keeping good company · 2/3/2020 · and engineer stacey clifford, while paul ebbs iciob, a...

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Keeping good companyThe directors combining traditional values and commercial savvy at Chartered Building Companies

FOR MEMBERS OF THE CIOBFOR MEMBERS OF THE CIOB

CONSTRUCTION MANAGER | FEBRUARY 2014 | 3

News and views04 It’s all fun and games here...

Construction fi rms contact Bureau of Silly Ideas to liven up their sites and engage with the public.

06 Members in line for awards Young CIOB members on shortlist for Young Achievers awards.

08 Leader The Bureau of Silly Ideas is talking

good sense. 09 Feedback Letters; and readers tell us what

“silly idea” they’d bring to their site.

Features10-14 Cover Story Meet the members Three heads of Chartered Building

Companies discuss the skills and track records that mean they’re continuing to thrive.

18 BIM: the journey continues CM’s survey of the industry reveals

a wide disparity of preparedness for Level 2 BIM.

30 Southmead sees the light Carillion and roofi ng contract Prater

faced a tough challenge in delivering a 280m atrium for Southmead hospital in Bristol.

36 CPD: Contract for Complex ProjectsAn look at the CIOB’s new contract for large projects and what it offers over other construction contracts.

58 Project of the monthThe Sam Wanamaker Playhouse at the Globe Theatre in London opens its doors.

Construction professional24 Let me hear your body talk Are your actions speaking louder

than your words? CM takes a look at the world of body language.

24 BIM bytesHow subcontractors can view it as an opportunity rather than a risk.

25 Case notes Peter Stockill examines the issue

of collateral contracts.26 Equal pay is everyone’s issue Feeling undervalued? Here’s some

tips on getting a better deal.28 Getting a measure of safety culture How an analytical approach can

improve safety campaigns.

+ Contact43-54Partnership offers complete skillssolution for Welsh construction

CM’s CPD Zone has generated huge interest from CIOB members as the most popular destination on our website. Check it out at construction-manager.co.uk

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A call for the industry to rediscover its sense of fun and connect with the public on a more imaginative level has already prompted several major contractors to contact the Bureau of Silly Ideas (BOSI), the London-based arts organisation that put forward the idea.

BOSI founder Roger Hartley explained his thinking in an online article on Construction Manager’s website last month, after presenting his ideas at a TEDx event in December. He told CM he now has several appointments to discuss potential ideas with contractors.

In the article, Hartley said: “For an industry that is dedicated towards creating place and community, it’s frustrating that one of the fi rst things construction seems to do is alienate them through noise and disruption or by blocking people out with site hoardings. But by subtly twisting something that is normally conceived to be an inconvenience or an ignored part of everyday life on the street, you can in fact create a lot of engagement with people, encouraging them to talk and laugh with each other and projecting a positive message.”

Christine Williams, bid manager for Farrans Construction, told CM that she thought BOSI’s ideas were “absolutely brilliant”. “I’ve sent a link to the article to all our project managers to say this campaign’s gaining momentum. We’re building several schools at the moment, and while you don’t want to make sites somewhere

that you want to get in to, to make them more interesting as you go past would be brilliant.

“I laughed so much at the idea of fairies [in cement mixers] talking to you, it tickled me no end. When I was a child I totally thought there were fairies at the bottom of my garden.”

Hartley’s talk pointed out that the public often experience mild-to-moderate inconvenience during construction works and are expected

to embrace the fi nished building — but the construction phase is a lost opportunity to charm, engage and put a smile on people’s faces. “It could be simple things that don’t disrupt the work of the site, like at night you lay the wheelbarrows down to look like a dinosaur,” he said.

Contractors often do implement “public engagement strategies” on public buildings, typically involving decorated hoardings, site visits and a project website. But Hartley urged the industry to go beyond the conventional approach, and draw in specialist consultants — aka artists.

“It’s often done as a throw-away, or the fi rst thing you think of. But if you can work with someone in the arts who specialises in changing perceptions, and has different thought processes… a phone call to people who think differently could be benefi cial.”

Organisations he says could help the industry fi nd its creative side include the National Association of Street Artists, which represents buskers and street performers; Xtrax, which runs an online catalogues of arts companies; and the Independent Street Artists Network.

Hartley has been involved with construction-related projects for many years, but is currently revitalising his efforts, even attending “meet the buyer” events to get a feel for how the industry works. “There are lots of issues about the number of contractors and subcontractors on a site, who takes responsibility and people being

Construction: it can be fun and gamesConstruction fi rms contact the Bureau of Silly Ideas to change perceptions of building sites

4 | FEBRUARY 2014 | CONSTRUCTION MANAGER

News

“If you can work with someone in the arts who specialises in changing perceptions… a phone call could be benefi cial.”Roger Hartley, BOSI

The Bureau of Silly Ideas encourages construction fi rms to engage the public with street performers and artists


News

Members sign up for new titleAround 4,500 people — or 25% of eligible members — have already registered their interest in adopting the new CIOB designation of Chartered Construction Manager.

The title is to be offered as an alternative to Chartered Builder, following approval by the Privy Council in October. However, contrary to fi rst reports, members will have to choose between the two titles, and will not be permitted to use both.

Bridget Bartlett (pictured right), the CIOB’s deputy chief executive, said the Institute was delighted by the response to its initial campaign, which would be followed by more publicity. “It’s not surprising, but it is reaffi rming that a lot of people are positive about it. As word gets out and people start using it on business cards, numbers will continue to swell.”

Bartlett added: “I also think it will be signifi cant in motivating some ICIOB members to upgrade, now that there’s the opportunity to do the Professional Review and become a Chartered Construction Manager. I recently talked to a very senior manager at a major contractor who was ICIOB, and he said he’d

just put in his PR application.” The CIOB is inviting members

to register so that it will be able to address future initiatives, services and events to the new member group. Registration is free, but a certifi cate confi rming the new designation will be available at a cost of £25. Further information on registering will be posted to members in March alongside ballot papers for the forthcoming Trustee elections.

The CIOB has also found that the new option was being

warmly welcomed in universities running CIOB-accredited degree courses. Bartlett said: “The programme leaders [at the universities] are saying there’s an excited response from students, who can see the connection between a construction management degree and in the future becoming a chartered construction manager.

“At the moment, they spend three to four years on a construction management degree and then have the option of joining the Chartered Institute of Building — this makes a better linkage between the degree and the accreditation.”

brave enough to take a gamble.”His work in the sector started when

his staging of Don Quixote used a radio-controlled wheelie bin. “It was really interesting seeing people’s reaction to a thing they’d ignored every day,” he says. He then approached the Arts Council for funding, arguing: “What’s the difference between a circus and a construction site — they both arrive in a place where there was nothing before, wear bright clothes and do fantastic things. But we enjoy one lot, and complain about the other.”

That led to a number of street-art events where circus performers took on construction roles. However, rather than festivals and “one-hit wonders”, he is now interested in longer-term projects.

Phillip Hall MCIOB told CM that he remembered when a site worker with a talent for singing often used to entertain the public. In response, Hartley suggested that “major companies like Mace, Balfour Beatty or Skanska probably have people within the business that like singing, or other kinds of performing, so they can look to their own internal resources to do something different on site”.

But he warned against an outbreak of self-consciously witty signage on site hoardings. “Nowadays people don’t enjoy the slogans on the back of Innocent drinks as much as they did. They don’t think, ‘here’s a bit of witty banter’, they think ‘here’s a marketing exercise’.”■ Vox pop, p9P

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Gee whizz what a building!

55 Gee Street, an offi ce and apartment building in central London built by Morgan Sindall, was named Best Commercial Building at the Brick Development Association’s annual Brick Awards.

The eight-storey 2,500 sq m building was a D&B project for client Durley Investment Corporation, with specialist contractor Precision Brickwork. Bricks were supplied by Wienerberger.

The project incorporates features including solar panels, low energy lifts and energy-effi cient ventilation.

The building also has an experimental displacement ventilation system. As part of this, the internal structure has wall panels which open and allow ventilation through the bricks without the openings being visible on the outside, allowing people to feel the outside air.

Award nominees: (clockwise from top left) United House's Helena Cole MCIOB; Balfour Beatty's Harriet Bower; Vicky Turner ICIOB, also from United House; Vinci's Marina Ryan; and Matt Burley ICIOB

Members in line for awardsEight make shortlist for Duke of Gloucester Young Achievers Scheme

CIOB members have been shortlisted in four out of fi ve categories of the prestigious Duke of Gloucester Young Achievers Scheme, now in its third year.

In total eight members have made the shortlist in the Design, Project Management, Surveying, and Construction Delivery categories, the latter being a new category added this year. The fi fth category in the scheme is engineering.

The Young Achievers Scheme, which is organised by the Construction Youth Trust charity, celebrates the achievements of young professionals across the industry under the age of 30. The judges look for young people who have achieved excellence in their careers so far, and have also had to overcome challenges or social disadvantage to get to where they are.

Last year, the overall winner was Kier employee and engineer Stacey Clifford, while Paul Ebbs ICIOB, a 23-year-old site manager from Southampton, won the Project Management category.

The winners will receive cash prizes and a personal development opportunity through the Trust with a one-year mentoring programme. The winners will be announced at a ceremony at the Globe in London on 20 March.

Nominated in the Site Manager category is Victoria Turner ICIOB, a 26-year-old site manager with United House in London, who joined as trainee in 2008 and became the fi rm’s youngest site manager at 24. Turner is a member of the Novus Committee and achieved fi rst class Honours for her BSc in Construction Management.

In the Design category, there are three young professionals affi liated with the CIOB. The fi rst is

Yorkshire-based Marina Ryan, an assistant design engineer at Taylor Woodrow Engineering, part of the Civils Division of Vinci. Ryan is currently working on phase two of the Nottingham Express Tram Project.

The second Design nominee is Matt Burley ICIOB, a design manager with Kier Construction in London who was the CIOB's Graduate of the Year in 2013. Burley is currently looking to spread knowledge of BIM modelling to the industry while pursuing full MCIOB certifi cation.

Also shortlisted is Helena Cole MCIOB, a Romford-based design manager at United House working on pre-construction residential projects for housing associations. She was formerly a design co-ordinator/manager at Laing O'Rourke.

In the Project Management category, three more members are shortlisted. Harriet Bower is a Cheshire-based assistant bid manager with Balfour Beatty Construction Services, who works for the major projects team providing bid management services.

Nick Bryant is a London-based project manager with Mace who is currently working on the £100m 3 Merchant Square residential scheme.

From Milton Keynes, Philip Davies is an environmental (site) manager with Vinci Construction who, as part of ongoing studies at Loughborough University, is investigating opportunities and challenges for increasing the embodied energy effi ciency in the UK non-domestic sector.

The fi nalist in the Surveying category is Mohammed Usman Shah, a graduate performance improvement manager with Costain based in Nottingham who is working on the highways improvement team.


CIOB News Chris BlytheWe're showing the way on welfare

I was reminded today of the joke about an American lost somewhere in Ireland stopping a local and asking for directions to Dublin.

"Well" said the local thoughtfully, "I would not start from here!"

It is true in most walks of life that our journey to where we want to go never starts from the ideal place. How many of us have had career paths more akin to crazy paving than some simple linear progression? It inevitably involves grinding it out somewhere and putting in some hard time to get back on track. But when it comes to doing your best for your family, it has to be done.

So it is in any major organisational change project. Sometimes the task seems so big or so diffi cult that the easy response is to say why bother, leave it to someone else.

A lot of the gains made in the industry since the late 1990s would not have happened if people had said that and left it to someone else. The reduction in death rates has been signifi cant, as has been the focus on worker welfare.

I write this travelling back from Qatar, having attended a round table discussion on the working conditions of migrant workers. The overriding message that kept being repeated was that a policy of employment that did not have respect for people at the heart of it was bad for business, never mind the moral aspects.

It will take some doing, especially in a country where compliance with the law is patchy at best and where the law, when complied with, is often used to protect vested interests.

It goes back to that joke at the start — they are not starting from the ideal position, but you have to start from somewhere. What is interesting, though, is the understanding coming from some of the major clients in that they see what happens on their projects as refl ecting on them as an organisation no matter how far down the chain it happens. The new framework for mandatory standards as relating to migrant workers developed by the Qatar Foundation is a good example of what's starting to happen.

For UK companies the challenges in this area are similar to those posed by the Bribery Act: get it wrong and the reputational damage could be severe. But having been through this ourselves we do have a lot to offer in this respect.

But the stand out moment for me was seeing conscientious construction managers working collaboratively and driving the agenda for change and prepared for the hard graft.

Chris Blythe

American lost somewhere

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Views


“Silly” can complement a sensible industry

EVEN IF WE DON’T always like to think about it, the construction industry does cause the general public considerable low-level stress. Next to CM’s offi ces, an ongoing offi ce development funneled pedestrians down a too-narrow walkway for months on end, planting the question “why couldn’t they have made it 50 cm wider” in thousands of heads hundreds of times. If you’re faced with that persistent annoyance, it’s easy to think “not again” next time you see a tower crane go up.

And while public-facing projects often take their responsibility to engage with the public seriously, their efforts can come over as trite and tick-boxy. A friend whose house is currently being overshadowed by a new social housing block three storeys higher than the one it replaced was less than thrilled by an appeasing invitation to a face-painting day at a distant community centre. It’s hard to please everyone, but it’s also too easy to reach for an off-the-shelf solution.

Or there is the current trend for hoardings that tell passers-by about the number of jobs a project has created, or tonnes of carbon saved. It’s better than nothing, but it can also look like a facet of a marketing campaign.

But construction genuinely does want to foster positive feelings about what it does. It’s not just about fulfi lling planning requirements, or a higher score on the Considerate Constructors Scheme, or nice pics on the website (although, let’s face it,

these issues do play a part). It’s because the vast majority of the industry is motivated by creating a built environment that makes life better for everyone, whether they own, rent, work in, visit or just look at the buildings created or renovated. Construction is a positive activity, and we’d like the rest of the world to feel positive about it too.

Plus, there’s the industry’s need to attract skills into the sector, a mission we often discuss in terms of “breaking down barriers”. But what if those barriers were lower because construction sites in local communities had lodged themselves in the public consciousness as places of interest, innovation, achievement, and faith in the future? That made you smile as you went past, (even if semi-reluctantly) and made a positive contribution to local life, even while construction was in progress?

That’s why the Bureau of Silly Ideas, a lottery-funded arts company, is talking sense about construction. Engagement efforts, even if genuinely meant, are often based on concepts of “value” that are of less consequence to the general public getting on with their daily lives than the industry itself. But if we take a different perspective on construction – by inviting artists, performers and the creative sector to offer their takes on our industry - then we might just be able change a few perceptions as well. Elaine Knutt, editor

Feedback

Let’s embrace BIM before defeatism destroys itFred Mills, director, The B1MIt is disappointing to see the current inertia around BIM as highlighted in last month’s editorial “BIM, the backlash and predictions for 2014”. One sentence in particular sums it up well: “Just two years before the public sector BIM mandate, some are questioning whether it actually will usher in new effi ciencies and an outbreak of industry harmony, or whether it will just boil down to a few more contractual clauses to argue over.”

These defeatist attitudes in the face of challenge irritate me. Of course BIM will just boil down to more ineffi ciency and litigation… if we let it. Bolting it on to “business-as-usual” in a half-hearted fashion will only ever deliver half-hearted results, breeding more inertia. Why don’t we stop making excuses and focus instead on making progress? Grasp this opportunity with both hands!

It is little wonder we fi nd ourselves in this trough of disillusionment after last year’s peak of infl ated expectations. The Government Construction Strategy aspires to things that the industry has long strived for. Their highlighting of BIM as a means of overcoming old challenges and moving focus onto delivering built assets was inspired, but has also sown confusion.

The BIM acronym has taken over and become something of a monster, often used but rarely explained, a label for “the unknown” and “the different” — things people are instinctively wary of.

Worryingly, the 2016 date can even throw people as demonstrated by one chap who recently remarked to me: “Don’t worry about BIM, it doesn’t start until 2016.” The most I can muster in return to such comments these days is a perfunctory roll of the eyes.

Boiled down, BIM is a simple process that will improve how we deliver and operate our built environment. It can make us all leaner, more competitive and more profi table. We need to repair the damage those three letters have caused and re-connect people with the original vision.BIM: the journey continues, p18

More Construction Manager online and on Twitter Our weekly newsletters give you breaking news, and online-only content, including more coverage of the CM Level 2 BIM Readiness Survey, plus fresh perspectives on the week’s news. Sign up at www.construction-manager.co.uk. For news from CM and other sources as it happens, join our 3,000+ Twitter followers @CMnewsandviews.


Vox popThe Bureau of Silly Ideas wants sites to make the public smile more. Can “silliness” help improve the industry’s image?

Approved inspector not the only way round Part L 2013Richard Cymler MCIOB MBEngI have just read your CPD article “Zero carbon balancing act” (CM, January 2014), which I found very informative and generally well written.

However, I believe the Transitional Provisions section (box on p36) is misleading in that it advocates using an approved inspector (ie submitting an initial notice) is the way to avoid the more stringent provisions of Part L 2013 for projects starting on site between 6 April

Advertiser on the edge?Grahame Wiggin MCIOB Your advertiser on page 27 of the January issue, (the Institution of Occupational Safety and Health), is most certainly not on top of their game, perhaps the edge? They need reminding about falls from height.

I think this may be a case of a publicity team knowing nothing about what their organisation needs to demonstrate.

2014 and 5 April 2015.In fact submitting a full plans

application or building notice (where appropriate) to a local authority is an equally acceptable and viable way of achieving the same solution.

As a CIOB member I would request that this is clarifi ed to avoid giving the membership the impression that only approved inspectors can offer this option, resulting in Local Authority Building Control being placed at a potential commercial disadvantage.

“I remember working on a site opposite a nursing home and one chap used to sing Elvis Presley songs every lunchtime and all the residents would come out to listen and applaud.”Phillip Hall, Hall Construction

Contact usDo you have an opinion on any of this month’s articles? Email:[email protected]

Fluorescent lights around building equipment was a light work at Durham Lumiere Festival of Light in 2013

competitions in local schools where children were challenged to come up with their own designs for site hoardings and the winning entries were used.

Projecting a fun public image is a great way for a fi rm to differentiate itself and attract new talent. It’s also great for the industry’s image and to encourage youngsters to want to join us.

Phillip Hall MCIOB Managing director, Hall ConstructionIt’s sad to say, but the fun went out of building sites around 20 or 30 years ago. It used to be a regular occurrence to have workers who would sing, dance, or play guitar for the entertainment of passers by.

I remember working on a site opposite a nursing home and one chap used to sing Elvis Presley songs every lunchtime and all the residents would come out onto their balconies to listen and applaud him.

The problem today is people take their jobs too seriously, the focus on health & safety is too stringent and there’s not enough interaction with the public.

Gerard Graham ICIOBProcurement manager, Wilson Group and chair of Novus committee, CIOB Northern CentreWe’re currently refurbishing a leisure centre and I’m trying to think how we can do something fun for the local children who are likely to visit when it’s fi nished. Construction talks a lot about community engagement, but general engagement with the public is also important and largely ignored at the moment.

The attitude seems to be to segregate sites from passers by and most construction managers are all too happy to comply.

Rob Hooker MCIOBDirector, Greendale ConstructionEven minor efforts to make the pubic smile can make a big difference. As part of our restoration works at the grade II listed Durlston Castle in Swanage, Dorset, we had to install ply protection around a 3m-diameter sundial positioned on the main facade. With the nose-shaped dial it started to look a bit like a face, so our team cut out two eyes and a mouth and created a smiley face. The main coastal path runs past this part of the castle and members of the public frequently commented on the face and some said how refreshing it was to see a contractor that had a sense of humour.

Hoardings are another opportunity to have some fun: on a historical site you could get a local artist to paint a cartoon historical timeline of events there, or create caricatures of historical fi gures.

Lucynda Jensen MCIOBProject manager, Morgan SindallProjects need to break down barriers with the public and try to be seen as more open and welcoming. I recently heard of a project where the site opened its doors on certain weekends to allow members of the public to look at the ongoing work and meet and talk with members of the construction team.

These types of project work really well as they engage the public, let them see what’s going on behind the hoarding and by following safe, non-PPE routes through the site people feel more comfortable and able to drop by and see what’s going on.

Tony WallManaging director, ISD SolutionsWouldn’t it be a great idea to get the contractor or local authority to sponsor local artists’ work to be projected onto the scaffold screening, or to run a local street artist or graffi ti artist competition on construction site hoardings? Or maybe we could paint all the scaffolding shocking pink and put signs up saying that “we are sorry for the convenience, but hope the pink scaffolding brought a smile to your face!”

Sean BirraneManaging director, LakehouseThe industry defi nitely needs to project a more fun image and show our human side rather than be seen as a nuisance or an eyesore. In Camden we have run

Gerard Graham ICIOB

We’re currently refurbishing a leisure

make the pubic smile can make a big difference. As part of our

Lucynda Jensen MCIOB

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KEEPING GOOD COMPANY

Feature Meet the members

Denise Chevin meets three members and heads of Chartered Building Companies who put high stock on customer service, quality of work and traditional values. Photographs by Mischa Haller.

What is a Chartered Building Company?

Chartered Building Companies are an important part of the CIOB, but rather than an individual it is the organisation that is the member. Membership of Chartered Building Companies and Chartered Building Consultancies enables organisations of any size to demonstrate a commitment to professionalism and best practice.

To become a CBC, firms have to meet certain criteria, including that at least one of their executive directors is a

chartered member of the institute, and approximately three quarters of their board have relevant industry chartered qualifications.

More than 600 organisations have gained chartered status. Each is able to use the official scheme logo to present itself as a properly qualified company, or consultancy, able to demonstrate professionalism and integrity.

For more information visit www.ciob.org/cbc-schemes



KEEPING GOOD COMPANY

Patrick Burke MCIOBDirector, Burmor Construction

Burmor Construction is a testament to the resilience of the traditional family building firm. Like many other SMEs it’s been squeezed out of its usual hunting grounds by local authority frameworks. But thanks to a hefty contract win in the social housing sector, 2013 was still the Peterborough-based general building contractor’s busiest yet.

That’s not to say it’s not been through the mill during recession, says director Patrick Burke MCIOB. “Prices for building work have collapsed, so you’re doing things close to cost with just enough margin to keep things going, leaving no room for error. You find yourself having to work 10 times as hard just to make sure there are no mistakes.

“Then suddenly there are a glut of tenders as there are now — so I’m working weekends and evenings, doing three or four tenders in a month that might normally take three to four weeks each. The competition for work is still so strong.”

Old-fashioned virtues of integrity, respect for people, and a commitment to training are part of Burmor’s DNA, so Burke is proud of the fact that it didn’t lose any of its 40 employees during the recession — and the fact that the company continued taking on apprentices.

“We’ve even managed to give staff a small pay rise, it was us saying we’re committed to survive this recession and it was good for motivation and hopefully it worked. The majority of our staff have worked at the company for over 20 years, our longest serving member been here for 33 years.”

About half of its £5.7m worth of work is building new homes for housing associations, and the rest is a mixture of school and hospital work and some private residential. Plumbing and heating is separated off as a separate company and all electrics, plastering and decorating is subcontracted out. It is also building a very small number of new homes.

Burmor was started in 1978 by Burke’s father Pat and Pat’s brother-in-law (Giovanni “John” Morza, hence Burmor). They were aged 27 and 32 at the time and both had a trades background. His late grandfather Pat was also a co-founder. Burke joined aged 22 after a degree at Keele in history and politics. He trained on

the job as an estimator and went to college for five years for one day a week to a get a degree in quantity surveying. He still does Bills of Quantities by hand — though he sees architects and clients using BIM as driving change that will benefit building firms like Burmor.

The company is now owned by Burke, his father, uncle and cousin. His uncle retired in November and he expects his father to retire in a couple of years.

Burke says he doesn’t want the company to change too much. “We like the way the company is set up and the people we are working with,” he says. “Our goals

are to get environmental and quality management systems in place and get the appropriate accreditation, which might open doors to us in terms of getting on frameworks.”

At one time Burmor won much work for Cambridgeshire County Council, and then Peterborough City Council, both of which have gone down the framework route. He says he wouldn’t be surprised if councils start to rethink these policies, because employing bigger firms ends up costing them more and the cash they spend is not recycled in the local economy.

That said, he is confident there will

“The majority of our staff have worked at the company for over 20 years, our longest serving member been here for 33 years.” Patrick Burke

>



always be a place for local building firms that can offer a personal service and at lower cost than the nationals.

So will there be a next generation coming into Burmor? “After you’ve worked all hours during the recession, it feels difficult to say it’s something I’d definitely want for my daughter, but hopefully it might get a bit easier now. Having a father in the industry certainly didn’t put me off, it’s a fascinating job.”

Rob Hooker MCIOBCo-founder, Greendale Construction

Greendale Construction is one of those companies that can be confidently described as punching above its weight. The Poole-based Chartered Building Company combines the hallmarks of a traditional regional contractor, yet it’s perfectly on trend with where the industry is heading. Greendale is building its first Passivhaus scheme, has embraced offsite manufacturing techniques, lapped up social media and for 2014 has BIM in its sights.

Its portfolio of work mirrors its eclectic mix of expertise — from renovating historic castles, schools and car show rooms, to delivering the sort of minimalist homes that find their way on to Grand

Designs. It’s not surprising, perhaps, that director and co-founder Chris Kane MCIOB was drafted on to a strategic panel which fed into the 2025 Industrial Strategy for Construction.

“Yes we were delighted to be involved with that,” says director and co-founder Rob Hooker. “All that has to happen is for some of those aspirations to be delivered. We’d particularly like to see more support for SMEs and more investment in training across the board in our industry.”

Greendale was set up by Hooker and Kane in 1990 when the market could not have been tougher. Both have a background working for large contractors, and met when they were both working for

Burmor’s traditional craftsmen and joiners were used on this house for a private client

Patrick Burke Q&A

What do you get from being a Chartered Building Company?It’s a great mark for consumers to realise that we’re not a fly-by-night operator. I think it counts for a lot. They might not understand precisely what it means but they can get the gist of it. We wouldn’t promote the fact we are a CBC on our hard hats and hi-vis jackets if we didn’t think it was a benefit.

What bit of business advice would you offer?Building’s a complicated business and sometimes clients change things which might make the job run late, but not realise why. At these sort of times picking up the phone and having a cup of coffee goes a long way.

What would you like to see government change?I’d like to see debate on frameworks. Are they the right way to go? And do they benefit the local economy?

Where would you like Burmor to be in five years?I’d like to see us grow to around £7m, and see more young trainees coming into the office — and to have more accreditations.

>

Rob Hooker Q&A

What do you get from being a Chartered Building Company?It’s not something we get asked about that often, but I’m convinced it adds to our overall standing in the industry to know we’re a professionally run company. The professional accreditation aligns with our core values and therefore promotes us in the way we wish to be portrayed.

What bit of business advice would you offer?You must have a clear vision of where it is you want to go. Make sure you do your research and SWOT analysis and back this up with strong, passionate leadership to allow the staff to blossom. I think the secret of our success is that we have stuck to many aspirations of our 1990 business plan which was all about customer care, snag-free buildings and delivering value for money. We have, of course, reviewed our business plan on a five-year basis and embedded this throughout the company .

What would you like government to change?Planning laws are too restrictive. Obviously you don’t want the school playing fields or greenbelt land to be built on, but there has to be a balance and I think we need a more common sense approach to allow projects to be brought forward more quickly.

I’d like to see banks finally backing SMEs — and also we’ve got to look again at employment law. I can understand why companies prefer to go down subcontracting route — employment laws can make it onerous to take people on.

Where would you like Greendale to be in five years?We have a business plan for the next five years and we are targeting a 50% increase in turnover with profit margins being maintained at 5%. The new directorships to the board will help drive the plan forward. We remain committed to our core values: giving our customers highest quality work, best value and completion on time.



Southampton-based Horton Construction. Hooker was a contracts manager and Kane a site manager. They still share the ownership 50:50 but have recently drafted two other directors to the board, one being an FCIOB. 80% of the company’s work is within 50 miles of the office, though Greendale is hoping to expand along the M3 corridor and eastwards and is planning a new office in Winchester to help grow turnover to £15m by 2015.

“From the outset we wanted a strong accent on delivering high-quality buildings with a professional service delivering good value to customers,” says Hooker.

“We’ve grown organically to reach a turnover of 10 million and now employ 50 staff including trades people, site managers and surveyors. Our ethos is still

to have a directly employed workforce to deliver our projects. Building is noisy and inconvenient, and everyone wants it to end. So as a process it has to be done carefully and we pride ourselves on that. We plan our work so as to create the least disruption — out of hours say, or manufacturing offsite.”

Hooker says they can find themselves stuck in the middle between “the man and a van builder” and the big national contractors, the plight of many SMEs. But he says: “I think the reason we’ve done so well is that we’re strong on marketing — social media, face to face and we have a great portfolio of referral work.”

During the past five years Greendale has been slightly cushioned from the full brunt of the recession by the continued buoyancy of the local market. “There has not been the downturn in this part of the world, it’s still a growth area and a number of large businesses have moved to the Bournemouth area, which has helped us as builders.”

Workload is split 65% commercial and public sector with the rest coming from private residential, including homes on the mega-wealthy enclave of Sandbanks.

Greendale is careful, though, to limit the volume of domestic work — the emotional attachment from clients can make these projects risky ventures. “It certainly takes a special type of manager to do these jobs and a big resource of the company,” admits Hooker.

Hooker is moderately optimistic about the year ahead: “There are definitely more enquiries coming though. We are looking forward to tender margins improving, but these will not rise by more than 1%.

“A lot of good people are pricing jobs. People who can afford to build are still getting a really good deal.”

“I think the reason we’ve done so well is that we’re strong on marketing — social media, face to face and we have a great portfolio of referral work.” Rob Hooker

Greendale built this rooftop pavilion for an art deco building in Sandbanks

>

Liam Dower Q&A

What do you get from being a Chartered Building Company?It has been difficult not having a large track record of work. Understandably, architects and homeowners want to see your portfolio and assess whether you have the ability to deliver. And that’s why being an MCIOB and CBC helps.

What bit of business advice would you offer?You can’t manage what you don’t measure. So if you’re bidding for work and don’t get it you have to ask why so you can try to better yourself.

You also need to maintain persistence through the ups and downs and focus on business growth. You also need to grow a thick skin so when you do get knockbacks you don’t take it to heart.

What would you like to see government change?I would like to see a reduction in the regulatory administrative burden and costs to small business. For example, the administration costs associated with employing staff such as holidays, sickness, paternity and maternity arrangements and the recent changes to workplace pensions placing further demands on employers. My mother has recently had to close her retail business due in part to increasing regulation, rates and increased costs associated with VAT.

Where would you like Basestore to be in five years?My aim is to have grown turnover in excess of £1m. Also, my passion is to develop property and after the completion of a number of small projects in a contracting capacity this is something I am keen to progress.



Liam Dower MCIOBFounder, Basestore

One of the newer recruits to the Chartered Building Company scheme is Basestore, a specialist firm set up by aspiring young entrepreneur Liam Dower MCIOB.

The 28-year-old Dower saw a gap in the market for a high-quality construction company to service the growing demand for basement design and construction, a technically challenging field where having a CBC badge would offer reassurance to homeowners. So in August 2011 he left Laing O’Rourke with a few years’ experience under his belt and his chartered qualification to launch Basestore. It was officially registered as a CBC in February 2012.

Basements are high risk and involve specialist temporary works engineering and therefore need to be managed correctly and in sequence with the basement build. Health and safety breaches in basement construction work have certainly caught the attention of the HSE of late, which has flagged it up as an area it is clamping down on.

Dower is initially focusing on the London market, though not the type of warrens on three to four levels for billionaires’ homes in Kensington and Chelsea. He sees his market being in prime locations in places like Hampstead, Fulham or Clapham — any area really where property values make it worthwhile extending downwards. Cambridge, Surrey and St Albans are other possibilities. “Basements are the new form of extension for those who can’t extend anywhere else. Perhaps they’ve already extended in the loft or out the back but still want more space,” says Dower.

A typical project for Basestore would be a single-storey basement to a Victorian terraced house leading outside into the back garden, with glass roof allowing natural light into the kitchen. He is also keen to offer a full building service, say, if the basement construction formed part of a larger building project.

To date Basestore has completed two projects in north London, totalling around 200 sq m each.

As well as his own expertise — a degree in Construction Engineering Management from Loughborough University followed by two years at Skanska and then three

years on Laing O’Rourke’s graduate management programme — Dower also has his father on board plus a group of 10 ground workers, labourers and carpenters. Dower senior has worked in construction for 35 years, a good part of them running his own groundworks contractor. It fell victim to non-payment from a developer during 2011. The liquidation of his father’s business sparked Dower to bring forward plans to set up Basestore.

He admits it’s taken a bit of adjustment moving from a large firm with resources at your fingertips to a working environment where you have to go and find them and create your own routine. Industry networking, getting his face in front of domestic architects and structural engineers is a big part of his job. “It was great working for Laing O’Rourke and I certainly learned a huge amount. But I come from a family of Irish builders and I always wanted to run my own company,” says Dower.

“Basements are the new form of extension for those who can’t extend anywhere else. Perhaps they’ve already extended in the loft or out the back but still want more space.” Liam Dower

>

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Feature The BIM journey continues

Ready to take to the road?With two years left before Level 2 BIM becomes mandatory on all public sector work, CM carried out a

survey to determine who in the industry is on the right track... and who’s standing still.

Elaine Knutt reports. Illustration by Toby Leigh



IN THE PAST TWO YEARS, the industry has undergone something of a BIM baptism. Collectively, it’s sat through multiple presentations, drunk gallons of lukewarm coffee out of those strange dispensers, and gradually come to an understanding of what BIM is, and could be in the future. But it also stands two years away from the cliff edge of the government’s BIM mandate: from April 2016, all public sector work is due to be delivered using Level 2 BIM, and the construction businesses that don’t scramble onto safe land could end up crashing to the bottom.

At this half-way point, as introduction gives way to implementation, Level 2 BIM is being specified on a growing number of live and tendered public sector projects. CM has spoken to a cross section of contractors and consultants gearing up to deliver PAS 1192:2 compliant schemes, who are finding that all those abstract acronyms — such as COBie, EIRs and PIPs — are taking on legal and practical shape. After two years on the journey, the BIM vehicle is now being thoroughly tested for road worthiness. But, not surprisingly, implementation issues are being thrown up.

Meanwhile, in late 2013 an article by barrister Tony Bingham in Building caused a stir. Bingham portrayed BIM as an arena where Tier 1 contractors could practice the black art of “risk shift”, or ensuring their margins on fixed price projects by leaning heavily on their supply chain. Although the piece seemed to have been written from the bottom of a very empty glass, it did highlight the fact that BIM is arriving in an industry riven with faultlines. With some SMEs feeling excluded from public sector work and endemic supply chain payment issues, will BIM just accelerate the division into a two-tier, two-speed industry?

This is the background to CM’s Level 2 BIM Readiness Survey, completed by 246 respondents spread across the contracting, consultancy and client communities. The results bear out the stratification you might

expect: BIM experience and know-how vary from one section of the industry to another, and the threat/opportunity paradox is evident in the responses. But there are also some unexpected results that suggest the overall trajectory of the next two years is harder to predict than either the optimists or the pessimists think.

Reassuringly, in terms of the impending BIM mandate, the survey finds that public sector clients are slightly ahead of private sector clients, at least in self rating their BIM preparedness, with an overall confidence score of 3.28 versus 2.33. But worryingly, public sector clients seem to be no more clued-up on the technical requirements than the rest of us: 47% claim a poor knowledge of PAS 1192:2 (versus 53.5% of all respondents); 52.6% say they know little of EIRs (68.8%); and COBie is a hazy concept to 52.6% (55.7%).

Lack of interestThat chimes with first-hand findings of professionals working to deliver Level 2 BIM. Louise Roberts is studio director for Capita, whose BIM portfolio includes a £60m project for Manchester Metropolitan University with Sir Robert McAlpine. But Roberts says MMU is still a rarity. “A number of clients are interested in BIM but not committing to any requirement for COBie, there would need to be a parallel step change in their own FM to maximise the benefits. Yes, they are delighted by what BIM offers in terms of 3D modelling, understanding the building at the front end and integration of services etc, but Level 2 asset management appears only relevant to large institutional [public sector] clients at the moment.”

Likewise, at Balfour Beatty Construction Services, BIM director Peter Trebilcock says: “On the government side, at high level clients know exactly what they want. But at the level of local NHS trusts or MOD bases, clients will need help in defining what is required and how to request it.” He adds: “We

Ready to take to the road? 81.3%

Yes

18.7%No

Do you know that by 2016 all publicly funded projects in England and Wales will have to be Level 2 BIM compliant?

It may seem surprising, but 46 respondents to the survey (18.7%) were either unaware of, or uncertain of, the all-encompassing scope of the government’s 2016 BIM mandate. Breaking down the respondents by the category of company they work for, awareness was below average among private sector clients (31.6% answering “no”), SMEs turning over less than £20m (21.4%) and medium-sized contractors (37.5% answering “no”). But it was well above average for respondents working for design or surveying consultancies (just 7.1% answering “no”).

Methodology

The online survey was completed by 246 individuals in December and January, who collectively made up a good representative sample of the industry. There were 28 SMEs turning over less than £20m (12.3%), 25 larger contractors in the £20m-£100m bracket (11%), 48 large contractors over £100m (21.1%), 57 design and surveying consultancies (25.1%), 19 private sector clients (8.4%), and 22 public sector clients (9.7%). There were also 28 individuals who fell into the “other” category, including students, project management consultants, housebuilders and a “visitor attraction”. In some cases, respondents opted to skip questions that were not relevant to them, meaning that not all the total responses add up to 246.

■ For additional findings from the survey please see our on-line coverage>



0 5 10 15 20 25 30 35 40

0 5 10 15 20 25 30 35 40

All those presentations and CPD events must have been working: overall, the number of people answering moderately good, good or excellent reached 116, outweighing the 106 who answered non existent or sketchy. But looking at this split in the separate employment categories, SMEs (11 versus 16) and private sector clients (7 versus 11) were less clued up, while large contractors over £100m (29 versus 19) and consultants (33 versus 22) were clearly motoring ahead on the BIM journey.

Comparing this graph to the one above, it’s clear that respondents had a better grasp of Level 2 BIM as it applied to the industry as a whole, rather than their specific group. But private sector clients seem to be living in a bit of a bubble, with 12 saying their knowledge of BIM overall was non-existent or sketchy, versus 4 putting themselves in the good or excellent category. The other exception to the general trend was SME contractors less than £20m, who reported slightly less confidence on BIM across the industry in comparison to its impact on their organisations.

Non - existent 15.9%

Sketchy 31.8%

Moderately good 25.5%

Good 15.9%

Excellent 10.9%

already deliver lots of data to the client in the spirit of Level 2, but lots of clients are just not interested in COBie — they’re not going to train their FM teams to use it.”

But COBie isn’t the only stumbling block for public sector clients. A situation described by both Trebilcock and Adrian Speller, director of Midlands SME contractor and BIM early adopter Speller Metcalfe, is that clients are tendering D&B projects where the client’s design team has built an integrated BIM model — but don’t release it to bidders for copyright or legal reasons. “If the BIM model is there, you use it in the bid period and it makes a better tender. But some clients don’t release the BIM design to all the tenderers, just to the successful bidder, ostensibly because the design isn’t complete,” says Trebilcock.

Speller adds: “The client could have got round this by setting up the appointment properly, but there’s a dearth of clients out there with that knowledge. We have to start from scratch if we want to use BIM in these projects — we basically have to design it again, which negates the time-saving element the government is driving towards.”

Clear divideAs expected, the survey demonstrates a clear divide in attitudes between large £100m contractors and SMEs turning over less than £20m (see over). The reasons for this aren’t lost on the rest of the industry. “If you think of the risk involved in construction, the major contractors see BIM as a massive plus, they see a value to themselves and they see the necessity to be ready,” comments Jamie Barrett MCIOB, who heads BIM-ready QS and project manager Evolution5. “But for Tier 2 and 3, I’m not sure of the support mechanisms we have for them.”

And you’re more likely to find BIM sceptics at the smaller end of the industry. One director of a regional SME contractor likened BIM to the collective delusion that meeting Part L means building energy efficient buildings. “Politicians can say ‘BIM is delivering’ just as they can say ‘Part L is delivering’. But in fact, Part L is being manipulated so that contractors achieve the SBEM results they need, without providing the optimum design.” Wearily, he says: “BIM will be another element someone will have to stay late in

Non - existent 8.4%

Sketchy 37.4%

Moderately good 27.1%

Good 19.6%

Excellent 10.8%

>How would you describe your understanding of Level 2 BIM as it applies to your organisation?

How would you describe your overall knowledge of the BIM process as it applies to the industry as a whole?



We have worked on a project that requires Level 2 BIM

We have used some elements of BIM but not Level 2 BIM

We have not yet worked with BIM

0 20 40 60 80 100

0

1

2

3

4

5

Public sector client

Private sector client

Design/surveying consultancy

Large contractor over £100m

Medium sized £20 -100m

SME under £20m

Perhaps our respondents are a cautious bunch, but when we asked them to rate their theoretical preparedness to implement Level 2 BIM on a scale of 1 to 10, the overall average was just 3.81. Private sector clients were most under-prepared, with 60% (9) rating themselves at 1, compared to 33% (6) of public sector

clients. Meanwhile, 44% (8) of all the SME respondents rated themselves at 1, compared to 26% (12) of large £100m plus contractor respondents. Consultants spread themselves across the scale, from 22.9% (11) rating themselves at just 1 to a substantial 14.6% (7) selecting 10 — ready to go.

the office and work something out for, then you get back to the real job of putting buildings up the next morning.”

More to the point, he argues that the procurement approach is vital, since public sector clients need to adopt a two-stage tendering process (where an early initial appointment is followed by a period of design development) to realise the benefits of BIM. But while that’s de rigeur on major projects, it’s certainly not typical for the £150,000 to £3m public sector work his company bids for. “For the projects we encounter, there’s a four-to-eight week tender period, then it’s get on site as soon as you can, and build it in three to 18 months. Even on frameworks you get full-on tenders, essentially they just operate as selected contractor lists. But for BIM to work, it requires early contractor involvement.”

Procurement approachA key area for successful BIM is the interface between Tier 1 and Tier 2/3s, which comes in to sharp focus with COBie requirements. Balfour Beatty’s Trebilcock warns that COBie compliance will add an extra layer of work and complication. “It’s a step change for the industry to manage and capture all that data. It will need specialist training and the injection of some specialist people to make sure we meet our contractual requirements. It’s certainly true that a large part of the team is not ready to provide data in COBie.”

So will main contractors adopt a “survival of the fittest” policy, working only with the subcontractors that can deliver the package, and a meta-package of BIM data for the as-built model? Trebilcock says that’s not the case: “We will look at everyone’s package size and capability. In some cases, we could use our own staff to help them extract the data from a 2D model — we have a team of experts in-house to advise and help. We will expect certain things from designers and the supply chain, and then fill any gaps ourselves.”

Adrian Speller also describes a supportive approach: “We have identified Tier 1 supply chain partners, starting with M&E subcontractors, and have been visiting them to talk through our vision and requirements, saying we’d like them to be able to view the BIM data and to

Slightly over half of the respondents had some practical experience of BIM, with 36 indicating they had worked on a project that met Level 2 BIM criteria, and 77 having worked on a project with at least a BIM philosophy. In comparison, 91 said they had no “live BIM” experience. The vast majority of

SMEs fell into the not-yet-a-BIM-beginner category, while large £20m-£100m contractors clustered in the middle category. Of the 18 public sector clients that responded, 9 had no experience of BIM, but encouragingly the same number did report that they were working on BIM projects.

Number of people

>

Level of BIM experience

If you had to implement BIM in 2014 how prepared would you feel? (On a scale of 1-10)

2.71 2.72 4.59 4.58 2.33 3.28

Overall average 3.81

SME under £20m ■Medium sized £20-100m ■Large contractor over £100m ■Design/surveying consultancy ■Private sector client ■Public sector client ■Other ■

19 11 11 20 9 9 12

7 8 23 20 4 8 5

1 12 14 2 4 2 1



0 10 20 30 40 50 60 70 80

Difficulty integrating

working methods with Tier 2 or 3

contractors

Difficulty integrating

working methods with clients or

Tier 1 contractors

Understanding the legal and

contractual framework

Lack of training opportunities

The cost of training for

management/staff

Lack of knowledge/

understanding on technical

issues

The upfront costs

of hardware/software/IT

systems

0 10 20 30 40 50 60 70 80

It will createadditional areas of

conflict with clientsand supply

chain partners

It will bring us closer together

with clients and supply

chain partners

Getting up to speed will reduce our productivity

and add to our costs

It will increase our productivity

and reduce out-turn costs

It will reduce our opportunities

to win work

It will help us win work

offer them training. There are some very good traditional subcontractors we don’t want to lose the services of because they’re not technically capable, so it’s up to us to provide support and training.”

Louise Roberts at Capita expresses the fairly common fear that BIM will create a digital divide across the industry, with sections of the contracting and specialists market responding to the BIM agenda and others getting left behind. “We work with subcontractors who’s a country mile away from BIM — they might be working in CAD, but that’s probably the limit.” She fears that they’d be excluded from the majors’ supply chains and left to bid for the industry’s beta projects, eventually losing capacity and their foothold in the market.

Making allowancesEvolution5’s Jamie Barrett recognises the danger, but feels overall it is unlikely to materialise. “We entered the recession with a skills shortage in the industry — you couldn’t get good people for love nor money,” he says. “In the recession, the lack of work has masked the underlying problem. So while there is potential for people to be left behind, actually lack of capacity will mean that doesn’t happen. Everything will have to be in BIM, but there will be allowances made.”

With two years to go before the Level 2 BIM mandate takes effect, how do our interviewees view the industry’s overall readiness? At Capita, Louise Roberts is hedging her bets: “Everyone is working very hard to get where we need to be. But in terms of deadlines, I don’t think the industry is ahead of the curve — it’s very challenging.” Balfour Beatty’s Trebilcock, perhaps not surprisingly in the light of the industry’s dynamics, is more optimistic.

But perhaps it’s Speller Metcalfe Adrian Speller’s view that best represents the current situation, and the risks to the implementation phase. “Our main concern is that BIM is taking hold too slowly, we’re not seeing the projects coming through using BIM. The government is pushing Level 2 BIM, but what we lack is an educated client base where the client sets out what they want to gain, from the feasibility stage of the project.“

Clearly, BIM implementation has to be a two-way street — but the clients and their supply chain both have to want to get to the end of it. CM

Clearly, contractors’ perspectives on the cost and practicalities of implementing BIM vary according to their size, as this comparison of attitudes between sub-£20m SMEs and larger £100m plus firms shows. Another finding from this question is that 78% of public sector clients highlight lack of knowledge technical issues, whereas private sector clients see the upfront costs of IT systems as the single most common barrier (66.6%). Medium-sized £20m-£100m contractors were particularly focused on cost concerns, with 70.6% selecting both IT costs and training costs as the largest barriers to BIM implementation.

Again, larger contractors on the whole take a rosier view of BIM than SMEs, for whom faith that it will help win work (47.8%) is evenly balanced with concern that it will add to costs (47.8%). In other notable findings, 65% of larger contractors and 55.5% of public sector clients were optimistic that BIM would bring them closer together with supply chain partners, a confidence that then declined to 47% of £20m-£100m medium-sized firms, and just 34.7% of SMEs. Just 23% of private sector clients thought it would bring them closer to supply chain partners, and the same number felt that BIM would increase areas of conflict with their supply chain. Among public sector clients, that figure was 27.7%.

47.8%

60.0%

17.4%

10.0%

30.4%

47.5%

47.8%

32.5%

34.8%

65.0%

30.4%

22.5%

73.9% 34.9%60.9% 53.5%65.2% 27.9%26.1%34.9%43.5%32.6%30.4% 48.8%39.1%60.5%

>What are the main barriers to implementing BIM in your organisation?

What impact do you think BIM will have on your business over the next 24 months?

SME under £20m ■ Large contractor over £100m ■

SME under £20m ■ Large contractor over £100m ■

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language we can become more effective. Our bodies can actually change our minds and our moods. Research undertaken at Harvard has demonstrated that by holding a confi dent, positive position for at least two minutes, the levels of testosterone in the body (action oriented) increase and cortisol (stress hormone) decrease.

Think about a sporting example, Cristiano Ronaldo taking a free kick. He consistently uses the same posture, facial expression, slows down his breathing, looks towards the goal. As soon as he is in that stance he is ready and he doesn’t need to think about what he is going to do, it is already programmed into his mind and body. So what body language will help you when you have to give that project presentation, attend that important interview or make a key phone call? Similarly, the more you practise and

Construction Professional

WE ALL WANT TO be successful and in the world of business, success depends on your relationships with those around you. None of us work in a vacuum, we need to infl uence colleagues, clients, suppliers, peers and our bosses to achieve our goals.

So far so obvious. Clearly it is not possible to develop quality working relationships without effective communication, and yet the most important aspect of our communication is often the one we think about the least: body language.

In simple terms body language is made up of gestures, facial expressions, the look in your eye, posture and other non-verbal signals such as the tone, speed and volume of your voice. As with all communication, body language is a two-way process, your own body language reveals your feelings and meanings to others in the same way other people’s body language reveals theirs to you.

The psychologist Albert Mehrabian determined that more than 90% of our communication comes from those non-verbal signals compared to the actual words that we use. What this means is

that it is impossible not to communicate and often we are doing so unconsciously. So if what we are saying is not matched by our body language we can give off a mixed message that dilutes our idea.

Think about fi rst impressions. We form our opinions of someone we meet for the fi rst time in just a few seconds, and this initial instinctual assessment is based far more on what we see and feel about the other person than on the words they speak. On many occasions we form a strong view about a new person before they speak a single word.

One of the most simple forms of body language we encounter is the handshake and yet it can make or break your fi rst impression. Interestingly, both the limp, damp handshake and the knuckle cruncher are communicating the same thing: uncertainty, or even lack of confi dence — one by holding back and the other by overcompensating. So a tip for making a positive fi rst impression: face the other person, smile, your hand vertical, your arm half way from your body and a fi rm shake.

By paying attention to our own body


What body language will help you when you have to give that project presentation, attend that important interview or make a key phone call?

Listen to my body talkYou might be a confi dent communicator, but are your actions speaking louder than your words? Philomena Hayward suggests it might be time to get acquainted with body language.

BIM bytes: An opportunity for subcontractorsThe increasing prevalence of BIM is a both a risk and an opportunity for subcontractors. Handled well, subcontractors can have the most to gain from the shift in emphasis in the industry of which BIM is part.

The construction industry in general has a skills and training defi cit. Subcontractors will feel the potential for loss of market share if they do not upskill to ensure that they are able to provide works and services in a BIM environment.

Equally, there is an opportunity to invest and develop BIM offerings to market and thereby gain new work. SMEs have a decision to make as

to whether this particular investment in skills is necessary and profi table in the context of the supply chains of which they are part.

Part of that value-for-money decision is driven by the uncertainty about what investment is actually going to be necessary to sustain market position and what investment will be wasted: for example, which software is the Betamax and which the VHS? Again, the whole industry is in a similar position in terms of the bedding-down and standardisation of processes. However, subcontractors are arguably in a more vulnerable position because they are less able to infl uence

project strategies and are subject to the whim of the employer, main contractor, or lead designer.

That whim is most keenly felt because of the disparity in the way in which clients are procuring projects. Some clients’ procurements remain unchanged save for a simple addition of “you shall BIM!”, whereas others have detailed requirements as to how BIM should be incorporated as part of the overall project and procurement strategy. Much of this variance is down to differences in knowledge and familiarity, which again presents an opportunity for subcontractors to lead in informing project teams as to the best way to use

What does President Obama’s body language tell us in this scene? The smile is good, but feet on the desk is surely a no-no?

Peter Stockill’s Case notesSquibb Group Ltd v London Pleasure Gardens Ltd and London Borough of Newham. TCC November 2013

This is a case about a contractor (Squibb) trying to get paid directly by a funder (Newham) after the employer (LPG) went into administration. The development was at Pontoon Dock near the main site for the 2012 Olympics in London. It was to be open for revenue-generating events before, during and after the Olympics and to form part of a longer-term regeneration programme.

The judgment suggests Squibb did a good job against a demanding timetable but LPG, a special purpose company, encountered fi nancial diffi culties and went into administration after the work was complete having paid for only a small proportion of it. Squibb tried various arguments based on Newham being party to the building contract, tortious misrepresentation and unjust enrichment, before alleging that:

1. A collateral contract arose between Squibb and Newham at the time of the conclusion of the building contract; or

2. A contract or collateral contract arose between Squibb and Newham on the basis of meetings on 5 and 11 July 2012 after LPG failed to pay.

Squibb’s fi rst argument was given short shrift. While Newham had more than a purely fi nancial interest in the project, the contractual arrangements were conventional. Newham’s step-in rights were just that (rights, not obligations) and not exercised, and Squibb could not point to any express assurance from Newham to support its claim. To establish a collateral contract based on an implied assurance, as Squibb sought to do, is a tall order and it fell short.

Squibb’s second argument centred around meetings with

Newham and its adviser in response to Squibb’s threat of proceedings. Squibb and the independent construction manager who had been dealing with payment applications gave evidence that Newham assured Squibb that payment would be forthcoming. Newham disagreed and the court found that Squibb was only told that LPG should be able to pay after a revenue generating event, not that there was any guarantee of payment by LPG or, failing that, Newham.

No such payment was made and Squibb met with Newham and its adviser again. The revenue generating event had been a failure and by this stage Newham was exercising de facto control of LPG. Oddly, an executive director of Newham began referring to himself as the managing director of LPG. It seems it was contemplated that he would take this role, but never did.

The parties’ evidence confl icted again and the judge concluded that following the failure of the event and under pressure to get the project over the line, Newham gave an assurance that Squibb would be paid £250,000 of the sums due and paid in advance for certain additional work. These payments were made so the issue was whether there was any assurance that other sums due would be paid. The judge found that there was not.


repeat, the more natural it becomes. Often what interests us most is being

able to “read” what someone else is really communicating through their body language. We all have this ability and do it unconsciously. I have developed a CPD accredited Body Language in Business workshop and when I delivered one recently it was fascinating to see how easily the participants read the non-verbal signals we looked at because they were consciously thinking about it. We’ve all been in meetings where you could “cut the atmosphere with a knife” and yet it is not because of anything that is being said, you sense what a colleague really thinks when they claim to agree but they are turned away from you and their smile looks more like a grimace.

If you become more aware of those unspoken messages you have more

power to not only make your own messages clear and consistent but to have more choice about how to deal with the real response you are getting from others. This is truly listening and a key skill of any successful leader.

But I do want to issue a health warning. We all know that someone who covers their mouth when they speak is lying right? Wrong. No one signal is a totally reliable indicator so pay attention to other signals and ask questions. Also remember that just like you, people will know when someone is using their body language to try to manipulate them. The most important thing to remember is that any communication will be unsuccessful without rapport.

So as you focus on your goals for 2014, think about the business relationships you want to develop and how you can use these ideas to improve your infl uence.

Philomena Hayward leads Hayward Development Partnership. Visitwww.hdpartnership.co.uk for more information

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Squibb Group Ltd v London Pleasure Gardens Ltd and London

Peter Stockill MSc FCIArb is a partner in the construction team at law fi rm Berrymans Lace Mawer. Email: [email protected]

Peter Stockill’s analysisCollateral contracts are, in effect, an exception to the principle that a contract cannot impose obligations on third parties. As such, compelling facts and evidence are needed, which were lacking in this case.

This was, it seems, a case of a contractor who undeservingly found itself in a tricky situation. It managed to secure some further payment from the funder, but the absence of clear records of the agreements it alleged to exist counted against its subsequent claim. Those

contemplating such a claim should ensure that any agreements are recorded in writing before they proceed with further work.

It is also a cautionary tale for funders and professionals acting on their behalf about the dangers of not making clear the basis upon which they deal with the project team. Professionals could be exposed to liability if their actions are taken to create a binding agreement by their client that they were not authorised to make.

BIM, before clients have their own rigid requirements.

To the extent that requirements and procurements are poorly strategised, as always, main contractors will look to pass down those risks as far as possible.

However, the real boon for subcontractors is that if BIM is to be properly integrated into a project there will need to be an orderly pre-construction process and subcontractors will need to be engaged early to provide input in an environment of “build it twice” (once

digitally and once physically). This should give subcontractors an opportunity to add value at an early stage. Equally, the point of BIM is in part to avoid construction risks that subcontractors would traditionally fi nd themselves saddled with.

Those that are focused solely on the risks of BIM are missing the opportunities presented by the greater collaborative working that BIM encourages.By Assad Maqbool, a partner at Trowers & Hamlins specialising in projects and construction

To establish a collateral contract based on an implied assurance, as Squibb sought to do, is a tall order

Body language top tips As you observe others, you can identify some common signs and signals that give away whether they are feeling confi dent or not. Typical things to look for in confi dent people include:● Posture — Standing tall with shoulders back.● Eye contact — Solid with a smiling face.● Gestures with hands and arms — purposeful and deliberate.● Speech — Slow and clear.● Tone of voice — Moderate to low.

Equal pay is everyone’s issue Barbara Cahalane on what to do if you feel undervalued

IS EQUAL PAY a women’s issue? I don’t think so. Fairness does not mean everyone gets paid the same. Fairness means that everyone — man or woman — is paid fairly for the value they create.

But there are reasons why women need to pay more attention to their salary. Recent studies and data from the Fawcett Society, the Chartered Management Institute and the Offi ce for National Statistics point to a worrying trend: women’s pay lags behind men’s (even allowing for career breaks for childcare). In the private sector women are paid about 20% less and receive lower bonuses too.

So are women in the construction industry paid fairly for the value they create, and are they paid as fairly as men in the industry? Given the traditional and male-dominated nature of the construction industry, it would be miraculous if the sector bucked the general industry trend.

If you are a woman in the construction industry, a chat about money with your manager should be on your list of fi nancial housekeeping tasks in 2014.

We all fi nd it hard to talk about money (again, research indicates women fi nd it harder than men). In the public sector it’s easier. There is transparency about the salaries for various roles and usually a prescribed scale of increments to reward progression and experience accrued in a given role. Companies in the private sector, in contrast, don’t like discussing pay in public due to issues of confi dentiality and commercial sensitivity in revealing who gets paid what.

How can you get around the taboos about disclosure and fi nd out whether you are being paid fairly? The obvious answer is to ask your colleagues. The likelihood is that if you are willing to say what you earn, they will share too. But, if you want to pursue the issue formally, you will need to take a planned approach: ● Identify your peer group.● Ask to see a pay distribution chart for that group and where you appear on it. You are not asking for names and amounts, just a general scale and the distribution with your position highlighted.

● Analyse the information. Are you where you expect to be within your peer group? Does it feel fair? If you are lower down than you expected, could it be that others in your peer group have additional responsibilities, or more experience on the job? Or do you fi nd that your position in the distribution does not feel right given the level of your responsibilities, experience and contribution?

If it feels right, well and good. But if it doesn’t, then you need to discuss money with your manager. Before you do, it’s important to prepare well and think realistically about:● The value you create for your company.● A sense of what the market rate is for your role.● The reasons why you feel your position in the distribution is unfair (with examples of what you have achieved).

If you feel you are undervalued and underpaid, but your manager does not agree, what can you do? You could ask if there are additional responsibilities you can take on to increase your value and make your pay similar to others in your peer group. Asking your manager to discuss this will cause them to think about and justify why others are paid more.

If your manager’s response is that the company has no money, then ask how can your rewards package be improved in non-monetary ways. That might be training, or more time off, or being included in a higher level of health care. Be creative.

It’s important to have the conversation. Women tend to assume that their worth will be recognised. If only this were so, we would not have such a discernible pay gap.

Barbara Cahalane is corporate communications director at BAM Construct UK



Five things to know about...Five things to know about...Five things to

... pre-employment vetting in the social media era

1 Why it’s necessary1 Why it’s necessary1 It’s important that employers take an 1 It’s important that employers take an 1 active approach to researching an applicant’s background to avoid problems further down the line. Many people admit to having lied on their CV, particularly about their experience, qualifi cations or salary. You might think this kind of bad practice would have become less prevalent with the rise of LinkedIn and Twitter, which for many can now act as a de facto electronic CV, but it is still a real issue, says the Chartered Institute of Professional Development.

2 Know the legalitiesWith the recent blacklisting scandal

making the headlines, pre-employment checking has been brought into sharp focus. But current issues in recruitment are far more complex than they fi rst appear. Employers have a right to check candidates’ online profi les, but they shouldn’t go on fi shing expeditions to fi nd out details about their private lives.

Recent social media research by the CIPD revealed that two in fi ve employers look at candidates’ online activity, but few inform applicants that this is being done. To avoid the risk of legal challenge they should be fully aware of the law on data protection and discrimination in employment.

3 Ask candidates’ permissionEmployers can help to manage the risks

of dishonesty by using declarations of truth and ensuring candidates give permission to allow employers to research their qualifi cations, experience, dates of employment, and right to work in the UK.

4 Be accurateEmployers should take reasonable steps

to validate the accuracy of information accessed online. A distinction should be drawn between social media for mainly private purposes and social media for mainly professional purposes (ie employers can check LinkedIn but not Facebook).

5 When using recruitment agencies, agree what pre-employment checks

are necessary and appropriate If responsibility for pre-employment checks is outsourced, employers must recognise that they retain overall responsibility for the legal and ethical consequences of either lax or over-zealous approaches to pre-employment vetting and could suffer reputational damage where practice is poor.

This advice was drawn from new a new guide from the CIPD entitled Pre-employment Checks: An Employer’s Guide

24.9%Current

percentagedifference in

male and female salaries

Average salaries (above junior manager)

2009 2010 2011 2012

Male £42,474 £41,337 £42,441 £40,325

Female £31,268 £31,306 £31,895 £30,265

Difference £11,206 £10,031 £10,546 £10,060Percentagedifference 26.4% 24.3% 24.8% 24.9%

Source: Chartered Management Institute

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ZERO HARM ACROSS OUR BUSINESSES BY 2012

Getting the measure of safety culture Bill Dixon explains how an analytical approach can improve safety campaigns

“We need to improve the safety culture on this site!” is commonly heard on sites around the country. Easy words, but what do they really mean? What is safety culture, and how do we know if we have improved it? When we introduce a new safety campaign — perhaps a poster competition or commissioning a safety video for toolbox talks — do we spend our money and time to best benefi t? It’s a topic I’ve been researching for the past four years as part of my professional doctorate research at Salford University.

Improvements in construction site safety are always being sought, with three distinct tranches of historical development combining to improve safety on site: technology, systems and culture.

We are all familiar with recent technological progress, such as the design and introduction of podium steps, developed after the introduction of the Work at Height Regulations 2005. Company systems have evolved to a point where their use is seen as a commonplace item in risk assessments, and a culture shift has seen workers embrace podiums as a normal site tool.

The most recent tranche, culture, hit the headlines after the investigation into the Chernobyl accident in 1986 (Cooper 2000). There is general agreement that the seven core facets of safety culture are:● Management attitudes & commitment● Safety training● Communications● Safety practice● Risk perception● Employee involvement● Work pressure.

Many companies spend time and money trying to infl uence the safety culture in the belief that this will improve worker safety. But do these activities actually have any academic rigour, or are staff just doing what they feel is right? Do culture change interventions, such as promoting safety to the fi rst item on every meeting agenda or inviting staff to “skip level” meetings, actually work? Can we target our time and money better? Which of our intervention strategies yields the best or worst results? The only way is to fi nd an

accurate and cost-effective way of measuring culture before the intervention, then remeasuring after the intervention has been embedded.

Typically, the construction industry is numbers driven and embraces quantitative reports. Statistics, percentages, dashboards and graphs typically populate most project reports. In contrast, however, safety culture is a qualitative entity. The conventional way to assess a qualitative issue is via structured or informal interviews with a highly trained, impartial person to spend large amounts of time with hand-picked workers.

This raises issues of cost, integrity, impartiality and confi dentiality. In addition, qualitative analysis tends to give rise to verbose reports that do not appeal to busy construction executives who are normally used to numerate reports. There has to be a better way.

We have seen that safety culture is felt to consist of seven key facets. By analysing the questionnaires used by six other researchers it has been possible to distil their questionnaires into a new one. The six sets of questions were selected from differing countries and different industries to present a cross section of sample questions. A total of 382 questions from the six original research works were examined. From this, a total of 46 questions were found that summarised all of the 382, and a focus group was used to hone the proposed questionnaire. The 46 questions aim to elicit feelings with respondents indicating their feelings on a Likert scale (strong negative to strong positive).



But on a large site of say, 500 workers, a 20% uptake would lead to 100 x 46 question responses that need collating. As the main focus of the research was to produce a simple procedure for implementation on site, then manually inputting each piece of data was felt to be inappropriate. Optical mark recognition (OMR) software was used to analyse the data. The type of OMR that most of us are familiar with, from our school days, relies on a question paper and a response paper, which used to look like an A4 version of the lottery number forms. But new software that could be easily programmed to read the responses from any bespoke questionnaire was purchased and tested.

Testing of the questionnaire’s initial design has now been carried out on two busy sites in England, and the results shared with the site teams. On site, workers completed the questionnaires in an average of 14 minutes and the responses were scanned using the site’s multi-sheet scanner and saved as a PDF fi le in less than a minute.

The OMR software had graph reporting capability, which produces several default graphs, with the most useful showing the aggregated scores of each of the seven main facets of safety discussed above.

Capturing survey responses online was considered, but in view of the practical issues around gathering perhaps 100 responses in a short space of time, paper and pen was considered simpler.

Implementing this system would allow companies to take a snapshot of safety culture on each of their sites, allowing them to isolate the facets that need more attention and concentrate their investment in those areas.

It is hoped that this simple, accurate and cheap system will allow companies, over time, to better assess the safety culture intervention strategies they choose to implement.

Bill Dixon FCIOB is a health and safety manager, currently studying for a professional doctorate at the University of Salford while working on a major site in Shanghai

Below: Balfour Beatty’s Zero Harm campaign is a high-profi le example of safety culture interventionBottom: Optical mark recognition software was used to examine response papers

Many companies try to infl uence the safety culture in the belief that this will improve worker safety. But do these activities actually have any academic rigour?


Technical Roofing

Building a huge 280m long glass atrium complete with technically complex ‘wind catchers’ for Southmead hospital in Bristol required a head for heights and no amount of dexterity for Carillion and its roofing subcontractor Prater. Stephen Cousins reports.

A VISIT TO HOSPITAL can be stressful and traumatic, but what if you receive treatment in a building that’s flooded with natural daylight via numerous internal courtyards, and a full height atrium as tall as the nave of Westminster Abbey?

The importance of daylight in speeding recovery is one of the design principles pursued in the £430m Brunel building at Southmead hospital in Bristol, which is set to become one of Europe’s leading acute care hospitals when it opens its doors in May.

North Bristol NHS Trust’s brief was informed by research showing that good design can improve patient wellbeing, recuperation rates and the job satisfaction of staff. It therefore set PFI contractor Carillion strict design criteria that required the hospital to be flexible enough to adapt to changes in the way healthcare is provided; maximise access to views and light through efficient use of glazing and layout; and include excellent internal and external finishes designed to make patients feel like they are in a hotel or a private hospital environment.

“This is my third major PFI hospital and it’s a one-off in terms of the high quality of design and the specification of materials,” says Keith Hutton, project director at Carillion. “The soaring atrium is sure to create a lasting impression on the public when they first enter hospital and there has been strong attention paid to the specification of joinery and other features throughout. We considered this the right thing to do to reduce maintenance and create longer term value for money.”

It is also the most sustainable major acute hospital under construction in the

Southmead sees the light

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The atrium (left) runs from four storeys at the southern end and forms the seven-storey main entrance to the north (right)

Technical Roofi ng

TG20:13

UK and designed to achieve BREEAM “excellent” rating and a carbon footprint well below government targets. The design halves the amount of energy used per 100 cu m compared to the existing hospital, plus around 20% of the building’s energy will be provided by renewable sources. The atrium and wards will be naturally ventilated and many wards will face east to exploit the warmth of the morning sun.

The 115,000 sq m Brunel building is being built on a 27-hectare brownfi eld site within the existing Southmead hospital grounds. The sheer scale of the hospital means there are a total of around 40-50 separate roofs.

Lower level fl at roofs on the ward block feature several green and brown roofs that have been landscaped to include intensive shrubs, trees and gravels. And the roofs of the clinical block have specialised stone paving designs, including ramps and other features designed for use by patients as part of their treatment.

In its elementThe new hospital comprises three main elements: patient accommodation is in ward/bedroom blocks that form three connected U-shaped elements, while clinical facilities are in a treatment block to the west, including 24 operating theatres, critical care units, MRI and X-ray rooms. These two aspects of the hospital are positioned on either side of its signature 280m long full-height atrium, which is divided into three sections as it rises in stages from four storeys at the southern end to a seven storey-high main entrance to the north.

“We designed the atrium to create a distinct split between the ward block, which is focused on a patient environment with natural ventilation, views from bedrooms and landscaped areas outside, and the high-tech clinical block, which is mechanically-cooled and ventilated,” says Chris Green, a director of architect BDP, the project’s lead designer. It produced the design alongside structural engineer TPS, and M&E services engineer DSSR.The cathedral-like atrium is designed to create a natural fl ow of foot traffi c between the clinical and ward blocks via a continuous ground fl oor concourse and glazed footbridges at each fl oor level. “We considered designing a low level roof over the concourse, but this would not have given the same quality of internal light as the atrium and we wanted it to be the heart of the whole building,” says BDP’s Green.

It is essentially made up of three different spaces, divided by the interlinking footbridges and three public stair and lift cores that provide the main public route from the ground fl oor to patients in the wards. An internal glazed facade runs the full length of the clinical block and, as part of the wayfi nding

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Technical Roofi ng

Left: the 280m long atrium divides the ward blocks and the treatment blocks and features three unusual “wind catchers”. Right: A glazed facade runs the full length of the clinical blockFar right from top: Kalzip lines the sides of the wind catchers; the bullnose elements were manufactured on site by Prater;the roofs of the clinical blocks feature stone paving designs.


Technical Roofing

structures that allow the roof steelwork to slide over the tops of the walls.

The wind catchers are nose-shaped and formed by two Kalzip roofs, each elevated at a 60 degree pitch from the main roof. An aluminium bullnose lip sweeps up and down each side of the wind catcher, then transitions into an identical bullnose that runs around the entire atrium roof. These transitions had to join seamlessly, but due to the complexity of the roof design and tolerance issues, Prater had to rethink its plan to use prefabricated elements, eventually electing to make them up by hand on site. In the end, it took around 10 weeks to complete each wind catcher.

Complex construction“Initially we struggled to design the wind catchers in 3D and they became exceptionally complicated,” says Wood. “We had all the bullnose elements pre-fabricated in three or four huge sections, but we couldn’t join them together on site due to the differences in tolerances between our structure and the roof structure. As it turned out, the only way we could make it work was to make them up again on site out of aluminium.”

But that only partially solved the problem, as the client refused to accept the spray finish Prater had applied to the bullnoses, so they had to be taken apart and sent to the factory to be powder coated, then returned and reassembled. “It was a lot of hassle and cost a lot of money to put right, but the end result is fantastic and achieved exactly what the architect wanted,” says Wood.

Prater also installed around 22,000 sq m of hot melt bitumen roofing under all the flat roofing, a huge task says Wood: “It was a challenge getting the sheer volume of materials into the job and up onto the roofs. The tight site made it difficult getting deliveries in and out and there wasn’t much footprint for storage.”

Carillion’s team is currently closing out the project, installing the final fixtures and fittings and hard and soft landscaping ahead of the late-March handover. The finished building will have gone through a lengthy three years and nine months of construction, but the benefits to visiting patients are expected to last for decades to come. CM

strategy, features green, blue and red glazing panels to define the three different sections of the atrium.

The glass atrium roof is made up of three huge, flat wing-shaped elements, each of which has a “wind catcher” positioned at its centre, designed to ventilate the space and extract smoke in case of fire, each one around three times the length of a double decker bus and twice the height. The individual glazing panels themselves, fabricated and installed by Novum Structures, typically measure 3.1m by 1.8m, weigh 380kg and sit within a framework of powder coated aluminium box sections.

“The most obvious challenge here was working at height, so a birdcage scaffold was provided across the entire atrium to enable the provision of a fully boarded working platform to reduce the risk of falling persons or materials,” says Carillion’s Hutton. “As a result it was like a forest in the atrium, so the sequencing of works in and around that area had to be very carefully considered.” The complex system of temporary supports and birdcage scaffolding reached some seven storeys above ground.

The complex three-dimensional geometry of the atrium roof also posed several engineering and installation challenges for roofing subcontractor Prater.

“The geometry of the main structural steel work for the roof [completed by steelwork fabricator Severfield Reeve], is all pitches and angles with hardly a right angle in it,” explains Philip Wood, operations manager at Prater. “This made

it very awkward for us to gain access with materials, and meant designing special scaffolding that could cantilever over the top of the sloping windcatchers. The accurate sequencing of work was also critical to avoid blocking ourselves in!”

The Brunel building’s structural frame comprises two different systems: the clinical block is erected around a cast in-situ post-tensioned reinforced concrete frame, and the ward block uses a structural steel frame, with waffle decking and cast in situ concrete slabs. A total 46,000 cu m of concrete and 7,000 tonnes structural steel will be used during construction.

“When doing healthcare you need all the room you can get above ceiling level for M&E and plumbing services and the clinical block’s concrete solution gave us flat soffits to maximise the available space,” says Hutton. “The ward block is not so densely serviced, so we could be more flexible in terms of ceiling height and so went for the steel frame option. From a procurement angle, splitting packages in this way lessened our risk and we were able to run the two in tandem fairly seamlessly.”

Degree of movementBut a consequence of the different structural solutions used for the ward and clinical blocks was a relatively high degree of movement in the atrium roof that spans between them. Thus, the structural steelwork supporting the atrium roof is designed to accommodate +/-40mm of movement across the entire length of the building. The roof and the walls are fixed to separate steel

One of the wind catcher elements of the atrium roof can be seen here, with the bull-nose edging visible to the front

“The geometry of the main structural steel work made it very awkward for us to gain access with materials, and meant designing special scaffolding.”Philip Wood, Prater

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Structures + Glazing + Membranes

Novum Structures UK Ltd 14 Hopper Way Diss Business Park Diss IP22 4GT

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CPD


Continuing Professional Development CIOB Contract for Complex Projects 2013• What it is• How it differs from other contracts• The key features

THE CONSTRUCTION INDUSTRY does not have the best of track records for delivering projects to time. In the CIOB’s study Managing the Risk of Delayed Completion in the 21st Century, published in 2008, one of the conclusions was that “a high proportion of complex projects are likely to be completed more than six months late”.

In fact, the survey results showed 67% of projects completed late with 18% completing more than six months late. The CIOB’s survey also identifi ed that

Trevor Drury outlines the key features of the CIOB’s Contract for Complex Projects and what it offers above other common construction contracts

records of resources used and work performed were usually inadequate for proper time management and few projects used modern methods of time control.

As a result of the survey a Time Management Working Group was established by the CIOB and I was one of the members of the group. In 2011 the group published the Guide to Good Practice in the Management of Time in Complex Projects which attempts to set out a code of practice which programmers/schedulers should work to.

However, in attempting to raise the standard of time management in the construction industry, the problem was that there were no standard forms of contract that properly addressed the management of time, the monitoring and reporting of progress and the updating of the programme/schedule.

To further reinforce the point and need for change, in a NBS National Construction Contracts and Law Survey (see CM online, 15 October 2013), nearly half the respondents said disputes had increased

in the year and that the most common reason for the dispute concerned claims for extensions of time. This is a recurring theme that will probably not be a great surprise to many in the industry.

The main standard forms of contract do not specify the form in which the programme is to take or what evidence is to be kept to record progress and reasons for changing/updating the programme. To illustrate the point Table 1 sets out the main clauses relating to the management, reporting of progress and notifi cation of delays in respect of time for the JCT 2005 and NEC3, which were in use at the time of the CIOB survey although little has changed regarding time management in the latest editions.

While it is unrealistic to replicate in full all of the contractual provisions word for word, the above hopefully highlights the different approaches between the two main standard forms of contract used in the UK. The JCT only requires a master programme to be produced and amended by the contractor. The form that this

A contract for the digital era


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Continuing Professional Development CIOB Contract for Complex Projects 2013

The Rio 2016 Olympics, masterplanned by Aecom, is typical of the type of project that could benefi t from the Complex Projects Contract

Table 1: Clauses relating to management and notifi cation of delays in JCT and NEC contracts

Clause JCT 2005 Clause NEC 32.9.1.2 The contractor is required to provide the architect or

contract administrator with its master programme. Only if required by the contract particulars is it necessary to show the critical paths

31.1 If a programme is not contained in the contract data, the contractor is to submit its fi rst programme to the project manager for acceptance within the period stated

2.9.2 Within 14 days of an architect’s/CA’s decision the contractor is to provide an amendment/revision to the master programme

31.1 The NEC3 lists those items which the contractor’s programme must include, such as: start, fi nish and key dates, the order and timing of operations, fl oat, and risk allowances

31.3 Within two weeks the project manager must accept or provide reasons for not accepting the programme

16 The contractor and the project manager give an early warning to the other as soon as they become aware of anything which could increase costs, cause delay to completion or delay a key dateEach may instruct the other to attend a risk reduction meetingThe risk register is amended and reissued

2.27.1 The contractor is required to provide a notice to the architect/CA of delay “whenever it becomes reasonably apparent that the progress of the works....” is delayed or likely to be delayed. The contractor is to provide details of the material circumstances including the cause or causes of delay and the relevant event. The relevant events are set out in clause 2.29

61 — Notifying compensation events62 — Quotations for compensation events

The project manager notifi es the contractor of a compensation event at the time of giving an instruction. The contractor is requested to provide quotations which will include for any effects on the programmeCompensation events are listed at clause 60.1

2.27.2 The contractor is to provide details of the expected effects of the delay such as an estimate of the amount of time of the delay to the completion of the works or section of the works

32.1 The contractor must show on each revised programme:Actual progressEffects of accepted compensation events & early warningsHow the contractor plans to deal with delays & rectifi cation of defects

2.27.3 The contractor is required to notify of any changes to their estimate of delay and supply the architect/CA

61.3 The contractor notifi es of an event which they consider to be a compensation event within eight weeks

2.28.1 If the architect, on receiving the above notice and particulars, is of the opinion that the contractor has been delayed due to one of the relevant events, then they give an extension of time as they estimate is fair and reasonable

61.4 The project manager notifi es the contractor if they consider that no compensation is due and no adjustment to the prices, key dates or completion date is to be madeAssessing compensation events is in accordance with clause 63. In terms of time clause 63.3 states how a delay to the completion date is to be assessed

2.29.4 The architect/CA may subsequently give notice to the contractor of an earlier completion date to that already given

2.29.5 The architect/CA may fi x a new completion date for the works/section up to 12 weeks after practical completion

61.6 If the project manager considers that the effects of a compensation event are too uncertain to forecast, then they state the assumptions to be made by the contractor in any quotation and when the facts are known, updated accordingly

master programme is to take is not specifi ed nor is the level of detail to be provided. Usually the contractor will provide a bar chart (Gantt chart) showing the contractor’s activities with a critical path or paths highlighted.

Unfortunately, unless the critical path network is provided from which the schedule was produced, this has limitations for updating. From my experience, contractors are often unwilling to provide this information in a form that can be checked by the employer and their team by using proprietary programming/scheduling software. This is

so that any errors in logic and fl oat are not identifi ed by the employer.

Progress reports and updated programmes/schedules are usually provided in PDF form by the contractor and therefore of little use for interrogating and checking their accuracy.

Moreover, the contract does not require records to be kept as evidence to support progress and the reasons for a programme/schedule to be revised. When delays are notifi ed and extensions of time requested, the contractor’s claim frequently lacks the necessary linkage between cause and effect plus a lack of

contemporary records as evidence of what has happened and why. Many a claims consultant and expert witness have spent many hours trying to piece together what has gone wrong from limited records and how that has affected activities and the completion date!

So the employer and their design and project consultants are largely passive in terms of managing the programme/schedule and do not input into the creation, monitoring, reporting and management of the contractor’s programme of works.

The NEC3 is more prescriptive in its


Continuing Professional DevelopmentCIOB Contract for Complex Projects 2013

requirements in terms of what a programme/schedule is to contain and includes risk meetings, updating of risk registers and early warning notices into the management of time. That said, the contract does not specify the means of presentation of the programme/schedule and so the programme submitted and used to monitor and report on progress will be in the Gantt chart format with its limitations. The contract also does not require records to be kept as evidence to support progress, or the lack of it.

An alternative contractTo address the above time management defi ciencies, the CIOB has produced its own contract: the Complex Projects Contract (CPC 2013). It comprises four volumes: an agreement, the conditions, the appendices, and User Notes. As it says on the tin, it is for complex projects both in the UK and overseas.

The User Notes state that it is for use on projects where “works comprise complex building and/or engineering, which cannot reasonably be expected to be managed intuitively”. It is fair to say that this is not a light contract and its size, complexity and need for additional management resources, on economic grounds, would make it only viable for high value, large complex projects.

The fi rst document is the Contract Agreement, which lists the party’s representatives, the name and address of the contract administrator and so on. However, there are some new characters on the scene:● The data security manager A result of the digital age and the amount of data now exchanged in a digital format. With BIM this requirement is inevitably going to increase so a specifi c person is needed to manage the volumes of data and the privileges associated with access to documents/data provided electronically, in particular that related to BIM.● The Design Coordination Manager Responsible for maintaining a database of contractor design submittals and for maintaining the employer’s BIM.● The project time manager (PTM) An adviser to the contract administrator. A key aspect of the role is in the management of risk, employment of mitigation measures, recovery of culpable delay and acceleration. The PTM checks

information submitted by the contractor concerning time related matters. In contrast to the existing major standard forms of contract, for the fi rst time the person responsible for managing the programme/schedule is a consultant employed by the employer. The PTM also has responsibility for keeping records and evidence to support progress and changes to the working schedule.● The valuer Advises on the content of the contractor’s pricing document, values activities in the working schedule, values variations, advises the employer on the predicted out-turn cost and values the works for the purposes of payment. In the UK this function will no doubt be carried out by quantity surveyors.● Auditor The person named as the time management expert or such person appointed by the project time manager. The auditor examines the contractor’s planning method statement, working schedule and progress records. The auditor also ensures that the contractor’s submittals comply with the Guide to Good Practice in the Management of Time in Complex Projects.

The roles and responsibilities for these and others are described more fully in the User Notes but from the brief descriptions above, it is easy to see that the contract is focusing on the management of time. There are at least three completely new roles and new resources to be paid for. While many will argue the need to cut costs, these additional resources will be a relatively small percentage of the cost of delivering a large complex project.

In addition, prevention is better than

cure, as the cost of the cure, ie the employment of teams of lawyers and expert consultants in managing disputes, will be far greater than good project governance, particularly in the management of time. Remember, the most common area for disputes concerns extensions of time.

Flexible friendThe CPC 2013 can be used for traditionally procured projects, partially contractor designed or full contractor design and construct schemes and so it is very fl exible as to the type of project and procurement being sought.

This form of contract has features and wording in parts that will seem familiar to many practitioners and it borrows some features from other well-known standard forms of contract, such as the obligation to “cooperate in a spirit of mutual trust and fairness”. and there is the requirement for the contractor to issue early warning notices. However, there are some signifi cant differences from the popular standard forms in terms of the way in which it stipulates how time is to be planned, represented and monitored, and progress recorded and evidenced, managed, updated and reported.

This is a contract for the 21st century and the digital age. In the User Notes it states: “The contract requires complete transparency in the submittal of information required for the management of risk.” This is to try to counter the adversarial nature and tendency to transfer risk down the supply chain without managing or mitigating that risk in a number of the standard forms of

Istanbul port is another large scheme that would suit the Contract for Complex Projects

CPC 2013 has features and wording in parts that will seem familiar to many practitioners and it borrows some features from other well-known standard forms of contract >

>

Raising standards for green cards

To find out more about the changes to green cards visit www.cscs.uk.com/greencard-cm

To check which card you should apply for go to www.cscs.uk.com/cardfinder

CSCS is the leading certification card scheme for construction providing those who work on construction sites with a portable means of identity and proof of their qualifications and training.

Green cards are changing From July 2014 CSCS green cards are for Labourers only. People working in other occupations need to apply for the CSCS card that’s relevant to their job. Labourers applying for or renewing CSCS green cards need to pass a specified basic Health and Safety Qualification and also pass the Health, Safety and Environment test.

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USE YOUR EXPERIENCE TO OBTAIN A FORMAL CIOB QUALIFICATION

We offer QCF NVQ Diplomas in Construction that are recognised by CIOB and CSCS

You can achieve a formal qualification by using evidence from your normal everyday activity to

prove you meet the National Occupational Standard for your role, without formal examinations

or time away from your employment.

Associate Membership (ACIOB) with QCF Level 3 NVQ Diploma Construction Site Supervision

or Construction Contracting Operations

Incorporated Membership (ICIOB) with QCF Level 6 NVQ Diploma Construction Site Management

or Construction Contracting Operations

Corporate Membership (MCIOB) with QCF Level 7 NVQ Diploma Construction Senior Management

NVQ is the only route recognised for obtaining

CSCS Supervisor and Manager Cards

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CPD test paper Contract for Complex Projects 2013The CIOB requires members to assess and fulfil their own CPD needs. Members can therefore choose to study the CPD articles published in CM as a valid part of their personal record of CPD activity.

To complete the questionnaire printed below, members should log on to www.construction-manager.co.uk then click on this month’s CPD article. Scroll down to the end of the article, and you will find a link to the online questionnaire (see example pictured below) and the five multiple choice questions printed here. Select your answers, fill in your contact details, then click “submit”. If all five questions are answered correctly, you will be invited to download and print a PDF document confirming your successful completion of the questionnaire. If one or more questions is answered incorrectly, please reread the article and try again, pressing “submit” to resend the amended form.

We no longer offer the facility to send questionnaires by fax or post. Please email any questions regarding this CPD service to [email protected].

1 In a CIOB 2008 survey the percentage of projects finishing late was revealed as:l 50% l 68%l 67% l 63%

2 Under clause 2.27.3 of the JCT contract the contractor is required to: l Notify of any changes to their estimate of delay and supply the architect/contract administrator l Notify of an event which they consider to be a compensation event within eight weeks l Provide details of the expect effects of the delayl Provide the architect or contract administrator with its master programme

3 The contractor’s planning method statement, working schedule and progress records are examined by:l The project time manager l The valuerl The auditor l The design coordination manager

4 Under the early warning notification the contractor is required to update the risk register within:l Three business days l Five business daysl Seven business days l One month

5 Appendix D concerns:l The type and version of software to be usedl The allocation of risk between partiesl The working schedulel Extensions of time


Continuing Professional Development CIOB Contract for Complex Projects 2013

>contract used in the construction industry. The CPC 2013 is a contract moving towards collaboration and its drafting to accommodate BIM also reflects this.

Publication of all information is by electronic means either by submittal in the common data environment — that is the project management system to which everyone who needs project information will have access — or by email or electronic transfer via a file transfer protocol. This obviously helps with reducing physical storage space, but requires discipline in terms of electronic storage and file management, hence the need for a data manager.

Key Featuresl A dynamic time model The contractor’s critical path network or working schedule. At Appendix D the type and version of software to be used is stated.l Progress records The working schedule is updated regularly from actual progress records evidencing progress as specifically required by the contract. l Priced working schedule The contractor’s tender is broken down and allocated to the scheduled activities and amended to account for variations/changes and provides an out-turn predicted cost of the works. Interim payments are made in terms of the work completed according to the actual records of progress made and the updated working schedule. From this the valuer calculates the current value of works and a contract administrator’s notice of payment due authorises the payment to the contractor.l Updating the working schedule The contract requires detailed information on things such as when each activity started, the resources used, quantity of work completed, the date activities were completed and milestones achieved. The contractor produces a draft updated working schedule with a recalculated critical path showing the effect on the completion date of the project.

The contractor also has to advise on how it is to overcome any delays for which it is culpable. The project time manager then accepts, rejects or conditionally accepts the revised working schedule. If the contractor disagrees with the decision, for example it may consider a delay is due to a variation, not something that is a

contractor’s risk, it must submit to the process of issue resolution.l Quality control The auditor checks that the draft working schedule, draft planning method statement etc conforms with the principles of the Guide to Good Practice in the Management of Time in Complex Projects. The contractor must rectify any issues within 10 business days.l Early warning notification The contractor is required to notify of any event or occurrence that will adversely affect the project. A risk meeting is convened and the risk register is updated within five business days.l Time contingencies The employer’s time contingency is identified as a separate activity within the working schedule and the contractor also has to set out its time contingencies against contractor risks.l Risk This is allocated between the parties and is set out in Appendix F. 15 are employer risks and eight are contractor risks with space provided to allocate additional risks between the parties.l Acceleration If the employer wishes to achieve an earlier completion or overcome a delay, the contractor may be instructed to accelerate. If the contractor fails to comply with an instruction to recover lost time for which it is responsible or achieve dates by acceleration, for which it has been paid, then the employer may impose sanctions against the contractor as set out in the contract.l Extensions of time (EOT) The contractor is only granted an EOT if it can demonstrate an entitlement by showing records of performance as evidence and by calculation using the updated working schedule. Given this is updated frequently it should be used as a predictive tool. There is no need for a subjective “fair and reasonable” assessment.l Building information modelling (BIM) This contract has been drafted for use with BIM as this becomes more prevalent within the industry and is timely given that by 2016 public sector projects are to be procured using BIM.

ConclusionIf the parties comply with the requirements of CPC 2013, there should be few surprises and fewer disputes, as problems will be managed and solutions found contemporaneously along with a predicted final out-turn cost. What needs

to happen, though, is for a larger proportion of the industry to understand planning, scheduling, critical path analysis and how to use the software, and for employers and their advisers to take on the CPC 2013. Therein lies the challenge!

Trevor Drury FCIOB is managing director of Morecraft Drury and a specialist in procurement, construction contracts and claims

ContactThe Chartered Institute of Building | Members’ Newsletter | Issue 119 | February 2014

From March MCIOBs and FCIOBs can use the designation Chartered Construction Manager

>In a move which refl ects the breadth and complexity

of modern construction careers CIOB members can now apply to call themselves a Chartered Construction Manager as an alternative to Chartered Builder.

Full corporate members (MCIOBs) and fellows (FCIOBs) who register

their interest in advance will be able to use the designation Chartered Construction Manager from March.

The decision by the Privy Council brings the CIOB into line with long-running trends in academia and industry: built environment degrees are increasingly described as construction management courses, and career options range from design to carbon reduction, costing, procurement or strategic business development.

Milestone for membershipAchieving chartered status for the designation of construction manager is the culmination of years of research and development by the Institute, crystallised by former CIOB presidents Professor Li Shirong and Professor John Bale, who set out a new broader defi nition of the role in 2011.

Chris Blythe, chief executive at the CIOB said the Institute is delighted that construction management has received the external recognition and validation that it so richly deserves. “The title Chartered Construction Manager refl ects the professionalism of our members and the infl uence they have on the built environment sector,” he said.

“Acting as an interface between disciplines and trades, professional construction managers are pivotal team players. Their contribution is

Members can now use Chartered Construction Manager designation

critical to the successful outcome, as well as the quality and sustainability of any completed building.

“Securing Chartered Construction Manager is an important milestone for the Institute and its global membership. We expect that this internationally recognised title will attract a generation of newcomers to the sector, inspired by the variety of exciting roles on offer.”

The Chartered Builder descriptor will continue to be available, but members

will have to choose whether to use it or opt for the new designation . This follows clarifi cation of previously published information, which suggested that members would be able to use both descriptors .

Full corporate CIOB members(MCIOBs) and fellows (FCIOBs)who would like to use the new titleare invited to register their interest byvisiting www.ciob.org/chartered-construction-manager

NEWS

• p44 ON THE RADARAll the latest news and developments from the CIOB at HQ and in your area, including skills deal in Wales, recognition for leading female engineer and plans for Novus in the East of England.

• p48 COMMENTFacilities management expert Ian Barker on why he was compelled to write a practical guide to FM

• p49 IN GOOD COMPANYHow an innovative healthcare facility changed patient outcomes

•

p50 LEARNING CURVECareer resources, plus meet One to Watch, Gerard Graham

• p52 THE KNOWLEDGENew wealth management member benefi t plus diary dates for February

INTHISISSUE

• p54 FROM THE TOPFred Samelian, president of Hill’s Construction Claims and Consulting Group

>The CIOB has signed an agreement with CITB Wales, the Sector Skills Council

for the construction industry to encourage more joined up working between Welsh Government and partners and employer, to provide a complete skills solution for the Welsh construction industry.

The signing took place at the Welsh Construction Skills Group (WCSG) meeting in Llandrindod Wells, and saw WCSG chair, Robert Williams of the WRW Group, Laura Clarke of the CIOB, Mark Wusthoff of Bouygues UK and chair of the CIOB Wales Branch, and Wyn Prichard, director of CITB Wales, come together to mark the new approach.

CITB Wales already has good working relationships with the CIOB and this latest move will formalise this work. The objective is to encourage joined up working and share action plans between organisations relating to the built environment across Wales, to share resources and expertise to the benefit of the construction industry as a whole. Particular areas of focus include education, training and skills, and qualifications.

Bridget Bartlett, chief operating officer at the CIOB, says the agreement signifies the strength of CIOB Wales/Cymru and CITB Cymru’s collaborative relationship. “With construction as a key priority sector in Wales, CIOB Wales has an opportunity to promote and support employers through training partnerships and members’ support,” she said.

Wyn Prichard said: “We are committed to working with the Welsh Government, employers and other bodies in Wales to ensure that we are providing the industry with the support and training it needs to make sure that we have a fully skilled workforce so that we

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ON THERADARContact | Feb 14

are in the best position possible for future economic growth.”

CITB Wales has also been working closely with the Royal Institution of Chartered Surveyors (RICS), Royal Institute of British Architects (RIBA) and Institution of Civil Engineers (ICE) and hopes to sign MoUs with these organisations in the near future.

For more information about the training and business support provided by CITB Wales visit www.citb.co.uk

Partnership promises to boost skilled workforce in construction in Wales

NEW FELLOWS, MEMBERS AND CBCs

Congratulations to all newly elected Fellows, Members, Chartered Building Company and Training Partnership representatives who attended the last presentation ceremony to be held at Englemere on 6 December 2013 to receive their certificates.

Presenting the certificates were CIOB Past President Bob Heathfield PPCIOB and CIOB Chief Executive Chris Blythe

FELLOWSShaun Sheldrake FCIOB, Paul Wyatt FCIOB

MEMBERSDavid Adlam MCIOB, Timothy Allen MCIOB, Jack Bird MCIOB, Bryan Burgess MCIOB, Hussain Chizari MCIOB, James Cooper MCIOB, William Corry MCIOB, Robert Dalton MCIOB, Robert Foulger MCIOB, Sean Gilmore MCIOB, Graham Goldthorpe MCIOB, Adrian Hampshire MCIOB, Julia Howard MCIOB, Andrew Majcher MCIOB, Josh Matthews MCIOB, Darren McKeon MCIOB, Oliver Mendelsohn MCIOB, Kevin Millar MCIOB, Lee Morrissey MCIOB, Andrew Povey MCIOB, Christian Pullinger MCIOB, William Ross MCIOB, Ross Satchwell MCIOB, David Shaw MCIOB, Theodore Sota MCIOB, Paul Stevens MCIOB, Oleg Svornev MCIOB, Ivan Towson MCIOB, Aaron Wright MCIOB

CHARTERED BUILDING COMPANYMarsh Building Services Ltd

TRAINING PARTNERSHIPRBC Surveyors (R & B Consultancy Ltd)

NEW FELLOWSThe following Members progressed to Fellowship on 5 December 2013:

Janine Armstrong FCIOB, Kevin Bannister FCIOB, Jamie Barrett FCIOB, Dominic Benoist FCIOB, Chan Wing Kin, Timothy FCIOB, David Cowperthwaite FCIOB, Lesley Fairley FCIOB John Farkas FCIOB, Christopher Fookes FCIOB, Robert Foulger FCIOB, Richard Gallacher FCIOB, Gao Zhenfeng FCIOB, Andrew Gibb FCIOB, Philip Gold FCIOB, Gong Jian FCIOB, Ian Hedderick FCIOB, Kevin Hogwood FCIOB, Mark Jackson FCIOB, Hou Jin FCIOB, Michael Johnston FCIOB, Li Zhonghui FCIOB, Geoff Martin FCIOB, Timothy Martin FCIOB, Mok Peng Lam FCIOB, Aidan Mortimer FCIOB, Carl O’Boyle FCIOB, Patrick Quearney FCIOB, Andrew Ralph FCIOB, Naran Shankla FCIOB, Bryn Thomas FCIOB, James Tucker FCIOB, Andrew White FCIOB, John Wilson FCIOB, Yu Yong FCIOB, Wang Xinnan FCIOB, Wei Ming FCIOB, Yin Baoxing FCIOB, Zhou Wenbo FCIOB

A new agreement between CITB Wales and the CIOB will benefit the construction industry in Wales

trustee vote

Voting for the election of the CIOB Board of Trustees 2014 election will begin on 12 March.

Ballot papers will be sent to all corporate members (MCIOB/FCIOB) in March. More details on how to vote

will be published in the next issue of CM. Make your voice heard and help shape your Institute.

NOTIFICATION OF FORTHCOMING ELECTION YOUR CHANCE TO VOTE FOR BOARD OF TRUSTEES

High on networking: young professionals enjoy multidiscipline skyscraper event

north west in brief

> BOOK NOW FOR BLACK TIE DINNERThe North West Annual Black Tie Dinner will take place on 16 May at The Point, Lancashire County Cricket Club, Emirates Old Trafford.

The evening will start with a drinks reception at 6.45pm sponsored by Henry Boot Construction, followed by a four-course dinner prepared by Heathcotes.

Guests will be entertained after dinner by presenter and comedian, Alfie Moore, who has three times written and performed his own one-man show at the Edinburgh Fringe Festival, including “I Predict a Riot”, which he has toured nationally.

This year the event will raise money for charity North West Air Ambulance.Tickets cost £65 + VAT per person and tables of 10 are available. To book contact [email protected]

STILL TIME TO ENTER PRESTIGIOUS YORKS CONSTRUCTION AWARDS

The CIOB’s CCIWY awards celebrate high-quality work by West Yorkshire’s construction industry supply chain including developers, designers, builders and end-users, both large and small. The awards promote a range of different sectors essential to the delivery of innovative construction, from empowering communities through corporate social responsibility and investing in skills, to creating low carbon developments and being environmentally pro-active.

The awards are open to organisations, both public and private, and also individuals located in and around West Yorkshire and whose business is related to construction. This year’s award categories are:

• Committed to Renewable Technologies

• Committed to Training • Committed to Excellence & Quality • Committed to Innovation • Committed to Sustainability • Committed to Health & Safety • Committed to a Contractor

of the Year• Committed to Collaborative Working • Committed to The Environment • Committed to a Project of the Year

FOR FULL DETAILS of each award category and how to enter download an Application Pack from the CIOB website or email [email protected] A VIDEO about the evening on YouTube at www.youtube.com/watch?v=l88LyH9Yy4c

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The CIS building in Manchester where The Sky’s the Limit networking event was held

MEMBER OFFER ON WEALTH MANAGEMENT

member benefit

LEADING PERSONAL FINANCE FIRM OFFERS EXCLUSIVE MEMBER DEAL

>

>Members of the CIOB in the North West headed to a Manchester skyscraper

in November for an interprofessional networking event.

More than 130 young professionals attended an annual built environment interprofessional event for an evening of entertainment, food and networking.

Sponsored by a host of professional organisations and businesses including the CIOB, ICE, the Institute of Acoustics and the Urban Design Group, the event offers an opportunity for all those in the early stages of their career to get to know their peers in the region and learn more about the partner professions they work with.

Dubbed “The Sky’s the Limit”, the event took place on the 24th floor of the CIS tower, providing attendees with access to the Co-operative Group boardroom and brilliant views over Manchester at night.

Sponsor CIC gave a presentation on its Learner Voice programme, under which industry professionals buddy up with younger professionals to provide advice and guidance. Attendees got the chance to network by forming teams of four and competing in a skyscraper themed quiz.

FTSE 250 company, St James’s Place Wealth Management has formed a new relationship with the CIOB as its exclusive provider of wealth management advice.

St James’s Place Wealth Management is offering CIOB members a no obligation review of personal finances from issues such as how to minimise your personal taxation, or how to invest for growth, to how to plan for retirement, or arrange long term care solutions for parents or mitigate inheritance tax.

The company offers advice on a range of wealth management issues, from investment planning and retirement planning to protecting

wealth and estate planning. Whether your family wishes to mitigate an inheritance tax liability or needs care fees guidance, or whether you or your business needs an insurance-backed solutions to protect your wealth, it is important to obtain quality advice. The right investments arranged tax efficiently are the foundation of a wealth management strategy and with people living longer and savings being squeezed, protecting your wealth and planning for the future is vital.

For more details on this new offer for CIOB members please turn to p52.

If you would like to arrange a confidential, face-to-face review of your finances, without obligation, call 0800 953 3030, email [email protected] or visit

HAVE WE GOT YOUR CONTACT DETAILS CORRECT?• If you have moved or changed any of your details recently, don’t forget to tell us. You can update your details online – simply log in to “members area” of the website www.ciob.org. Or email us at [email protected] or call our membership customer services team on +44 (0) 1344 630706 for further help. If you would rather post your details send them to: The Chartered Institute of Building, Englemere, Kings Ride, Ascot, Berkshire SL5 7TB, UK

>Dr Phebe Mann MCIOB has received an Honorary Fellowship from Bradford College

in recognition of her contribution to civil engineering and construction law and her efforts to encourage more women to enter the sector. Mann is civil engineering senior lecturer in highway and transportation, construction and planning law at the University of East London.

Mann was described by the college as a “potent role model for women in science and engineering” Throughout a groundbreaking career, she has won numerous awards and accolades for her contributions including the 2011 Woman of Outstanding Achievement “Tomorrow’s Leader” award from WISE.

In recognition of her innovation and research work, she has also won an Innovation and Research Award

from the CIOB. More recently, the Society of Construction Law commended her submission for the Hudson Prize and the Australian Brooking Prize.

Mann is the first and only woman in the UK to hold five professional engineering qualifications concurrently: Chartered Civil Engineer (CEng MICE), Chartered Surveyor (MRICS), Chartered Builder (MCIOB), Member of the Chartered Institute of Arbitrators (MCIArb), and European Engineer (Eur Ing). In recognition of her contributions, she was nominated a Fellow of the Royal Society of Arts (FRSA).

She has led the way for other women to consider, and be considered for, senior roles in the engineering industry. Acting as an Ambassador for STEM and a Talent2030 Hero, she is determined to encourage young women to pursue civil engineering careers and forge their own paths in the sector.

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Honorary fellowship recognises leading female engineer’s influence

HONG KONG TO HOST GLOBAL STUDENT CHALLENGE FINALS

The University of Hong Kong will host the finals of the CIOB’s Global Student Challenge on 24–25 July. The initiative aims to help identify and mold the construction leaders of tomorrow.

Universities in Australia, Hong Kong, the UK and the US have already entered teams to compete in the challenge and the top six best-performing teams during the competition will be flown to Hong Kong to compete in the finals.

The finalists’ travel to Hong Kong will be funded by the CIOB. Once there they will have the unique opportunity to engage with some of the world’s leading experts in construction management.

Michael Brown, CIOB deputy chief executive, said the challenge is “a serious step change in the way that we hope to develop talent. With research indicating that there will be 70% more construction work going on around the world by 2025, we believe that we need to take pertinent and innovative steps to nurture the talent to deliver on these estimations”.

Winners of the competition will receive an invitation to a prestigious leadership development group where they will receive mentoring and career development. Registration for the competition closes this month. For more information and to register, visit www.ciobglobalstudentchallenge.com.

competition

Dr Phebe Mann (centre) has added to her incredible list of achievements with an honorary fellowship from Bradford College

“The construction industry enjoyed another month of strong growth in December, according to a PMI survey. The sector looks to have provided a major boost to the UK economy with output growing at some of the fastest rates for just over six years.” Chris Williamson, chief economist, Markit

Full of eastern promise: Novus ambitions continueEAST OF ENGLAND

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SCOTTISH FELLOW AWARDED FOR EXCELLENCE

Bob English, a fellow of the CIOB, was awarded the Industry Excellence Award atThe Highland Construction and Property Dinner in Inverness recently.

The event is a joint event run by local branches of the CIOB, RICS and Scottish Building.

English was chosen for his lifetime commitment to the CIOB, business and education.

A Fellow of the CIOB and a past CIOB Scottish Branch Chair and Highlands and

SCOTLAND

LEADING LIGHT IN CIOB SCOTLAND RECEIVES LIFETIME ACHIEVEMENT GONG

This year expansion into Cambridge, Colchester, Chelmsford, Suffolk and Norfolk is expected to raise student memberships by 20%.

The group has also been approached by two large construction companies looking for assistance in helping young and senior employees to become ICIOB or move up to MCIOB. To date, two employees have earned ICIOB and three others are applying for MCIOB status.

The group plans to build on its programme of events, which last year included white water rafting at the Olympic Centre, with the following events:

• Coverage of Universities and Colleges • Site visit to the Essex Business School • Site visit to the new Essex University

Library• CPD “How and why network?”• CPD “Employability”• Spring Treasure Hunt• New Novus Challenge• CV Writing workshop• Interview workshops

For more details contact [email protected]

20,000 THE NUMBER OF

SEATS THE NEW BRENTFORD FOOTBALL CLUB STADIUM

WILL HAVE WHEN IT RELOCATES TO LIONEL ROAD

NEAR CHISWICK ROUNDABOUT. WILLMOTT DIXON’S

DEVELOPMENT BUSINESS REGEN WILL BUILD THE NEW

STADIUM ALONG WITH 910 RESIDENTIAL APARTMENTS.

>Novus in the East of England is entering the third year of its fi ve-year plan which

has seen the group go from success to success and become a real link between the Institute and many of the education establishments of the East of England.

Due to a very successful fi rst two years, where Novus was launched in Essex, Herts and Cambridge, this year the group will work more in Cambridge, Norfolk and Suffolk as well as with ARU and Oaklands College, which are the main education establishments in the Essex and in the Herts area.

Relationships such as the one with ARU and Oaklands have helped the East of England Branch to achieve on average a 60% increase in student memberships.

Both institutions have been visited on a yearly basis with around 400 students attending presentations, such as the recent one on “employability” when Novus, a main contractor and a recruitment agency discussed in an open forum what the industry looks for when employing new graduates. Two students at the establishments have been elected as Novus representatives.

Islands Centre Chair, he has guided many local members to full CIOB membership through the DMX and EPA routes and is still an active and valued member of the Highlands and

Islands Centre Committee.The evening raised over

£8,000 for a local charity Maggie’s Highland. The event was hosted by Nicky Marr of Moray Firth Radio and guest speakers were Cllr Drew Hendry, leader of the Highland Council, and Jane McCarry, better know as Isa from the BBC sitcom Still Game.

It was the second year the dinner has been held by the local branches of RICS, CIOB and the Scottish Building Federation.

Practical matters

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“FM Is expanding and changing fast and the focus is now on what a

facilities manager has to deal with. New facilities managers sometimes

feel overwhelmed by the sheer scale of what FM is”

COMMENT

Hours and hours of feverish typing, constant rewrites and copious amounts of the strongest coffee

available all conspired to create A Practical Guide to Facilities Management. It turned from a series of “notes to self” and “aide mémoires” into a major obsession. But I did achieve what I set out to achieve.

The idea was to create a readable, usable and individual book on FM. Having been in the industry for longer than I care to remember and talking to my peers in networking groups, I felt there was a

Ian Barker on why there was a gap in the market for a practitioner’s guide to facilities management

deal with. In the past this has never been thoroughly mapped out and new facilities managers have come from diverse but linked occupations. From talking to new facilities managers I found that in the early days of employment they sometimes feel overwhelmed by the sheer scale of what FM is.

The learning process for facilities managers never ends and to get ahead and stay there sometimes requires an initial impetus. This book was designed to be that impetus.

As mentioned, this is a practitioner’s book and reflects my working life. It is therefore flavoured with a practitioner’s viewpoint in an educational establishment. I believe that the principles of FM are transferable to other areas and the tenets of FM still remain constant.

The book was written and the first draft went to the publishers who were keen to make sure that the book fitted the need of the market and that it would act as a complementary book to other FM titles, and not as a competitor to the excellent books that are out there already.

The early reviewers suggested some changes and these were duly incorporated to bolster and create a more rounded book which, although practical and based on my experience, could also be used by students of FM.

FM is a rapidly developing industry and is poised on the edge of major changes in its framework and development. Most

companies are realising the importance of FM as affecting their bottom line and thus strategic FM is here to stay. I hope that my book has a part to play, albeit minor, in its future.

The book was published in August 2013 and although it is early days, is already receiving positive reviews in places as diverse as Austria, New Zealand and South Africa. A number of colleges and universities in the UK have already indicated that the book will form part of their reading list for current FM courses.

Sometimes a spark of an idea can grow and mushroom into a project that develops its own momentum and becomes more of an obsession. I am happy to say that my particular obsession has become a reality and a project I am proud to have completed. •

niche for a practitioner’s book. I felt I could give something back to FM and hopefully provide some guidance for new facilities managers coming into the industry.

What was the starting point?Years of operating as a mentor for new colleagues coming into the industry made me realise there was no route map of how to set up an FM department. FM is expanding and changing fast and the focus is now on what a facilities manager has to

Order a copy of Ian Barker’s book A Practical Guide to Facilities Management at www.whittlespublishing.com (ISBN 978-184995-096-1)

Ian Barker MCIOB is estates andfacilities manager at UniversityCentre Blackburn College. He recently spoke to the CIOB FMGroup on the issues raised in his book

>

ian barker

“The young people who use our services wanted a place that was totally different from the clinical surroundings of the ward. Many of them have had poor life experiences and we hope the retreat will help make them feel valued.”

AN innovative woodland retreat for the rehabilitation of young people with

mental health issues has won an award for Best External Environment.

The Woodland Retreat, a service provided by Pennine Care NHS Foundation Trust, won the award at the Building Better Healthcare Awards 2013 for its imagination and inclusion of service users. Based in Bury, the state-of-the-art treehouse was the first mental health unit of its kind in the country and introduced young people from Pennine Care’s nearby Hope and Horizon units to relaxation and learning, enhancing the therapeutic approach.

The judges said: “We were particularly impressed with the imagination shown by the trust in recognising how a very challenging, sloping site could be redesigned to provide such a stunning, interesting and engaging space for young people.”

Established in 2008 The Hope Unit is an acute psychiatric in-patient service for young people, ensuring they receive the treatment they need in an age-appropriate environment. The Horizon unit, which opened in 2010, was developed to enhance Pennine Care’s ability to support young people with complex mental health problems. Between the two units there are 22 beds for young people aged 13-18 years, who receive treatment for a full range of mental health or psychiatric disorders.

Blending inThe aim was to create a playful, educational and sustainable place where young people with acute and intermediate mental health issues could spend time with each other, with family members and with the wider community in an outdoor environment. The patients themselves designed the space, which has been developed on wasteland.

The project’s innovation comes from the adoption of a treehouse concept to blend into the surrounding environment and otherwise disused woodland area, expanding this idea to enable activities such as gardening and the cultivation of vegetables. This encourages independence, meaningful social interaction and a heightened awareness of responsibility and care, all important to enhancing the patient experience.

Pennine Care funded the £178,000 development, helped by a £100,000 grant from the Department of Health, via the King’s Fund.

TREE HUGGINGpennine care/blue forest

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Set in the natural woodland next to the Hope and Horizon units, the Woodland Retreat includes a 40 metre wooden treehouse, complete with decked area, barbecue and allotment.

Pennine Care elected to work with Blue Forest, a specialist tree house company renowned for creating structures that reflect the environment in which they are built.

Andy Payne, Blue Forest’s managing director, says: “The space utilised was in an area of wasteland and careful thought was given in the design of the tree house to ensure that the structure is in keeping with its host environment. Key considerations included the selection and sourcing of materials, management practice, construction methods, conservation and waste management.”

A variety of different types of external timber cladding help the building blend in with its surrounding environment. The structure is raised off the ground and supported on solid timber posts. In this way the scheme required less

INGOODCOMPANY

landscaping, allowing it to be built on the steeply sloping site with little need for the removal of any of the existing trees, flora or fauna.

The building is made from sustainably sourced wood (FSC/PEFC) and felled saplings from the site were reused to construct perimeter fencing. Glulam beams have been used to create an open internal space that feels bright and spacious.

Patient involvementThe Blue Forest team offered the unique opportunity for the service users themselves to help develop the design in a practical and collaborative process. Keith Walker, specialist services director at Pennine Care NHS Foundation Trust, says that as treating young people with mental illness can be challenging it was important to find new and engaging ways to support their rehabilitation.

“The young people who use our services said they wanted a place that was totally different from the clinical surroundings of the ward, which prompted the development of the Woodland Retreat,” says Walker. “Many of the young people who access our services have had poor life experiences and we hope that the retreat will help to build their confidence and make them feel valued.” The retreat has played a key part in reducing the length of stay by 10 days, a 65% reduction in the incidents of violence and aggression and an 8.5% reduction in self-harming incidents. “Parents are very pleased when they visit,” says one member of staff. “It instills a sense of reassurance that their child is being cared for in a service that values young people and cares for their needs in an age-appropriate way.” •

A state-of-the-art treehouse for a Bury hospital has delivered astonishing results for patients. No wonder it won a healthcare construction award

Patients were involved in the treehouse design process

Q My working hours have been reduced and I’m fi nding it increasingly diffi cult to balance my fi nancial commitments on the reduced income. What potential sources of additional income might be available?If you have a child/children aged under 16 (or 16-18 and in full-time education), you may qualify for child tax credits in addition to any child benefi t already being paid, subject to an assessment of your circumstances and income. You might also qualify for assistance with housing costs (rent allowance) and council tax benefi t.

Provided you and/or your partner are working for at least 16 hours weekly, you may qualify for working tax credits.

Further details are available here: www.adviceguide.org.uk/index/life/benefi ts/benefi ts_and_tax_credits_for_people_in_work.htmIf you have any concerns regarding your wider fi nancial situation or have any debts, the following organisations offer free, impartial and confi dential advice guidance and support in dealing with fi nances. www.stepchange.orgwww.nationaldebtline.co.uk

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LEARNINGCURVE

Q I am having diffi culty paying for my CIOB annual subscription, is there any help available?The CIOB does have a concessionary rate of membership for members facing fi nancial hardship. Details and an application form may be obtained from the CIOB website.

There are deadlines by which all applications must be received, so please don’t delay your application. The Institute will always try to help and support members in diffi culty, so if you’ve any concerns please do get in touch. Please don’t risk your membership

lapsing. Contact us, as we’ll do whatever we can to help you.

The Benevolent Fund can also help in other practical and fi nancial ways, so if you have any concerns please do not hesitate to contact us.

Ways to help…The CIOB Benevolent Fund is here to

help members. It offers practical advice with employment matters, housing issues or the consequences of ill-health or early retirement. All enquiries are entirely confi dential.

Contact Frank MacDonald by email at [email protected] or call 01344-630780

YOU ASK WE ANSWER

>

LET OUR EXPERTS TACKLE YOUR CAREER QUESTIONS

MANAGE IN A MINUTE

LAST AUTUMN the minister for equality Jo Swinson said women should ask male colleagues what they earn to make sure they are not being paid less to do the same job. If you feel you’re not being paid what you deserve, how do you ask for an increase?

BE PREPAREDResearch what your position is worth by looking at job ads, salary surveys... and asking your colleagues. You can speak to your HR department confi dentially or call recruiters to get their opinion. This helps you enter negotiations armed with evidence to back up your request.

CHOOSE YOUR TIME WISELYProve your value to the company, for example keep note of your successes so bosses are aware of your achievements. Also don’t leave it until after yearly budgets have been set and don’t ask if your company has just issued a profi ts warning or made redundancies.

MAKE SURE IT’S FACE TO FACESchedule a time to talk to your boss rather than snatching a moment in the canteen. Consider doing it out of the offi ce, it’s more informal as guards are down.

IF YOU ARE TOLD NO Don’t be discouraged if you get turned down. Ask what you need to do to move up a pay band. A pay rise may be possible after six months, send an email after the meeting to confi rm this and chase the topic again after six months have elapsed.

HOW TO ASK FOR A PAY RISE

IVAN McCARTHYSenior contracts manager for Sisk & Son in Dublin who recently progressed from ICIOB to MCIOB to FCIOB in a matter of 12 weeks.

“Despite good intentions, I have only recently progressed from my ICIOB following a degree of ‘gentle persuasion’ from high-profi le CIOB members including past president Alan Crane and chief executive Chris Blythe, together with encouragement from my colleagues on the Council of CIOB Ireland. I am extremely pleased to have progressed to FCIOB.

“My progression from ICIOB to

MCIOB, involved following the Experienced Practitioner Assessed Report (EPAR) route which provides an accelerated pathway to chartered membership for senior managers with typically 10 or more years in the industry. Candidates like me, who opt for this route, are likely to have signifi cant responsibilities for resources, fi nances and technology.

“The EPAR application is a two-stage process; it requires the completion of a report based on your competencies under various headings and is followed with an interview that focuses on the report. Looking back, the hardest part of that process was

getting into the mindset to complete the application and actually making a start.

“Having achieved MCIOB, I then went on to apply for fellowship, which seemed like a perfectly natural progression for me. The process was relatively straightforward, requiring the completion of an application form which was then assessed and ratifi ed, based on specifi c criteria by the CIOB’s fellowship panel.

“It is an important achievement for me personally to achieve FCIOB. It is a globally recognised designation that clearly acknowledges that I meet the very highest level of professionalism.”

BEINSPIRED

lapsing. Contact us, as we’ll do whatever we can to help you.

other practical and fi nancial ways, so if you have any concerns please do not hesitate to contact us.

Ways to help…The CIOB Benevolent Fund is here to

help members. It offers practical advice

>Do you want to know how CIOB membership can assist

you in your career?

The CIOB is running a series of free, informal workshops on membership in various locations. The question and answer sessions are for members and non-members of the CIOB to fi nd out about becoming an ICIOB/ACIOB and how to progress membership to MCIOB chartered grade.

The CIOB has worked with NARIC UK to gain a benchmark for its MCIOB qualifi cation which is equivalent to a Batchelors degree. Membership delivers the recognition professionals deserve within the industry and it also provides a globally-recognised qualifi cation.

Attendance at this workshop is essential for anyone wishing to progress their membership status to MCIOB. Students in their fi nal year will fi nd it useful to have the process for upgrading explained, as will existing ACIOB and ICIOB members.

Following the switch to a new process for the Professional Review in 2012 this workshop will give you all the information you need on the new system and the whole application procedure. There will be guidance on how to apply, what the requirements are for chartered membership plus numerous tips to ensure your application is successful.

There is also a workshop on progression to FCIOB status being held on 20 February at The Radisson Blu Stansted, Essex. Contact [email protected] for details.

MCIOB WORKSHOPS ARE BEING HELD AT:Wolverhampton 18 February 6pm Contact: [email protected] 11 February 6pm Contact: [email protected] 12 March, 6pmContact: [email protected]

For other workshop events go online to the CIOB website and search under “events”.

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WORKSHOPS TO UPGRADE YOUR MEMBERSHIP IN 2014

Q Why did you choose a career in construction?I have always had a “problem-solving” methodical mindset and from an early age was interested in the formation of structures. I studied at the University of Ulster where I graduated with a BSc (Hons) in Construction Engineering and Management, followed by a Masters in Computing and Information Systems.

Q What’s the best and worst part of your current job?I thoroughly enjoy the commercial side of my role and getting out and about to meet clients and suppliers. I also really enjoy my role as chair of the Novus Ireland Northern Centre. Arranging and attending events with other like-minded people is a great way to know what it going on in the industry and also to learn about business development opportunities.

The worst part of the job is that it is diffi cult to plan far ahead. You never know when you might be about to submit another important tender.

Q What would you have done if you hadn’t worked in construction?My brother is a captain of a Boeing 737 for Ryanair fl ying out of Pisa. I have taken fl ying lessons and really enjoy the aviation industry. I did contemplate following his career choice .

Q How do you relax when you’re not at work?I teach modern jive at a dance class and take the beginners section. It’s completely unrelated to my day-to-day work and a great way to break up the working week. I am also in a

running club and will run the London Marathon in April. I also belong to a sailing club in my home town of Dundrum in Co. Down where we race Lighting class boats.

Q What’s the best advice you’ve ever been given?“Moderation and variation”. I think this is good advice. My dad also had a saying: “A wise man learns more from a fool than a fool learns from a wise man.” I’ve always liked that one. Listen and learn from everyone is how I interpret it.

Q What’s your most embarrassing moment at work?When we were conducting refurbishment of a live Belfast city centre offi ce building I did a walkthrough with the client on completion. It was getting late on a Friday afternoon when we got as far as signing off the fi nal snags in the female changing room. I said: “Let’s go in, I’m sure there’ll be nobody in at this time”. Wrong!

Q If you were starting your career again what would you do differently and why?I would have pursued CIOB membership and Novus membership sooner as I recognise the benefi ts it brings. I also think when young it is good to get experience working in a large fi rm, although it’s more rewarding to work in a smaller fi rm. I have no regrets and am very happy that I work in a progressive SME construction company where I feel part of a winning team that is growing and developing together. We are aiming to get the Investors in People accreditation in 2014 which I plan to project-manage.

Gerard Grahamprocurement manager, Wilson Construction & Engineering

>

MANAGE IN A MINUTE

Book your seat for a membership

progression workshop

MEMBER BENEFITS

CIOB HILL INTERNATIONAL MASTERCLASSESHill International and CIOB’s Masterclass training series Tel: 020 7618 1200 www.hillintluk.com

IHS Critical technical information and decision-support toolshttp://uk.ihs.com

CIOB and VESOURCECar LeasingTel: 0845 052 5268www.vesource.co.uk/ciob.asp

CIOB TRAININGCPD-approved courses Tel: 020 7665 2432(quote WIZ1272) www.thomastelford.com

How well do you know the NEC3?> Do you know the risks of amending, or of not amending, the NEC3 form of contract? Seventy construction professionals who attended the Hill/CIOB Masterclass in London in November now do, along with the challenges presented by lawyers and the risks presented by the language used in the NEC form. In Oman, the subjects studied took a more international form, as attendees discovered the sheer volume of projects planned for the sultanate, and learned how best to deal with the local standard contract form, which has remained

almost the same since the late 1970s. Over 70 attendees heard from world-leading experts in law and construction.

In 2014 the Masterclass plans to head to new destinations as well as visiting some regular haunts. The fi rst

will be Riyadh in the Kingdom of Saudi Arabia, followed by locations as varied as Rio de Janeiro, Dublin, London and Ankara.

Special discounts are available for CIOB members.

For more information contact Stuart Wilks at Hill International on 020 7618 1200 or email [email protected]

EXPERT-LED

NEC3TRAINING

How well do you know the NEC3? Do you know the risks of amending, or of not amending, the NEC3 form of contract? Seventy

LEARNING

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Wealth management review for members> Tax, investment, retirement... managing your personal fi nances properly is key to achieving your lifestyle and fi nancial goals. A new offer for members will help you do that

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St James’s Place Wealth Management through its national network of partners can meet and consult with CIOB members, conducting a no obligation review of your personal fi nances.

Whether you are looking to minimise personal taxation, invest for growth, plan for your retirement, arrange long-term care for parents or mitigate inheritance tax, St James’s Place can help you and your family achieve your lifestyle and fi nancial goals.

Investment Planning The right investments, arranged tax effi ciently, are the foundation of a successful wealth management strategy.Retirement Planning With people living longer and savings being squeezed, strategic retirement planning is a key part of an overall wealth management solution.Protecting Wealth Protecting the wealth of our clients’ families is a vital element of our service. St James's Place is a specialist in providing insurance-backed solutions to protect individuals, as well as companies and the people who own and manage them.Estate Planning As we live longer, inter-generational planning is becoming a key element in wealth management. Whether your family

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› If you would like to arrange a confi dential, face-to-face review of your fi nances, without obligation, please call 0800 953 3030, email [email protected] or visit www.sjpp.co.uk/ciob.› Advice is provided by representatives of St James’s Place Wealth Management (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the group’s wealth management products and services. › For more details, visit sjp.co.uk/products. The title ‘Partner’ is a marketing term used to describe St James’s Place representatives. CIOB is an appointed introducer to St James’s Place Wealth Management, who are authorised and regulated by the Financial Conduct Authority.

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EAST OF ENGLANDStudent Site Visit to the Medical Business Innovation Centre6 February, Time TBC, Anglia Ruskin University ChelmsfordContact: [email protected]/Pub Quiz11 February, Time TBC, Venue TBCContact: [email protected] Awareness12 February, 7.30pm, Anglia Ruskin University ChelmsfordContact: [email protected] Regulations Update19 February, 7pm, NHBC offices, Milton KeynesContact: [email protected]! Fire!19 February, 6pm, Brome Grange Hotel, EyeContact: [email protected] Face of Modular Construction19 February, 6pm, Holiday Inn HistonContact: [email protected] Workshop20 February, 6pm, Radisson Blu Hotel Stansted AirportContact: [email protected] Evening — Queensgate Before and After21 February, 7pm, The Bell Inn, StiltonContact: [email protected] Openreach The Big Build — Fibre Optic to the UK25 February, 7pm, Mercure Hotel, HatfieldContact: [email protected] EAST MIDLANDSBuilding Regs Update12 February, Derbyshire Contact: [email protected]

IRELANDEastern Centre Committee Meeting11 February New members always welcome. Contact: [email protected] Centre Annual Dinner 21 February Contact: [email protected] Western Centre AGM24 February, 7.30pm, City Hotel, Derry, Contact: [email protected]

LONDONArbitration in the Construction Industry5 February, 6pm, Trowers & Hamlins, London EC1Y 8YZ Contact: [email protected] Professional Review Workshop 17 February, 6pm, The Union Jack Club, London SE1Contact: [email protected] of Acoustics 20 February, 6pmContact: [email protected]

SCOTLANDABERDEEN CENTRE Topical Seminar6 February, 5.30pm, Aberdeenshire Council, Woodhill House, AberdeenContact: [email protected] Please note: You must book two weeks in advance and bring your own PPEDUNDEE CENTRE Annual Dinner Dance22 February, 7pm, Invercarse Hotel, DundeeContact: [email protected] EAST OF SCOTLAND CENTRE Health and Safety Update25 February, 5.45pm, Heriot Watt University, Edwin Chadwick Building, Room G34Contact: [email protected] HIGHLANDS AND ISLANDS CENTRE HSE Update19 February, 7pm, Inverness CollegeContact: [email protected] WEST OF SCOTLAND Site Visit to CCG OSM Timber Kit Manufacturer3 February, 6pm, Cambuslang, GlasgowContact: [email protected]

SOUTH EASTNovus Pub Quiz & Networking Evening5 February, 7pm, Nevill Bull Pub, West Malling Contact: [email protected] Amendments to the NEC3 Suite of Contracts11 February, 7pm, Hadlow Manor Hotel, Nr Tonbridge Contact: [email protected] Professional Review Workshop13 February, 6pm, Holiday Inn, High WycombeContact: [email protected] Passivhaus: Myths and Realities13 February, 6.30pm, Tilgate Forest Golf Club, CrawleyContact: [email protected] BIM (Webinar 2)13 February, 6pm, onlineContact: [email protected] Ready Are We For Carbon 2050?25 February. 6.30pm, Holiday Inn, EastleighContact: [email protected]'s In It For Me? Profiting From BIM (Webinar 3)27 February, 6pm, onlineContact: [email protected]

SOUTH WESTAnnual Technical Update Seminar6 February, 5.30-8.45pm, Executive Business Centre, BournemouthContact: [email protected] Photography and Building Regs6 February, 7pm, Venue, PlymouthContact: [email protected]

Fire Safety11 February, 7pm, Gloscol, Cheltenham CampusContact: [email protected] and House Foundations12 February, 8am, Swindon Holiday Inn ExpressContact: [email protected] Regs Part L19 February, 6pm, Plymouth University, Roland Lewinsky BuildingContact: [email protected]: Counting the Cost20 February, 6pm, Hall for Cornwall, Back Quay, Truro Contact: [email protected] Inter-institute Quiz26 February, 7pm, The Nags Head, Thornfalcon£10 per head, team size fourContact: [email protected] Meeting with CPD27 February, Guernsey Yacht Club,CIOB members £5, Non-members £10Contact: [email protected]

NORTH EASTRefurbishment — How To Make It A Success!10 February, 3pm, Senate Room, Durham CastleContact: [email protected] Event11 February, 6pm, Venue tbcContact: [email protected]

NORTH WESTHS2: Phoenix or Leech? Star event joint with Greater Manchester/Cumbria & Lancashire Centres6 February, 6.30pm, Bolton Whites Hotel, Bolton BL6 6SFContact: [email protected] & General Legal Update — Joint with ICE North Wales12 February, 6.30pm, Glyndwr University, WrexhamContact: [email protected] CDM Regulations 13 February, 2.30pm, The Palace Hotel, Douglas, Isle of ManContact: [email protected] Novus Route to Membership — Professional Development Programme20 February, 6pm, BAM Site Offices, City Football Academy, Ashton New Road, ManchesterContact: [email protected] Update25 February, 6.30pm, The Cottons Hotel, KnutsfordContact: [email protected] on Alder Hey Children’s Health Park27 February, 6.30pm, The Liner, LiverpoolContact: [email protected]

Liverpool Centre 60th Anniversary Annual Dinner Dance7 March, 7pm, Thistle Atlantic TowerContact: [email protected] West Annual Black Tie Dinner16 May, 6.45pm, The Point, Lancashire County Cricket Club, Emirates Old TraffordSpeaker: Alfie Moore, ComedianCost: £65 + VAT per person, corporate tables of 10 availableContact: [email protected]

WEST MIDLANDSProfessional Review Workshop4 February, 6pm, Sixways Stadium, WorcesterContact: [email protected] Olympic Legacy: Occupational Health Programme6 February, 6pm, Ramada Encore NEC, BirminghamContact: [email protected] of Light12 February, 6pmWolverhampton RacecourseContact: [email protected] — BS6187:201113 February, 6pm, Sixways Stadium, WorcesterContact: [email protected] Membership Workshop18 February, 6pm, Wolverhampton RacecourseContact: [email protected] Extension Works — Site Visit25 February, 4pm, NIA BirminghamContact: [email protected] Introduction to Environmental Management Onsite27 February, 6pm, Ramada Encore NEC, BirminghamContact: [email protected]

YORKSHIREBIM Construction and Assembly - BuildSydneyLive, Leeds5 February, 5.30pm, LeedsContact: [email protected] Regs Update 12 February, 8am, Sheffield Hallam UniversityContact: [email protected] Branch Student Challenge19 February, 6pm, Leeds Metropolitan UniversityContact: [email protected] Branch Chair’s Dinner20 February, 7pm, LeedsContact: [email protected] Review Workshop11 March, 8am, Sheffield Hallam University

FEBRUARY TO MARCH DATESFORYOURDIARY 2014

CIOB

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If you have a smartphone, iPhone or tablet, why not search your apps for a free downloadable QR reader and scan our details.

CIOB HILL INTERNATIONAL MASTERCLASSESHill International and CIOB’s Masterclass training series Tel: 020 7618 1200 www.hillintluk.com

CIOB and VESOURCECar LeasingTel: 0845 052 5268www.vesource.co.uk/ciob.asp

To find out more about events in your area go to www.ciob.org.uk/regions or look out for your electronic news and event updates from your CIOB branch or CIOB centre. To receive information from the CIOB visit www.ciob.org.uk and log on to the members’ area to input/update your details and preferences.

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ON HIS CAREERI got my start in construction as a young boy in the US watching my architect father draw pictures that would eventually become structures. My first job in the business was as a draftsman during my summer breaks until I was in high school when I was sent into the field as a labourer. Father thought one should learn the trade from the ground up — literally.

After a brief stint in the army and foreign study in the former Soviet Union in the early 1970s, I decided to pursue a career that allowed me to experience the world outside of the US. I obtained a BA in International Affairs and went to work for, of all people, my father, who was designing and building projects in the developing world. This gave me exposure to Libya, Nigeria, Jordan, Saudi Arabia, Nicaragua, India, to name a few, all by my mid-20s!

When my father passed away, the company was acquired by another, and I joined Stone & Webster Engineering Corporation to assist them in entering the industrial power market. The big company structure and procedures were in stark contrast to what I had been used to. Luckily for me, SWEC’s training programme laid an outstanding

“Embrace change, seize opportunity, gain as much experience as possible and take a few chances along the way”

Q&A

fred samelian president, hill construction claims and consulting group

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FROMTHETOPfoundation for on-the-job training. Developing and implementing a strategy to enter a new market for a major E&C firm was one of the most challenging and rewarding experiences of my life.

When my boss at SWEC left to join Hill International, I was pursuing an MBA at SWEC’s suggestion, but the challenge of joining a fast-growing, entrepreneurial company like Hill was so appealing that I jumped at the opportunity. That was 30 years ago!

My career really took off when I joined Hill International and met its founder Irvin Richter. I found the freedom and flexibility he provided to be intoxicating.

ON HIS HIGHLIGHTS AND REGRETSThe highlight of my career has been, and continues to be, the extraordinary people I have met along the way and the amazing team of professionals with whom I now have the honour of working. My only regret is that my father passed away at such an early age that he was unable to witness or participate in a career that he was so gracious to provide for me.

ON ADVICE TO YOUNG MANAGERSAs quickly as possible, build your confidence and recognise and use your strengths to your advantage. With confidence comes the ability to be innovative and with innovation comes change for the good. Embrace change, seize opportunity while you are young, gain as much experience as possible and take a few chances along the way. •

The Chartered Institute of Building is at the heart of a management career in construction. Our focus is on those entering and already in a management career in construction. By delivering qualifications and certifications that meet the needs of a changing industry. We work with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction.OUR VISION: Built environment professionals making a differenceOUR MISSION: To contribute to a modern, progressive and responsible construction industry, meeting the economic, environmental and social challenges of a global societyOUR VALUES: • Creating extraordinary people through

professional learning and continuous professional development.

• Promoting the built environment as central to quality of life for everyone, everywhere.

• Achieving a sustainable future worldwide. • Being socially responsible and advocating

exemplary ethical practice, behaviour, integrity and transparency.

• Pursuing excellence in worldwide management practice and technological innovation rooted in evidence based research.

• To be the inclusive valued Institute of choice for built environment professionals.

We have over 47,000 members around the world and are considered to be the international voice of the building professional, representing an unequalled body of knowledge concerning the management of the total building process.

The Chartered Institute of Building

ContactsGeneralMain CIOB telephone number +44 (0)1344 630700Chief Executive Chris Blythe 01344 630701Member ServicesHead of Member & Business Development 01344 630852Change of Address 01344 630789/630731Direct Debit Enquiries 01344 630831Membership Certificates 01344 630720Membership Enquiries/Progression 01344 630706Subs Enquiries (Members) 01344 630831Training Partnerships 01344 630726Certificate Ceremonies 01344 630785SMTS Enquiries 01344 630742Experienced Practitioner AssessedProgramme (EPA) 01344 630887Experienced Practitioner AssessedReport Route (EPAR) 01344 630887Benevolent Fund 01344 630780Professional Development 01344 630716Library Enquiries 01344 630873/737Head of Education 01344 630822Adjudication and Dispute Resolution 01344 630732Scholarship and Faculties Manager 01344 630798Chartered Building Company/ Consultancy SchemeChartered Building Scheme Manager 01344 630746Administrator 01344 630743

PublicationsMagazine subscriptions (non-members) 01344 630811Construction Research and Innovation (CRI) 01344 630811Construction Manager 020 7490 5636Contact 07704 336835 Policy and External RelationsDeputy Chief Executive 01344 630702Press Office 01344 630766Web Site Enquiries 01344 630738

EventsEnglemere Room Bookings, Conferencesand Business Meetings 01344 630825Weddings and Receptions 01344 630815

CIOB InternationalGeneral Enquiries +44 (0) 1344 630791CIOB Africa + 27 11 234 7877CIOB Australasia +61 (2) 9816 4700CIOB China East +86 21 2211 1556CIOB China North +86 10 6528 1070CIOB China West/South +86 23 3670 6360CIOB Hong Kong +852 2543 6369CIOB Malaysia +852 (603) 2284 5754CIOB Middle East +971 (0) 4457 9107CIOB Singapore +65 6334 4116

The views expressed in Contact are not necessarily those of the editor or the CIOB. The editor reserves the right to edit any article submitted for publishing. Printed on paper produced from a sustainable source.

curriculum vitae

CAREER

• President of Hill International’s Construction Claims and Consulting Group

• President and chief operating officer, Hill International

• Founding member of the board of directors of Gerens Hill, Madrid, Spain, a Hill International-affiliated company performing project management services in Europe and Latin America.

• Senior vice president, Hill International Claims Operations, UK

• President, Hill International’s Western Region USA

• Director with PricewaterhouseCoopers, California

• Marketing engineer, Stone & Webster Engineering Corporation

• Several positions with the Kuljian Corporation based in PhiladelphiaEducation

• BA in International Affairs, George Washington University

• MBA, Southern Illinois UniversityProfessional qualifications

• Licensed General Contractor in the State of California

• Qualified individual on both of Hill International’s State of Nevada Contractors License A and B.

• Project Management Professional (PMP) certified by the Project Management Institute

• Accredited mediator certified by the Chartered Institute of Arbitrators (CIArb), UK

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BUILDINGS ESTATES AND CONSERVATION MANAGER

£Negotiable | West Midlands

The historic Shakespeare’s Houses are places of international cultural significance, welcoming over 800,000 visitors every year from around the globe. The Shakespeare Birthplace Trust is looking for an individual to fill this new position. The individual will be responsible for managing the day-to-day activities associated with the building conservation and maintenance programmes for the five historic houses and other operational properties of the Trust.

You will possess experience of historic houses conservation and general buildings maintenance, hard FM and be conversant with the management of construction works. You should be able to demonstrate a sufficient depth of knowledge and skills in building or property management and should have a working knowledge of fabric, structure and engineering services in buildings.

You will possess excellent interpersonal skills and management experience, be well organised and able to think strategically, tactically and operationally about the property services function. You should have a good understanding of the special requirements of working in nationally significant Grade 1 listed historic buildings.

To apply please send your CV and a covering letter (outlining your knowledge, skills and experience that are relevant to the role) to [email protected] or HR Department, The Shakespeare Birthplace Trust, The Shakespeare Centre, Henley Street, Stratford-upon-Avon, CV37 6QW.

The closing date for applications is Friday 7th February 2014

Find your next career move with UKL!

Site ManagerNew Build and Refurb

£40,000 to £45,000 London

Project ManagerResidential sector, East London

£55,000 - £65,000

Senior Site ManagerMajor Projects, Swindon

£50,000 - £55,000

Senior Quantity Surveyors needed across the UK!

For all the latest jobs from UKL visit www.CIOBjobs.com

TO ADVERTISE YOUR POSITIONS ON THESE PAGES, CONTACT TOM PEARDON ON

T: +44 (0)20 7490 5595 E: [email protected]

Classified

Recruitment

A GIANT STEP FOR HYDROTECH HOT MELTAlumasc’s Hydrotech Hot Melt Waterproofing System has been used on the roof of the new National Trust Visitor Centre at the world-famous Giant’s Causeway in Northern Ireland.

Created by architects Heneghan Peng, the brand new Visitor Centre is part of an £18.5m investment at the site and boasts a striking design, inspired by the bold material and geometric lines of the Causeway itself.

The tried and trusted Hydrotech

system which has had zero product failures in over 50 years of use worldwide was specified by main contractor Gilbert Ash and installed by GBS Roofing of County Down. Covering a total of 1800m2, Hydrotech provided seamless waterproofing ideal for highly detailed schemes such as this.

For further details on Hydrotech structural waterproofing please visit www.alumascroofing.co.uk


SENIOR’S SYSTEMS COMBINE TO STUNNING EFFECT AT WORTHING HOSPITALA new Clinical Block at Worthing Hospital has benefited from innovative Hybrid casement window systems and aluminium entrance doors from manufacturer Senior Architectural Systems and also incorporates Senior’s own glass, ensuring the use of a complete system.

The £8 million building, which provides a new outpatients department, 24 consultation rooms and three treatment

rooms on the ground floor, also has two 19-bed wards on the first floor and room for offices in its roof space. Specifying Senior’s glass system, with ClimaGuard A+ coating, in conjunction with the company’s Hybrid system ensured the smooth logistical running of the project, not to mention a host of cost and time savings due to the specification of a complete system.www.seniorarchitectural.co.uk

GEZE GOES GREEN WITH ISO 14001 The UK’s leading door and window control system manufacturer, GEZE UK, is demonstrating its green credentials by achieving ISO 14001.

ISO 14001 is the world’s most recognised environmental management standard. To achieve it organisations need to measure their impact on the environment and set goals to improve their performance. www.geze.co.uk

Specifiers’ pagesTO SHOWCASE YOUR PRODUCTS ON THESE PAGES, CONTACT TOM PEARDON ON T: +44 (0)20 7490 5595 E: [email protected]

LEVOLUX RAISES THE ROOF62 Buckingham Gate is a landmark office development with a tilting, prism-like glass façade, topped by a state-of-the-art Roof Screening solution, courtesy of Levolux. The solution comprised Aerofoil Fins, Ventilation Louvres and PV integrated glass panels, all applied at roof level. The PV panels generate 27.8MWh (mega watt hours), of electricity per year. T 020 8863 9111E [email protected] W www.levolux.com

WASHROOM WASHROOM SHAPES UP WITH FITNESS FIRST Leading washroom manufacturer, Washroom Washroom has demonstrated its flexibility for producing bespoke design, during a refurbishment project for Fitness First, which features its stunning Luminoso range manufactured in vibrant blue for the first time in the UK.

The recent project to refurbish the South Kensington branch of Fitness First, one of the largest private

health and fitness clubs in the world with over 80 clubs in the UK alone, is expected to be rolled out to half the UK branches over the next two years as part of a large scale refurbishment programme. Overseen by Admiral Construction as main contractor with Antarchitecture leading the design, Washroom was tasked with refurbishing the shower and changing room facilities. www.washroom.co.uk


DORMA’S NEW LOOK WEBSITE MAKES SPECIFICATION SIMPLE DORMA UK and Ireland have launched a new company website - www.dorma.com - providing comprehensive product and service information as well as a wealth of examples of DORMA’s advanced access solutions and services. The site is simpler to use and provides quick access for architects, specifiers and all members of the construction community. www.dorma.com

THE CONTINUITY CLOSER – TACKLES A REAL GAP IN THE MARKETTake a look at partial fill cavity insulation and the gaps where the insulation should tightly abut a cavity closer.

L1A Building Regulation 3.9 states there should be no reasonably avoidable gaps at the edges of elements such as those around window and door openings. (Page 19: 2013 edition).

The Continuity Closer is the only closer with a shaped insulating core that wraps over the gap, blocking

the heat loss path.The Continuity Closer projects

and protects - something an ordinary closer cannot.

Suitable for first and second fix applications, the Continuity Closer provides a known quality of build. First time – every time.

Mind the gap using the easy compliance Continuity Closer from Cavity Trays of Yeovil.www.cavitytrays.co.uk

A NEW CIVILS SERVICE FROM JEWSON Jewson has expanded its offering to include a dedicated civils service for the construction industry. The UK’s leading supplier of sustainable timber and building materials now has 43 specialist branches supplying civils contractors, ground workers and utility companies nationwide.

All Jewson branches currently offer a basic civils and drainage product range. However, new specialist branches stock a further enhanced range of civils products and materials from leading trade suppliers including Wavin, Polypipe, FP McCann, ACO and many others.

Furthermore, Jewson has invested significantly in dedicated staff. Every Jewson civils branch benefits from an in-house specialist as well as a team of experienced Civils Development Managers, based regionally. The teams, further supported by three dedicated Civils Sales Offices, work together to support customers with the necessary expertise and guidance.

For further information please visit: http://blog.jewson.co.uk or follow us on@jewson for future updates

HIDDEN INTERLOCK MAKES ASHMORE THE DESIRABLE TILEMarley Eternit’s Ashmore interlocking tiles have been specified for a gated community of luxury apartments and duplexes on one of the most desirable roads in Royal Windsor, as sales of the product continue to grow.

Kebbell Homes chose the Ashmore tiles for 18 Bolton Avenue because they give the appearance of a traditional double lap plain tile but offer the cost and time saving benefits of an interlocking tile.

Michael Winn, commercial manager from Kebbell Homes, comments: “Windsor is known for its historic character, so it was important that Number 18 fitted into the traditional style of homes found on the leafy Bolton Avenue. We wanted to create impressive architecture with a classic and elegant facade echoing that of the town’s established buildings. www.marleyeternit.co.uk

RESILIENT WEATHER PROTECTION FROM ARCOFreezing temperatures, heavy rain and buffeting winds are conditions commonly experienced throughout the winter months. However, whilst most of the population take shelter indoors, there are those that must continue working outside and it is essential that they remain protected. Committed to keeping people safe and well this winter, Arco, the UK’s leading safety supplier, introduces a new winter weatherwear layering system, designed to keep workers warm, dry and comfortable.

Thermal comfort is essential to worker productivity and studies have shown that wearing multiple layers is more effective than one thick layer. Layering clothing effectively traps heat close to the skin and can be easily and quickly removed if conditions change. Arco’s layering system ensures workers get the best results from their garments and comprises of three individual layers: a base layer, a mid layer and an outer layer. www.arco.co.uk/weatherwear

NEW REBAR CONTINUITY SYSTEM WINS PRAISE IN 2013 CONSTRUCT INNOVATION AWARD A new rebar continuity system from ANCON that won “best product in show” at the 2013 UK Concrete Show, has gained further recognition in the prestigious CONSTRUCT Innovation Award.

Ancon KSN Anchors represent a completely new approach to reinforcement continuity at slab-to-wall construction joints. They have been ‘Highly Commended’ by the CONSTRUCT award judging panel.www.ancon.co.uk/KSN

THE GLOBE THEATRE on London’s South Bank has harboured a well-kept secret since it opened in 1997: space next to the foyer that was used for rehearsals and education projects was always intended as the site for a Jacobean playhouse. The new facility, which complements the Globe’s open-air auditorium and fulfi ls Globe patron Sam Wanamaker’s original vision for the complex, fi nally opened last month.

The theatre is a reimagination of what a 17th century theatre might have looked like, and was designed by architect Allies & Morrison. The 350-

seat, £7.5m theatre drew on sketch designs by 17th century architect John Webb that were recently discovered in Oxford’s Bodleian Library.

The wood-panelled theatre was inserted into the existing brick chamber by London-based Virtus Contracts, which embarked on the programme in November 2012.

The auditorium is an intimate space with the audience sitting in a tight horseshoe round the stage. The entire space is lit by candles hanging from candelabra, which can be raised or lowered.

Modern facilities, including a ventilation

system that can distinguish between candle smoke and a fi re, are fi tted within a circulation corridor between the theatre and its brick shell.

The new theatre’s green oak frame was completed by the same contractors who built the main Globe auditorium. The frame is supported by oak columns that form a semi-circle around the playhouse. The painted ceiling was inspired by a similar ceiling at Cullen House in Banff, Scotland.

Last year Virtus also completed works to remodel the theatre complex’s foyer space, from which visitors will access the new playhouse.


Project of the month The Sam Wanamaker Playhouse

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EditorElaine Knutt+44 20 7490 5595

Associate editorDenise Chevin+44 20 7490 5595

Contributing editorStephen Cousins

Production editorLucien Howlett

Art editorRichard Krzyzak

Advertising managerDave Smith+44 20 7490 5595

Managing directorStephen Quirke

CirculationNet average circulation 30,644Audit Period: 1 July 2012–30 June 2013

SubscriptionsTo subscribe or for enquiries, please contact:Subscription teamTel: 01344 [email protected]

Or write to them at:CIOB2nd Floor1 Arlington SquareDownshire WayBracknellRG12 1WA

Construction ManagerPublished for the Chartered Institute of Building byAtom PublishingClerkenwell House45/47 Clerkenwell GreenLondon EC1R 0EB

Tel: +44 20 7490 5595Fax: +44 20 7490 4957fi [email protected]

Construction Manager is published monthly by Atom Publishing. The contents of this magazine are copyright. Reproduction in part or in full is forbidden without permission of the editor. The opinions expressed by writers of signed articles (even with pseudonyms) and letters appearing in the magazine are those of their respective authors, and neither the CIOB, Atom Publishing nor Construction Manager is responsible for these opinions or statements. The editor will give careful consideration to material submitted – articles, photographs, drawings and so on – but does not undertake responsibility for damage or their safe return. Printed by Headley Brothers Ltd. All rights in the magazine, including copyright, content and design, are owned by CIOB and/or Atom Publishing. ISSN 1360 3566

The new theatre is horseshoe shaped and features lighting by candelabra, while the roof is inspired by a similar ceiling at Cullen House in Banff, Scotland.

Upper gallery

Lower gallery

New Globe Walk

Lecture theatre

Access corridors Toilets Dressing room

Foyer Shop

Dressing room

Foyer

Pit

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