration of an industry that attracts and retains a diverse group of multi-talented people, operating under considerably safer and healthier conditions and that is a sector of choice for young people inspiring them into rewarding professional and vocational careers.

Reliable up-to-date statistics for diversity in construction are difficult to find – reports abound with dated information. Recent publications suggest that just 9% of the overall construction workforce is female (less than 2% of traditional manual site roles), black and minority ethnicity employees represent less than 5% of traditional manual site roles and workers registered as disabled, make up less than 9% of the total workforce. The industry continues to be dominated by white middle aged males.

The trend in construction sector of deaths at work was falling and reached 39 in 2012/13 but rose again in 2013/14 to 42 (HSE).

Since 2008, 390,000 workers have left the industry and 400,000 construction workers will reach traditional retirement age by 2019 (CITB).

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BUILT ENVIRONMENT MAGAZINE

Perhaps most worryingly, this set of data from the Centre for Economic & Social Inclusion shows how people are being trained for jobs that do not exist in other sectors whilst a massive gap exists between the low number of construction trainees and vacancies.

The Construction 2025 strategy calls for the industry to reinvigorate its image and increase the capability in its workforce.

WHAT CAN WE DO? START NOW. AIM FOR A YEAR-ON-YEAR ANNUAL INCREASE IN TRAINING, CAREERS INVOLVEMENT AND SUPPORT FOR NEW ENTRANTS WITH MEASURES TO IMPROVE THE IMAGE OF YOUR ORGANISATION AND OUR INDUSTRY.

SMART CONSTRUCTION 2025 KEY THEME 2: SMART A UK industry that is efficient and technologically advanced

Business leaders that seek to make the most from their investments in collaboration value chains will enable these higher order possibilities for themselves once they have laid their modern foundation for collaborative engagement.

As the diagram of the evolution of collaborative technology demonstrates, we are still on a journey of change and new tools in which organisational leaders must continue to drive their people to research and invest if they are to stay in the lead.

Those who decide to block employee use of such technologies for fear of losing their IP will find themselves the isolated losers in the long run.

THE AIM… The target outlined in this theme shows a UK industry that leads the world in research and innovation, transformed by digital design, advanced materials and new technologies, fully embracing the transition to a digital economy and the rise of smart construction.

afford not to take that possibility seriously?

Aim for your 2025 achievements by 2020.

THE BACKGROUND INFORMATION

Radical changes driven by the rise of the digital economy are having profound implications for UK construction – what are the myriad possibilities that mobile business Apps on smartphones or Google GLASS offer the construction sector’s next generation?

The rate of change in industry is increasing.

As economist Joseph Schumpeter demonstrated with his mathematical theory back in the 1930s, the period of time to go through an industrial period of prosperity, recession, depression and improvement has become shorter each boom and bust period since the 1785 industrial revolution.

He called these cycles his waves and they demonstrate that the emergence of new digital and nano technologies could mean that the arrival of 2025 could be on the emergence of another recession around 2020. Forewarned is forearmed – can you

Building Information Modelling (BIM) is certainly a large step for the industry toward a collaborative working platform and harnessing the commercial advantages of the digital age, but it is not the only collaborative tool you are likely to need in your organisation’s toolbox. There is a great strategic management dialogue to be had by the industry once an open collaboration environment is established. As happened with the analytics of social data, once the tools arrived many interesting new things became possible and continue to emerge.

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The UKTI 2014 publication How Can the UK Innovate for the World’s Cities? says that the forecast global market for integrated city systems by 2030 is £200 billion p.a.

It concludes that for UK construction businesses to be ready to secure their share of this market they have to collaborate digitally across Spatial, Physical, Digital, Commercial and Social sectors and bring these together in joint offerings to the global market to create urban innovation – where Spatial represents planning/architecture/ design, Physical represents infrastructure/ engineering/construction and Commercial represents project management/financing/ real estate. The publication with its UK case studies of home achievement is a real call to arms for UK construction.

WHAT CAN WE DO? MAKE BIM A MUST HAVE TOOL FOR THE INDUSTRY SOONER. REMEMBER – IF YOUR ORGANISATION IS LED

BY PEOPLE WHO DO NOT ‘GET’ THE DIGITAL THING – PUT SOMEONE IN PLACE NOW AS A FUTURE LEADERSHIP CANDIDATE THAT DOES.

CONSTRUCTION 2025: THEME 2

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SUSTAINABLE CONSTRUCTION 2025 KEY THEME 3: SUSTAINABLE An industry that leads the world in lowcarbon and green construction exports

THE AIM… This theme is aimed at achieving an industry that becomes dramatically more sustainable through its efficient approach to delivering low-carbon assets more quickly and at a lower cost, underpinned by strong, integrated supply chains and productive long term relationships. An industry where client capability in procurement is improved to support supplier sustainability and gain from smarter procurement.

THE BACKGROUND INFORMATION

The Cabinet Office issued details of three new procurement models which they want to see adopted by the public sector and it is good to see that a West Midlands contractor, Stepnell Ltd, was involved in the Cabinet Office’s pilot for an integrated project insurance scheme and that now West Midland’s Dudley College has announced its intention to be first UK project to use this approach for its Centre for Advanced Building Technologies. See page 13 for details.

According to WRAP the construction and operation of the built environment consumes 60% of all materials, results in 33% of all waste and accounts for 45% of CO2e emissions in the UK. Not a great model from which to spring an aim of an industry that leads the world in low-carbon and green construction.

Other organisations such as London Underground are also using new and intelligent procurement models. Buyers and suppliers in the Midlands region must get smarter at procurement. Many buyers need to change old habits and behaviors, perhaps by better understanding the procurement rules and resist the temptation to fiddle with standard forms of contract so that equitable risk distribution is negated. Many SME

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CONSTRUCTION 2025: THEME 3

suppliers need to become more equipped and ready to meet buyer expectation of its supply chain such as creation of social value and credible evidence of business risk management. A look to the YORBuild procurement model, using PAS91:2103 among other best practice opportunities, would be informative for the region.

Another strand of the Construction 2025 targets which falls under the heading of sustainability is making the industry more sustainable in the UK. Government and industry believe that unless the SMEs, who make up the vast majority of organisations operating within the sector, have a more visible appreciation of the likely workload it faces, they will not be able to make the right informed decisions regarding investment and development in their companies and people. This was first put forward in the 2011 Government Construction Strategy.

Since then Government has published several updates of its work pipeline with the Greater Manchester Chamber of Commerce and Constructing Excellence Wales producing similar but local projections. Such information for the Midlands public sector planned expenditure would be very useful for Midlands SMEs.

WHAT CAN WE DO? WE CAN COLLABORATE TO IMPROVE THE INDUSTRY’S APPROACH TO PROCUREMENT. CLIENTS CAN REFRESH PROCUREMENT TEAMS ON THE APPLICABLE PUBLIC CONTRACTS REGULATIONS AND MOVE TOWARD THE CHANGES IN THE EU PROCUREMENT DIRECTIVE 2014_24_EU. DESIGNERS AND CONTRACTORS CAN TRAIN IN ISO11000 COLLABORATIVE WORKING WHICH WILL GIVE YOU BETTER SKILLS FOR FRAMEWORKS, INTEGRATED PROJECT INSURANCE AND OTHER MODERN CONTRACT TYPES.

CONSTRUCTION 2025 KEY THEME 4: GROWTH An industry that drives growth across the entire economy THE AIM… To create and maintain an industry that drives and sustains growth across the entire economy by designing, manufacturing, building and maintaining assets which deliver genuine whole-life value for customers in expanding markets both at home and abroad.

THE BACKGROUND INFORMATION The Office of National Statistics (ONS) defines output as the amount charged by construction companies to customers for value of work (produced during the reporting period) excluding VAT and payments to sub-contractors. In July 2015, output in the construction industry decreased by 1.0% compared with June 2015, after increasing by 0.9% in June. All new work decreased by 1.5% while all repair and maintenance showed no growth. Within all new work, there were falls in all work types except infrastructure and private industrial. Public new housing, private new housing, public other new work and private commercial work decreased by 5.8%, 2.0%, 4.5% and 2.9% respectively.

Within the repair and maintenance (R&M) category, the growth in non-housing R&M of 1.4% was offset by housing R&M which decreased by 1.4%. Compared with July 2014, output in the construction industry decreased by 0.7%. This is the first yearon-year fall in construction output since May 2013, when it fell by 2.8%.

As we emerge from recession and expand supply chains globally, supply chain risk management becomes ever more necessary, it is important to adopt a systematic approach to business continuity management (ISO 22301). Clients can join bodies who deal in

international construction trade to strengthen knowledge and contacts, for example British Expertise, Constructing Excellence International, RICS. and sign up to the 2014 Construction Supply Chain Payment Charter and transform financial models to be compliant with 30 day terms by 2018 and stop retention payments by 2025. Project bank accounts give greater financial certainty to supply chain members alternative financing models can be explored to raise investment funding for companies to develop. Wherever possible, clients should shelter key and loyal suppliers from the adverse effects of other organisation’s poor payment practices and financial collapse. By mapping future workload, the supply chain gains greater visibility for forward planning opportunities so that they can make more informed investment decisions that will help to secure resources and identify efficiencies – similar to the Government’s Construction Pipeline publication and Constructing Excellence Wales’ Welsh Local Authorities Capital Programme 2013/14 – 2017/18.

Perhaps most importantly, clients should support the training and development of construction supply chains, especially SMEs who make up over 95% of the suppliers, so that they are more able to win work and get through the PQQ selection process by developing their compliance and ability to perform.

Designers can form consortia to compete for large and medium-sized projects globally, liaising with organisations such as UKTI and British Expertise to research and enter overseas markets and search niches for British SME expertise away from the current traditional markets. By being trained to

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GROWTH understand overseas contracts and risks, such as FIDIC designers will be more confident to explore new opportunities.

Joining bodies who deal in international construction trade to strengthen knowledge and contacts.

Constructors can ensure that the ethics of their supply chains do not become a blocker to overseas trade – consider joining companies such as Arco, Dar Lighting and Transport for London in membership of the SEDEX organisation to demonstrate best practices. Signing the 2014 Construction Supply Chain Payment Charter and transforming financial models to be compliant with 30 day terms by 2018 and stopping retention payments by 2025 will have a great effect on how business is done. Implementing project bank accounts to give greater financial certainty to supply chain members and sheltering key and loyal suppliers from adverse effects of other organisation’s poor payment practices and financial collapse should be a key focus.

Seeking alternative funding routes to finance work and company growth is critical if supply-chains are to develop. Supporting the training and development of construction supply chains, especially SMEs, is vital.

WHAT CAN WE DO? ORGANISE SUPPLY CHAIN DEVELOPMENT EVENTS AND COLLABORATE TO SECURE HS2 WORK FOR THE COMPANIES IN THE MIDLANDS SO AS TO STOP IT SLIPPING AWAY TO OTHER REGIONS OR OFFSHORE COMPANIES. SEEK UKTI SUPPORT WITH DEVELOPING AN OVERSEAS MARKET FOR YOUR SERVICES.

CONSTRUCTION 2025: THEME 4

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CONSTRUCTION 2025 KEY THEME 5: LEADERSHIP

as far back as 2008, such effects coupled with the poor rate of new entrants in the under 25 age group mean the construction industry will take a long time to recover from this shortage in skills because of the duration of education, training and work experience necessary to develop a competent leader/manager.

An industry with clear leadership from a Construction Leadership Council

Leadership for Construction 2025 needs to be a mixture of people skills, industry knowledge and global commerce awareness.

THE AIM…

Research demonstrates that combining leadership styles of Transformational Leadership with the more traditional construction approach of Transactional Leadership can produce outcomes from both which are beyond either’s individual ability. Developing this combination of blended leadership styles will normally require training and support and may best be undertaken with emerging junior leadership to have most beneficial effect in your organisation.

LEADERSHIP

This theme outlines the aim for an industry with clear leadership from a Construction Leadership Council that reflects a strong and enduring partnership between industry and Government.

THE BIG QUESTION Can we afford to wait for the new, rebooted central Construction Leadership Council to sort it all out for us and tell us what to do to make our organisations succeed? No, of course not – while they point the way forward for the industry we must all strategise and lead our individual organisations forward – we have to act as leaders and seed tomorrow’s leaders.

THE BACKGROUND INFORMATION Successive industry reports since Sir Michael Latham’s 1994 ‘Constructing the Team’ have said we lack and need leadership in construction, but they do not define what leader behaviours or what industry qualities and knowledge those leaders require.

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Traditional leadership style in the industry has been a more production-oriented rather than relationship-oriented style of management – based on technical skills with a focus on managing activity in order to complete projects. Such process oriented leadership styles are much more likely to be effective in times of organisational or economic stability, however, in today’s tough economic times leaders need to be able to deploy a different approach as new situations present themselves. There is no escaping the fact that it is the people in an organisation that will carry out the leader’s instructions and deliver their corporate vison.

Therefore the discretionary effort made by the workforce may very well depend on the level of relationship, respect and engagement that an organisation’s leader has with its people. Change in traditional approaches are required in order to achieve 2025.

The industry faces some stark truths which impact on its leadership, e.g. 400,000 industry workers are due to reach traditional retirement age by 2019 (CITB) which may include a good deal of the industry’s current white, 50’s male leadership. As CIOB noted

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Other industries have undergone the revolutionary changes which Construction has to embrace, otherwise the potential fates they have avoided may become ours tomorrow. Let us look at automotive manufacturing – do you remember British Leyland? It was formed in 1968 to represent the best in British automotive manufacturing but was brought to its knees by 1986 due to poor quality, industrial disruption, labour intensive production, dated designs and techniques and an inability to compete on price with foreign imports – does any of this sound familiarly worrying? British Leyland went through a successive array of leaders who unsuccessfully fire fought for the organisation’s survival – but failed.

Achieving Construction 2025 is about getting started and making decisions – it is not about sitting back and believing others will do it first and show you how, because by the time the early adopters have made it to Construction 2025’s targets there will not be enough time left for the laggards to copy them.

There is a commercial imperative to changing the industry and your organisation but unfortunately it is not likely that all of 2015’s companies will be with us in 2025 to see what was collectively achieved by those who took action in time.

WHAT CAN YOU DO? • Look around your organisation – does it have a leader to succeed you? Do not look for a clone of yourself - as Albert Einstein famously said “We cannot solve our problems with the same thinking we used when we created them” • Assess the Leadership skills among your current and future leaders – will they be what your organisation needs?

• Is the knowledge of your leadership resilient and fleet of foot enough to see wider strategic pictures outside of the organisation such as global challenges and opportunities whilst taking decisive informed actions in a proactive way?

Does your leadership need to attend events outside of the sphere of construction?

• If you have the future leader potential and talent within your organisation already then nurture it, train it, coach it and empower it

• If you do not have what is considered to be the future leader potential and talent within your organisation already then find it and employ it – sooner rather than later • Our industry poses two challenges – the direct leadership of our organisations and the temporary leadership of project based short term teams which are most often formed of a collection of organisations working in a matrix management structure with its inherent commercial and loyalty tensions for team members.

Ensure that your project managers have the correct skill set to motivate and lead employees of other organisations for whom they have project liability?

• Ensure that your leaders display emotional intelligence abilities which enable them to manage themselves and recognise what effect their leadership is having emotionally for others • Encourage your younger employees to develop themselves

T R A I N P E O P L E

LEADERSHIP

• Leaders need to set Vision and lead on creating Strategy so set your Construction 2025 Vision for your organisation and then work with management to create a Strategy for its achievement • Appoint a Construction 2025 champion within your business so there is constant focus and drive – an emerging leader would be a good choice

WHAT CAN WE ALL DO? ASSESS THE LEADERSHIP CAPABILITY AND NEEDS WITHIN YOUR ORGANISATION – AND ACT ON THE FINDINGS. SET A VISION AND STRATEGY FOR ACHIEVING CONSTRUCTION 2025 LED IMPROVEMENT.

Great processes combined with the wrong people can have a huge impact on your project and your business.

Success Train People helps you build and develop the right teams and effective leaders. Our 1-to-1 senior manager coaching develops your leaders and managers and enhances their performance so they impact more positively on your teams and bottom line.

We will help you select the people with the closest match to your vacancies and promotions using specialist tools for selection or development, so you make a more informed decision when recruiting or moving people into different roles within your business.

Success Train People is run by an expert on personality and leadership with a long standing knowledge of the construction industry who will help your people and your business to achieve more.

Jackie Casey MSc MIoD ACIPD ANLP

Managing Director

M 07795 342329

T 01384 402592

Call Jackie Casey if you are ready to get the best from your people for your business.

E jax@successtrain.co.uk

W www.successtrain.co.uk

UPDATE SALUS GIVE AN UPDATE ON THIS YEAR’S BUILDING REGULATIONS The majority of the updated building regulations come into force on 1st October 2015.

As with the last Part L changes, the transitional arrangements are for all applications made before this date, and that start onsite before 1st Oct 2016 will be assessed under the old Approved Documents. Going forward all of the updated Approved Documents should be followed.

To be clear commencement of work in the eyes of the department consists of the following: • Excavation for strip or trench foundations or for pad footings; • Digging out and preparation of ground for raft foundations; • Vibro-flotation (stone columns) piling, boring for piles or pile driving; • Drainage work specific to the building(s) concerned.

The following updates coming into force accordingly: Part G: Currently the maximum water usage per person per day is 125L in new dwellings. The proposal in October allows planning departments to decide on a reduced water allowance, bringing down the water usage to 110L per person per day depending on local requirements such as proven water shortages etc.

Part H: An addition to the requirement is to ensure that where any new dwellings are to be constructed in accordance with ADM, paved areas should be suitably drained free from storm water. In addition, building control bodies to assess bin storage in accordance with BS 5906:2005 Code

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of Practice for waste management in buildings, to ensure that there are suitable spaces/enclosures for bins. Further advice/ imagery is provided in NHBC Foundation report NF60.

Part M: Now comprises two documents, one for dwellings, one for commercial (which remains unchanged). For dwellings AD M4 will be split into three separate sections.

• M4 (1): Visitable dwellings (as current) • M4 (2): Accessible and adaptable dwellings (offering optional requirements) • M4 (3): Wheelchair accessible dwellings (offering optional requirements) For the first time optional regulations can be requested by the Planning Authority, subject to conditions laid out. The enforcement of these optional regulations will fall under Building Control for Building Regulation approval.

The optional requirements cover areas such as access, circulation space standards and lift provisions. To impose the requirement the Planning Authority’s Local Plan needs changing/updating. Please be aware that it is the client’s duty to tell the building control body if optional requirements have been imposed.

New Regulation Part Q This new AD targets security in new dwellings. The guidance points towards the advice provided in PAS24:2012 – Enhanced security performance requirements for door sets and windows in the UK stating that all doors and windows are to be installed in accordance with the advice stated in PAS24.

Changes in Wales Since 30 April 2014 the requirements for automatic fire suppression systems have applied to new and converted, care homes, children’s residential homes, boarding houses, halls of residences and certain hostels. This is now being extended to cover residential buildings; dwelling houses and flats from 1st January 2016. Amended Versions of Approved Documents B (Fire Safety) Volume 1 dwelling houses and Volume 2 buildings other than dwelling houses will come into force on 1st January 2016 to reflect the introduction of the requirements for dwelling houses and flats.

There are exemptions such as to Listed and Building Conservation areas.

Want to find out more, informally and with your own team members?

We are able to provide CPD seminars on the upcoming changes.

For more information or to book please contact us.: Tel: 0333 800 5678 Email: info@salusai.co.uk

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OBJECTIVE 01

A 33% REDUCTION IN BOTH THE INITIAL COST OF CONSTRUCTION AND THE WHOLE LIFE COST OF ASSETS

THE DETAILED ASPIRATION The 33% reduction in both the initial cost of construction and the whole life cost of assets is based on the Government’s 2009/2010 benchmarks which are in line with the Government Construction Strategy (May 2011).

WHAT CAN THE INDUSTRY DO TO ACHIEVE THIS? Clients can take the lead on driving cost reduction by requiring their design teams to use standardised and recognised whole life cycle cost methods that make data interchangeable, e.g. BS15686-5:2008 for built assets and BS8544:2013 for facilities management of buildings. Leading design and construction teams to reduce waste as well as selecting design and construction teams on value and not just price is essential to reducing the cost of construction. It is important to ensure that designers and constructors adopt open book methods that pay for what was done and not what was promised. Ensuring risk is shared equitably and is given to the most appropriate person to manage can help to save expenditure.

Costs can also be saved if clients do not amend standard contracts to create inequitable risk and relationships and then expect designers and constructors to treat them as a partner. Understanding what value engineering really means and working to it is

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key – it should not be a euphemism for cost reduction, it is a process by which client functional needs are met by the optimum solution at optimum cost and should involve the designers and constructors in arriving at the best solution. The adoption of early contractor involvement can ensure clients get the best of integrated advice and ownership of a joint design/construct cost plan. Clients can use modern contractual arrangements, such as the Cabinet Office’s new procurement models, standard partnering contracts and innovative processes in order to help reduce costs.

Designers can have a major influence on driving cost reduction by reducing waste in design and ensuring that they use standardised and recognised whole life cycle cost methods that make data interchangeable, e.g. BS15686-5:2008 for built assets and BS8544:2013 for facilities management of buildings as well as confirming that risk is shared equitably and is given to the most appropriate person to manage. Designers must understand what value engineering really means and work to it – recognising that it should not be a euphemism for cost reduction, it is a process by which client functional needs are met by the optimum solution at optimum cost. Increasing the volume of offsite fabrication in designs means that waste is minimised and time spent onsite is reduced

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with the consequent effect on contractor preliminaries – therefore reducing costs.

The adoption of BIM as a collaborative design tool will also reduce waste through information modelling throughout the team before the job starts on site. If a designer has undertaken a design that has not been developed collaboratively then receiving time effective contractor proposed alternative construction methods will cut time and cost in a positive manner. The inclusion of critical performance criteria in the specification will assist all parties in realistic value engineering.

Constructors can help to deliver cost reduction by reducing waste on site, for example – using management tools and guidance from organisations such as WRAP. Adopting LEAN construction methods will reduce wastage of time and materials.

Constructors should select specialists and sub-contractors on value and not just price and must also ensure that risk is shared equitably and is given to the most appropriate person to manage. Reviewing designs that have not been developed collaboratively for alternative construction methods will cut time and cost, with any resultant proposals being presented to the designers and client in a positive manner.

OBJECTIVE 02

50% FASTER DELIVERY

THE DETAILED ASPIRATION A 50% reduction in the overall time from inception to completion for newbuild and refurbished assets (based on the industry’s performance in 2013).

WHAT CAN THE INDUSTRY DO TO ACHIEVE THIS? Clients can take the lead on driving faster delivery by adopting early contractor involvement to ensure they benefit from an intelligent collaborative approach to design and construction, whereby designers take note of material, trade skills and other shortages or detailing that will delay the works, whilst constructors buy into the quality of construction and finish, necessary to deliver the designed performance of the facility and its whole life cost model.

Understanding the risk and penalties of creating iconic landmark projects is vital, rather than adopting more efficient and standardised solutions. Clients should also research what innovations are emanating from academic R&D of products and equipment that could facilitate faster design and construction as well as more valuable end products. Following this, clients must explore the risk of the innovations with their construction team. Requiring client teams to adopt the use of BIM as a collaborative design tool can cut the time to design and the risk of onsite delays. Benchmarking the

delivery of the design and construction of facilities and setting informed KPIs for future projects is key to speeding up delivery.

Adopting procurement and contract models which incentivise the whole design and construction team can help to perform both collaboratively and on time. Finally, ensuring the whole team understand the project vision and what constitutes good value is essential. Focus their attention on a holistic solution to the requirements rather than a myopic focus on trades or organisational risk reduction.

Designers can have a major influence on driving faster delivery by integrating offsite construction and prefabricated precision factory-controlled manufacture into the early stages of design. Ensuring buildability has been fully accounted for in designs and that ‘standard models’ created in CAD for guidance are not being adopted as Lego™ bricks of failure and delay and adopting early contractor involvement to get a valuable second opinion can help to speed up delivery. By using BIM, designers are able to create collaborative design models which are clash and delay free and enable logical sequential approach to programmes of construction. Partnering with academia in R&D of products and equipment will facilitate faster design and construction.

Designers must develop a culture and new behaviors for success during construction,

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e.g. train those visiting site in collaborative working, people management and negotiation.

Developing specification and contract writing skills can remove ambiguity and wasted time and cost following outdated and inapplicable processes and standards.

Adopting a simple time benchmark from LEAN practice as a meter of service or product delivery time can really help to achieve faster delivery. Designers can choose a suitable unit of production and calculate the time taken from start to completion of design for each project, group the results into suitable types of product and utilise these as benchmarks for ongoing measurement to demonstrate faster completions heading for the Construction 2025 target.

Constructors can help towards bringing a faster delivery by implementing LEAN construction in their logistics and site operations as well as designing more for the use of offsite construction and prefabricated precision factory-controlled manufacture to cut down time on site, exposure to effects of weather and reduce dependence on skilled site labour. By requiring the supply chain to adopt BIM and train them in the basics if they need it, constructors are able to eliminate time delays. Constructors can also partner with academia in R&D of products and equipment which will facilitate faster design and construction.

CONSTRUCTION 2025 STRATEGY

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OBJECTIVE 03

50% LOWER CARBON EMISSIONS

FIGURE 01

THE DETAILED ASPIRATION A 50% reduction in carbon emissions in the built environment based upon the 1990 baseline set by the Green Construction Board’s Low-Carbon Routemap for the Built Environment.

Clients can help lower Carbon Emissions by demanding more sustainable construction from designers and contractors, sustainability should now be seen as a prerequisite. Clients must review designs that are presented to them and select the ones that address the performance gap, implementing early contractor involvement. Noting the mandatory application of the Government Soft Landings scheme to all central Government projects from 2016 and adopting Soft Landings in the private sector too – providing a three year post-completion period for monitoring and evaluation of design stage performance targets – carbon emissions will ultimately be lowered. It is hugely important for clients to target construction that not only meets Building Regulations standards but also exceeds them. A simple but effective way of reducing carbon emissions is by encouraging designers to specify and support locally sourced produces to reduce carbon mileage.

Designers can play a major part in driving lower emissions by using the potential rising energy costs to better evidence the whole life value of the design with increased emissions reduction measures. Ensuring buildability has been fully accounted in designs can play a vital role in reducing carbon emissions, as well as confirming that ‘standard models’ created in CAD for guidance, including those from publications such as Building Regulations guidance, are not being adopted as Lego™ bricks of failure and performance gap issues - adopt early contractor involvement to get a valuable second opinion. Defects inspections made before handover of buildings must include adequate inspection of the building fabric in order to avoid the performance gap. Buying or hiring thermal imaging equipment and surveying completed buildings for evident thermal leakage is vital to reducing carbon emissions. Designers should avoid over complexity in the designed operational control of buildings so that the ability to run the facility effectively is within the ability of the probable operators, it is also important to be selective in applying renewable energy sources to facilities, while adopting those which are truly appropriate to the buildings operation and its need to pass Building Regulations.

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The data in Figure 1 from the Green Construction Board shows which sectors need the most action to reduce their emissions

WHAT CAN THE INDUSTRY DO TO ACHIEVE THIS?

CONSTRUCTION 2025 STRATEGY

Constructors can help to target lower emissions by training and inform site managers and supervisors, including sub-contractors, of the effects and consequences on building performance of poor workmanship and quality. Site managers, supervisors and trade/craft operatives must be fully trained on the effects and consequences on building performance of poor workmanship and quality so that the performance gap is eradicated. These teams must also be trained on the necessity for adequate and complete testing and commissioning of building engineering services, the time likely to be required by different systems/ installations, appropriate codes/standards and must possess an awareness that these have to be undertaken in appropriate sequences with other trades and stages of building completeness.

The industry must bring trades, crafts and site supervision up to modern requirements of construction quality. Designers and constructors can own the building for a proving period once it is in use and not just until handover stage.

OBJECTIVE 04

50% REDUCTION IN THE TRADE GAP

THE DETAILED ASPIRATION A 50% reduction in the trade gap between total exports and imports in construction products and materials by 2025, compared with the 2013 levels contained in the ONS Monthly Statistics for Building Materials and Components (based on imports & exports).

WHAT CAN THE INDUSTRY DO TO ACHIEVE THIS? Manufacturers, by forming partnerships with academia, can invest in the research and development of product and equipment innovation to compete with foreign suppliers. By developing ground-breaking products, UK manufacturers can penetrate overseas markets to maximise export potential. Through making products more accessible to overseas markets by creating COBie data – so they are BIM compatible – manufacturers can enhance the ease of use which in turn will increase sales potential.

To assist with the export of UK-manufactured goods, it is recommended that partnerships are established with the UKTI and the local Chamber of Commerce to engage professional support to reach and engage with target export countries. Finally, manufacturers must make the most of R&D Tax Credits which can help reduce the costs of product and equipment innovation.

But the focus is not purely on increasing exports, imports to have to be reduced and by operating smartly, implementing stringent systems and best practise policies, manufacturers can reduce waste and reduce the reliance on imported materials.

Materials & Products Suppliers can help to reduce the trade gap by recycling more materials which are already in the UK and also looking for alternative UK sources.

Clients are able to include preferences in the project brief for procurement strategies which favour the 2025 vision and ask for method statements on how this will be supported by design and construction suppliers – for example they can state an aim of 50:50 balance on imported to UK goods and products used in construction – therefore helping to reduce the trade gap.

Clients are also able to decrease the trade gap by being prepared to accept a premium for UK goods to prime the changes required as well as acknowledging the benefit of local sourcing compared to imports when undertaking whole life cycle assessment.

Procure on value not price is vital to the reduction of the trade gap, so that suppliers are confident of reasonable assessment of their proposals. Through the encouragement of early contractor involvement and inclusive of specialists and suppliers, clients are able to draw on UK products and expertise.

Designers are able to play a huge role in reducing the trade gap by designing to enable materials and components to be used in construction that can be sourced in the UK without import. Working with manufacturers to explain the designer’s needs and collaborating on UK-manufactured solutions, including R&D and innovation in

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conjunction with academia – all help towards reducing the trade gap. By increasing the volume of offsite fabrication in designs so that waste is minimised, particularly if the materials are imported, designers are able to help close in on the trade gap. Designers are also able to close the trade gap by avoiding the use of specifications which are based upon single source imported solutions and ensuring that the value engineering rationale for specifying a unique imported solution is sound. Giving consideration to the amount of additional embodied carbon that arises from import as well as acknowledging the benefit of local sourcing compared to imports when undertaking whole-life assessment is something that designers must also consider in their role of decreasing the trade gap. By designing holistically designers are able to embrace the challenges of innovation versus convention and regulations.

Constructors should firstly propose UK equivalents to designer-specified imported solutions as well as seeking alternative UK products to replace imported solutions in order to reduce imported items and address carbon footprint. It is also vital to consciously increase recycling and reuse of materials already in the UK. The industry should start this now while aiming for a 5% reduction in imports year-on-year in order to get to the target earlier than 2025.

CONSTRUCTION 2025 STRATEGY

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EXHIBITORS & PARTNERS Birmingham Post Birmingham Post provides users with news, investigations and interviews, credible business information, the latest on executive property, career opportunities and reviews on the region’s culture.

www.birminghampost.co.uk Border Archaeology We have nearly two decades’ experience in resolving archaeological and heritage issues within Planning and Construction. We work across the UK and have established long-term relationships with clients.

Our regional offices are situated in Bristol, Leeds, Leominster, London, Milton Keynes, Newport and Winchester. ISO 9001, ISO 14001 and OHSAS 18001 registered.

www.borderarchaeology.com The Chartered Institute of Building We are the world’s largest and most influential professional body for construction management and leadership. We have a Royal Charter to promote the science and practice of building and construction for the benefit of society, and we’ve been doing that since 1834. Our members work worldwide in the development, conservation and improvement of the built environment.

www.ciob.org Clugston Construction The Group has expanded to become a well established organisation with a leading reputation in construction, civil engineering, logistics, property development and facilities management. The company employs over 500 people with operations stretching across the UK.

www.clugston.co.uk Elliott From temporary site offices to decant facilities during building refurbishment or awaiting completion of a new build Elliott can provide a wide range of solutions. Options are available to either hire or buy. For a permanent solution Elliott off-site building systems use modern methods of construction and can provide innovative buildings in less than half the construction programme of traditional build.

www.elliottuk.com ERS

ENERGY RATING SERVICES

ERS was established in 2006 in Oxford, to deliver the ever-increasing demand for energy efficiency and sustainability in buildings. ERS provides energy, environmental assessment and Building Regulation Part L compliance services for commercial and residential buildings. We bring simplicity to the complexities of energy efficiency, compliance and sustainability with a flexible, personal approach.

www.energyratingservices.co.uk Faithful & Gould Faithful+Gould is an integrated project and programme management consultancy, supporting clients with the management of their construction projects and programmes. It is part of Atkins – a design, engineering and project management consultancy.

www.fgould.com J Tomlinson J Tomlinson is an established, privately owned company with a substantial heritage and wealth of experience in delivering integrated building solutions tailored to both public and private sector clients.

Services includes the provision of Construction, Refurbishment, Repairs and Maintenance, Mechanical and Electrical engineering (M&E), Energy Efficiency and Renewables, and Facilities Management.

www.jtomlinson.co.uk/home

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EXHIBITORS & PARTNERS Keepmoat Keepmoat is a national market leader in sustainable community regeneration, housing, and planned and responsive repairs to the UK housing industry. We have a strong and extensive track record in social housing solutions and the financial stability and capability to deliver on a national scale.

www.keepmoat.com Lucideon Extensive and diverse knowledge of raw materials, building products, components, systems and structures, and provides laboratory and on-site testing and consultancy to clients in the construction industry – raw material producers, manufacturers of construction/building products, civil and structural engineers, designers, contractors, consultants, building managers, architects and end-users.

www.lucideon.com McDermotts Building & Civil Engineering A groundworks and civil engineering company based in Birmingham, West Midlands, supporting some of the country’s largest construction companies. Established in 1994, we have built upon our foundation of knowledge and experience and our activities have diversified to include a variety of the most essential complementary services.

www.mcdermotts.co.uk M-EC Consulting Development Engineers M-EC provides core services of civil & structural engineering, transportation, flood risk & drainage, noise & air quality, geo-environmental, utilities and geomatics to its 300 strong client base. The consultancy operates a successful apprenticeship scheme and has an award-winning programme supporting the Reserve Forces.

www.m-ec.co.uk Moore Stephens Moore Stephens was founded in London in 1907. Today, the UK network has over 1,200 partners and staff. The Moore Stephens International network is now one of the leading international accounting and consulting networks outside the Big 4, comprising 626 offices of member and correspondent firms in 103 countries worldwide, involving over 25,000 partners, principals and staff.

www.moorestephens.co.uk NFB Business & Skills The foundations of any successful business start with the principles of innovation and evolution; those who are able to adapt to change are more likely to survive. NFB Business & Skills is committed to providing a diverse and comprehensive range of training programmes, tailored to meet the individual needs of our members, so that they can compete in the ever changing construction industry.

www.builders.org.uk/nfb11/home.eb PSR Solutions As one of the leading names in construction industry recruitment in the UK, here at PSR Solutions we dedicate ourselves to providing you with a diverse range of fantastic career opportunities, utilising our well-established presence and reputation within the industry. We have cultivated strong relationships with numerous regional and multi-national firms which allows us to provide you with a steady stream of career paths.

www.psrsolutions.co.uk Ruukki As of 29 July 2014 Ruukki is part of SSAB. Together, the two create a Nordic and US-based steel company, which is a leading producer on the global market for Advanced High Strength Steels (AHSS) and Quenched & Tempered steels (Q&T), standard strip, plate and tubular products as well as construction solutions.

www.ruukki.co.uk

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EXHIBITOR PROFILES

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EXHIBITORS & PARTNERS Salus Salus Approved Inspectors are delighted to be involved as Silver Partners of the Midlands Construction Summit and look forward to a long and successful partnership. We at Salus Approved Inspectors, an alternative to Local Authority Building Control, help developers and designers to overcome the multiple obstacles presented in regards to industry legislation and building regulations in the construction market.

www.salusai.co.uk Sandwell Metropolitan Borough Council Sandwell is a large, multicultural metropolitan borough situated in the heart of the Black Country.

Sandwell MBC is home to a significant regeneration programme.

www.sandwell.gov.uk Scape Group Scape is a public sector owned built environment specialist that offers a full suite of national frameworks and innovative design solutions. Through a rigorous selection process, Scape Group brings together the strongest delivery teams in order to enable the development of performance managed and rapidly deployed procurement solutions.

www.scapegroup.co.uk Speller Metcalfe A main contractor working across the public and private sectors, named as Contractor of the Year at the 2015 Construction News awards. With an annual turnover of £115 million and employing over 200 staff and trade operatives, we deliver innovative, industry-leading schemes across the Midlands, South West and London.

www.spellermetcalfe.com The Business Desk Insightful, thought-provoking and always relevant, TheBusinessDesk.com is the only website dedicated to West Midlands business news. We offer: The news you want when you want it (to your PC, PDA, Iphone, IPad and BlackBerry) | Authoritative articles on issues relevant to the region | Interviews with key figures in the West Midlands business community | Online exclusives | Searchable archive | & more...

www.thebusinessdesk.com VolkerLaser The UK’s leading multi-functional contractor. Our wide breadth of services include undertaking waterproofing, strengthening and repair to concrete, steel and brickwork structures; specialist works on bridges, motorways, and other infrastructure; as well as delivering energy efficient solutions in the form of external, cavity and loft insulation to social and private housing.

www.volkerlaser.co.uk

JOIN THE BUILT ENVIRONMENT HUB TODAY! THE HUB WORKS TO SUPPORT AND ADVANCE THE CONSTRUCTION SECTOR THROUGH COLLABORATION, KNOWLEDGE SHARING, NETWORKING AND BY ENGAGING WITH GOVERNMENT AND MAJOR PUBLIC SECTOR BODIES TO INFLUENCE POLICY AND INDUSTRY INITIATIVES, TO ULTIMATELY SAFEGUARD THE INTERESTS OF OUR MEMBERS AND HELP BUILD THEIR BUSINESSES. Join here: http://www.builtenvironmenthub.org/members/join-today Or contact Hannah Jones: hannah.jones@builtenvironmenthub.org

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ÂŁ6million

Last year we carried out around

invested to deliver environmental home improvements across Birmingham

255,000

repairs across 102,000 properties across the UK

We have improved over

23,000

homes in the West Midlands over the last five years

We have delivered over

300 units

of Extra Care housing across the West Midlands

In 2014 our staff in the West Midlands raised over

ÂŁ7,000

to support local causes

Keepmoat is working across Birmingham and the West Midlands to create great places to live, work and play. Whether we are building new homes, repairing or improving existing ones, we know that our work goes beyond bricks and mortar; it is about building thriving sustainable communities. To find out what we can do for you, call 01675 461 661 or visit www.keepmoat.com

ERS leading specialists in Domestic & Non-Domestic Part L Regulations, BIM, Thermal Modelling, BREEAM, Air & Sound Testing